Mark Hughes - Managing Change: A Critical Perspective
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A Critical Perspective
2nd edition
Mark Hughes
Mark Hughes is a Senior Lecturer in Organisational Behaviour in Brighton Business School, at the University of Brighton. Mark teaches managing change on MBA programmes and professional programmes, and he is a former course leader of the MA Change Management. Marks work with colleagues in the Business School is focused upon facilitating change in large public service organisations.
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A Critical Perspective
2nd edition
Mark Hughes
Chartered Institute of Personnel and Development
This textbook is dedicated to
Derek Hughes (19362009)
Chapter 4 The role of paradigms and perspectives
Chapter 5 Why organisations change
Chapter 6 Organisational design and change
Chapter 9 Individual-level change
Chapter 11 Change communications
Chapter 12 Resistance to change
Chapter 15 Power, politics and organisational change
Chapter 18 HR and managing change
Chapter 19 Technological change
Chapter 20 Evaluating managing change
Chapter 1 The managing change conundrums
Chapter 2 Organisational change classifications
Chapter 3 History and organisational change
Chapter 4 The role of paradigms and perspectives
Chapter 5 Why organisations change
Chapter 6 Organisational design and change
Chapter 7 Strategic-level change
Chapter 8 Group- and team-level change
Chapter 9 Individual-level change
Chapter 10 The leadership of change
Chapter 11 Change communications
Chapter 13 Cultural change
Chapter 14 Organisational learning
Chapter 15 Power, politics and organisational change
Chapter 16 Ethics and managing change
Chapter 17 Change agents and agency
Chapter 19 Technological change
Chapter 20 Evaluating managing change
Disciplining the shop floor: a comparison of the disciplinary effects of managerial psychology and financial accounting (Accounting, Organizations and Society).
Frederick W. Taylors pig iron observations: examining fact, fiction, and lessons for the new millennium (Academy of Management Journal).
Evaluating organizational change: the role of ontology and epistemology (TAMARA Journal of Critical Postmodern Organization Science).
Devising context-sensitive approaches to change: the example of Glaxo Wellcome (Long Range Planning).
Managing change across boundaries: boundary shaking practices (British Journal of Management).
The strategic management of corporate change (Human Relations).
Confronting strategic inertia in a top management team: learning from failure (Organization Studies).
Perceptions and misperceptions of major organizational changes in hospitals (International Journal of Public Administration).
Strategic change leadership (Management Decision).
Communicating change: four cases of quality programs (The Journal of Business Communication).
Resistance to change as a positive force: its dynamics and issues for management development (Career Development International).
The false promise of organizational culture change: a case study of middle managers in grocery retailing (Journal of Management Studies).
The learning organisation myth and reality? Examples from the UK retail banking industry (The Learning Organisation).
Politics and organizational change: the lived experience (Human Relations).
Ethical choice in managerial work: the scope for moral choices in an ethically irrational world (Human Relations).
Dispersing change agency in high velocity change organisations: issues and implications (Leadership and Organization Development Journal).
Increasing diversity as an HRM change strategy (Journal of Organizational Change Management).
Embellishing the past: middle manager identity and informality in the implementation of new technology (New Technology, Work and Employment).
I reflect back on the past 12 months with great gratitude for my close family: Mum, Clair, Stuart, Rob and Beth and all their loving kindness. I fondly remember what my Dad taught me through his words and actions and I am grateful to have this opportunity to dedicate this textbook to his memory.
Once again I have enjoyed the encouragement of the CIPD editorial team to write and keep on writing the book. They have kept me grounded and focused, which is a tall order for the academic butterfly mind. My dealings on this edition have been with Ruth Anderson, Kirsty Smy and Georgie Smith, to whom I publicly record my thanks. I am aware that behind the scenes there are many others, particularly the anonymous reviewers, so thank you.
I have developed many good friendships and learnt so much from both colleagues and postgraduates at Brighton. I am very tempted to offer a roll call of all the names at this point, but I will limit myself to three, this time around. I thank Aidan Berry for his belief in me back in 1987, when my own self-belief was lacking. I thank Steve Reeve for co-facilitating many enjoyable MA Change Management and external client workshops. And I thank Lew Perren for many supportive conversations whilst writing this edition, which helped make the writing process a joy rather than a chore.
Finally, invariably I find my chapter writing accompanied by the wonderful apocalyptic compositions of Godspeed You Black Emperor their belief in quiet revolutions says it all.
Mark Hughes
Brighton
Since the first edition of this textbook was published early in 2006 I have been aware of change within myself, within the groups and teams that I belong to, within the university that employs me and the wider society. It is tempting to describe such processes as a revolution, but largely it has been an evolution I barely notice the few extra grey hairs that appear each day. In a similar manner this textbook has evolved over the last few years informed by my experiences and by helpful feedback.
In introducing this new edition, probably the most tangible change is in terms of the title, changing from Change Management to Managing Change. The new title is believed to better indicate the dynamic and processual nature of changing. The second edition presents an opportunity to make many other enhancements to the textbook, which include the reordering of chapters into distinct parts and the addition of six new chapters, ensuring a breadth of coverage of managing change debates.
The aims of the textbook remain the same in seeking to:
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