Organizational Change

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.

Part One: THE CONTEXT AND MEANING OF CHANGE
Chapter 1 - Organizations and their changing environments
Chapter 2 - The nature of organizational change
Part Two: CHANGING ORGANIZATIONS
Chapter 3 - Organizational design, structure and change
Chapter 4 - Culture and change
Chapter 5 - Power, politics and change
Chapter 6 - Leadership styles and leading change
Part Three: STRATEGIES FOR MANAGING CHANGE
Chapter 7 - Hard systems models of change
Chapter 8 - Soft systems models for change
Chapter 9 - Future directions and challenges