ORGANIZATIONAL CHANGE AND DEVELOPMENT HAMLIN B., KEEP J. Księgarnia

ORGANIZATIONAL CHANGE AND DEVELOPMENT

A Reflective Guide for Managers, Trainers and Developers

BOB HAMLIN JANE KEEP KEN ASH

Written jointly by practitioners and academics, the book will provide the theoretical underpinnings behind organizational development and practical insights based on real case studies. The first section of the book brings together an up to date review of current thinking. The middle section comprises a diverse selection of case histories which examine the role of the change agent, both in successes and failures. The final section of the book draws things together by highlighting where generalized insights appear to have emerged from the practice of the contributors, and gives some pointers for moving practice forward into the 21st century. Throughout, the benefit of reflective practice is encouraged and the commentary accompanying each case history demonstrates what can be learned from this.

The main aim of the text is to help readers to appreciate more fully the complexities of bringing about organizational change and development, not least the cultural factors in the change process, and the value of using theory and rigorous internal research in a very conscious and focused way to inform, shape and measure their own change agency practice. The text is therefore suitable for both advanced undergraduate and postgraduate students on a course with an option on organizational change/development, MBA students and practitioners dealing with issues related to organizational change.

Key features of the text

Illustrates a wide range of organizational change initiatives.

Offers practical insights and perspectives on what makes effective and beneficial organizational change

Examines how theory has informed practice, but also where evidence-based practice has generated new theories

Real case histories provide an unprecedented amount of expertise from which the reader can learn both the successes and pitfalls

The selection of case histories represent a variety of organizations including small business and the public sector

Bob Hamlin is a Principal Lecturer at the University of Wolverhampton Business School and is currently responsible for its Human Resource programmes including the MSc in Human Resource Development for which he is the Course Director

Jane Keep has 20 years experience of working in and around the NHS, including extensive work as a senior organizational development and change practitioner. This has included leading on organizational change projects as an internal and external consultant and working as a national Human Resource policy advisor within the NHS

Ken Ash is a Personnel and Training Development Manager for a global organization with over 2500 employees. Acting as an internal consultant he has promoted the services of Human Resource Development with the objective of integrating them more fully into the mainstream management of the business

317pp

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