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Managing Organisational Change - Pearson

The document summarizes chapters from the book "Managing Change in Organisations" by Colin Carnall and Rude Todnem. It discusses various models and perspectives of organizational change, including traditional, critical, and strategic management models. It covers topics like sustaining organizational effectiveness, developing a learning organization, diagnosing change, managing major changes, change architecture, learning from change, and the relationship between culture and organizational change. The final chapter introduces a new model called strategic convergence for organizational change.

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Shubhangini Rathore Bhalla
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247 views

Managing Organisational Change - Pearson

The document summarizes chapters from the book "Managing Change in Organisations" by Colin Carnall and Rude Todnem. It discusses various models and perspectives of organizational change, including traditional, critical, and strategic management models. It covers topics like sustaining organizational effectiveness, developing a learning organization, diagnosing change, managing major changes, change architecture, learning from change, and the relationship between culture and organizational change. The final chapter introduces a new model called strategic convergence for organizational change.

Uploaded by

Shubhangini Rathore Bhalla
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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MBA (WX)

Book: Managing Change in Organisations : Colin Carnall Managing Organizational Change


and Rude Todnem (6e)
1. (Chapter 1& 3) The Challenge of Change & The Transformation Perspective

Introduction & profiling ambition


Implementation & change architecture
New rules for organisational games
Changing and transforming the organisations

2. (Chapter 4, 5& Theories of Organisation Change: Traditional Model, Critical Perspective &
6) Strategic Management Model

 Introduction
 The various traditional models
 The various critical perspectives
 The various strategic Management Models
3. ( Chapter 8) Sustaining Organisational Effectiveness

 Blocks to problem solving and change


 Organisations and rationality
 The innovative Organisational environment
4. (Chapter 10) The Learning Organisation

 Changing Perception of organisation


 Disciplines of the learning organisations
 Competence development in handling change
5. (Chapter 12) Diagnosing Change

 Monitoring Performance, measuring effectiveness


 Efficiency and effectiveness
 The Change equation
6.(Chapter 13) Managing Major Changes

 Managing skills for effective organisational change


 Coping with organisational change
 Coping cycle
 Crafting change
7. (Chapter 14) Change Architecture

 Cycles of change
 Learning and change
 Programmes of change

8. (Chapter 16) Learning from Change

 Managing change for management development


 The management of crisis and turnaround
9. (Chapter 17) Culture Models and Organisation Change
 Models of Organisation Culture
 Managing Organisational & corporate Politics
 Leadership and corporate politics
10. (Chapter 18) Strategic Convergence : A New Model for Organisation Change

 Ambition in change
 Change culture and leadership
 Accelerator effect

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