Organizational Change

Explore and resolve complex organizational change issues by applying theories into practice

Organizational Change, 6th Edition, by Senior, Swailes and Carnall reflects a rapidly evolving world and explores ‘how change has changed’. The book is structured into three parts. The first part considers the causes and nature of change. Part two opens up the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change. Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change.
Ideal for both MBA students and those studying specialist courses in Organizational Development and Change, the clear structure and content of this text also make it accessible to final year undergraduate students.

Key features

- A comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity, from the strategic to the operational, and at the individual, group, organizational and societal levels

- Conceptual and analytical approach to the way that theory and research relate to organizations, and how change is explored

- Practical elements and worked examples of different approaches to ‘doing’ change

- Illustrations of practical change situations in each chapter

- Activities to encourage the application of ideas and learning from the text to personal experience

- End-of-chapter cases, additional reading and suggested websites for readers wishing to pursue ideas and issues further

New to this edition

- Significantly updated chapters in terms of content, illustrations and recent theory and research

- New material on stakeholder engagement, the leader's role in change, change architecture and the characteristics of effective change programmes

-New case material on ‘gamechangers’ such as Airbnb, Amazon, Google and Facebook

Barbara Senior is a Chartered Occupational Psychologist who has published a number of books, articles and conference papers based on her research and activities. She is Principal of the Highfield Consultancy, which researches and offers consultancy services in the areas of organizational psychology and change.

Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield. His current research interests focus on the management of high potential employees and the effects of talent management on organizational performance.

Colin Carnall has designed and led corporate and leadership development programmes, focused on delivering major strategic changes over many years. He had taught at Henley, Warwick and Cass, as well as worked as Director of a Strategic Consulting firm.

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