Organisational Change: Development and Transformation

Organisational Change: Development and Transformation

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Change Management is a crucial process for gaining the competitive advantage that is the goal of many organisations. Leaders and change agents are often faced with conflicting challenges of motivating and understanding increasingly diverse workforces, accounting to stakeholders and planning for the future in a chaotic environment. Comprising 12 chapters in 6 parts, the text opens with an explanation of the environment of change faced by organisations today. It then deals with managing organisational development, which is a planned process of change which is often subject to the incursions of organisational transformation, a more dramatic and unpredictable type of change. With the field of organisational change continuing to evolve, especially in an international context, future directions of change management are also discussed. Finally, to emphasise the relationship between theory to practice, Organisational Change: Development and Transformation 6e provides 10 local and international case studies and a suite of online cases supported by a case matrix. Case studies, exercises and support material present the challenges of change management in a real-life manner ' examining issues from a variety of viewpoints.
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Product details

  • Paperback | 592 pages
  • 187 x 255 x 19mm | 942g
  • South Melbourne, Australia
  • English
  • 6th edition
  • 0170366685
  • 9780170366687
  • 24,446

Table of contents

Part 1: Introduction
1. Introduction
Part 2: The Environment of Change
2. Understanding change
3. Leadership and the role of the change agent
4. Managing resistance and organisational culture
5. The process of organisational change
Part 3: Organisation Development
6. Organisation development and change
7. OD interventions: people and process
8. OD interventions: strategy and structure
Part 4: Organisation Transformation
9. Organisation transformation and change
10. Change in a chaotic and unpredictable environment
11. Competitive and collaborative strategies
Part 5: The Future of Change Management
12. Future directions: change in a global setting
Part 6: Integrative Case Studies
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About Dianne Waddell

Dianne Waddell was most recently Professor and Academic Director at Melbourne Institute of Technology (MIT). Before that she was an Associate Dean (Teaching and learning) at Deakin University. Dianne is responsible for the development, implementation and evaluation of postgraduate and undergraduate courses and is the coordinator of the Assurance of Learning processes for external accreditation. She is on the list of Expert Reviewers for TEQSA. She teaches in the areas of Management, Quality Management, Change Management and Strategic Management. These subjects have been offered both on-campus and off-campus while teaching with Deakin University, Edith Cowan University, Monash University and Victoria University. She has taught in both public and private education systems for many years, as well as presenting specially designed industry-based executive courses.
As well as significant external research funded projects, her publications include eight books of which two are text books, 15 book chapters, six research reports, 30 refereed journal articles and 76 conference papers. She has also written evaluation reports for various consultancies. Dianne has received several professional awards, including the 2009 Vice Chancellor's Award for Outstanding Achievement in Teaching and Learning at Deakin University and in 2011 the Vice Chancellor's Award for Outstanding Achievement in Student and Staff Support as project leader for the implementation of the new LMS.
Dianne holds a Graduate Certificate in Quality Assurance in Higher Education (Melbourne), PhD (Monash), Master of Education Administration (Melbourne), Bachelor of Education (Melbourne) and Bachelor of Arts (LaTrobe). She is an Affiliate with the International Network for Quality Assurance Agencies in Higher Education (INQAAHE) as well as Fellow with the Australian Organisation for Quality (AOQ). She was also Chair of the Victorian Chapter of Higher Education Research and Development Society Andrew Creed is an award-winning lecturer and writer at Deakin University in Change Management and Organisational Behaviour. His research interests include online management education, organisational learning and change, action research and relational ethics. He has published textbooks in the fields of organisational behaviour and business communication. As well as funded projects, his research publications include seven book chapters, 17 technical manuals, 20 refereed journal articles and 17 conference papers. Other roles have included Adjunct Associate Professor in the online MBA at University of Maryland University College, teacher and instructional designer in the TAFE and ACE sectors, owner-manager of a bookshop, publishing and consulting business, member of a family-run health care practice and an area manager in south-west Victoria for the Federal Government's New Enterprise Incentive Scheme (NEIS). Andrew has received several professional awards including the 2006 and 2015 Vice Chancellor's Award and commendation for Teaching and Learning at Deakin University. Andrew holds a Graduate Certificate in Higher Education (Deakin), PhD (University of Exeter, UK), Master of Business Administration (University of Maryland University College) and Bachelor of Science (University of the State of New York). He is active in his local community and in global professional networks. Thomas G. Cummings, Professor of Management and Organization, Marshall School of Business, University of Southern California. He received his B.S. and MBA from Cornell University, and his Ph.D. from the University of California at Los Angeles. He has authored over 70 articles and 22 books and was formerly President of the Western Academy of Management, Chair of the Organization Development and Change Division of the Academy of Management, and Founding Editor of the Journal of Management Inquiry. Dr. Cummings was the 61st President of the Academy of Management, the largest professional association of management scholars in the world with a total membership of over 20,000. He is listed in American Men and Women of Science and Who's Who in America. His major research and consulting interests include designing high-performing organizations and strategic change management. He has conducted several large-scale organization design and change projects, and has consulted to a variety of private and public-sector organizations in the United States, Europe, Mexico, and Scandinavia. Christopher G. Worley, Professor of Strategy and Entrepreneurship at the NEOMA Business School. He is also the founding strategy director for the school's Center for Leadership and Effective Organizations. Chris serves as a senior research scientist at the Center for Effective Organizations (USC's Marshall School of Business) and teaches in Pepperdine's Master of Science in Organization Development (MSOD) program. He received his B.S. from Westminster College, master's degrees from Colorado State University and Pepperdine University, and his doctorate from the University of Southern California. He served as Chair of the Organization Development and Change Division of the Academy of Management, received the Luckman Teaching Fellowship at Pepperdine University, and the Douglas McGregor Award for best paper in the Journal of Applied Behavioral Science. His most recent books are The Agility Factor, Becoming Agile, Management Reset and Built to Change. His articles on agility and strategic organization design have appeared in the Journal of Applied Behavioral Science, Journal of Organization Behavior, Sloan Management Review, Strategy+Business, and Organizational Dynamics. He and his wife, Debbie, have been living in Chigny-les-Roses, France since 2015.
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