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.
New to the Edition
About the Authors
- NEW framework diagrams for each Part illustrate the connections between organisational change, leadership, strategy, organisational development and other key theories of this subject
- NEW practitioner vignettes from local students, now working in organisations and industries, helps connect the content to real-life
- NEW content on topical issues such as the role of organisational psychologists in organisational change
- NEW local and international cases keeps the content relevant and internationally focused
- NEW experiential activities added to relevant chapters to engage learners
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.
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, chair of the Department of Management and Organization, and executive director of the Leadership Institute, received his B.S. and MBA from Cornell University, and his Ph.D. in socio-technical systems from the University of California at Los Angeles. He was previously on the faculty at Case-Western Reserve University. He has authored 13 books, written over 40 scholarly articles, and given numerous invited papers at national and international conferences. He is associate editor of the JOURNAL OF ORGANIZATIONAL BEHAVIOR, and former editor-in-chief of the JOURNAL OF MANAGEMENT INQUIRY, chairman of the Organizational Development and Change division of the Academy of Management, and president of the Western Academy of Management. 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
is a Senior Research Scientist at the Center for Effective Organizations (USC's Marshall School of Business) and professor of management in Pepperdine University's Master of Science in Organization (MSOD) program. He received 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 Management Reset and Built to Change, and he is completing a book on organization agility. 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 family live in San Juan Capistrano, CA.