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Managing Organizational Change (2nd Edition)

Process, Social Construction and Dialogue

Author(s):
Publisher:

Red Globe Press

Pages: 318
Downloads:

Flyer

Further Actions:

Recommend to library, View companion site

AVAILABLE FORMATS

Paperback - 9781137468574

13 October 2017

$70.99

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Ebook - 9781137468581

16 September 2017

$70.99

In stock

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This ground-breaking textbook describes change as an on-going phenomenon: not an event that will soon be over but a permanent feature of organizational life. Taking a unique and refreshing approach, the text presents change...

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This ground-breaking textbook describes change as an on-going phenomenon: not an event that will soon be over but a permanent feature of organizational life. Taking a unique and refreshing approach, the text presents change as a communal process reinforced by multi-perspective stakeholder management with significant impact on individual and social responsibilities.  It showcases how change is successfully achieved through relational communication based on conversations, narrations and storytelling.  This approach has been extensively tested over many years in university education programmes around the world. Now in its second edition, Managing Organizational Change provides students with an insightful overview of change management that realistically reflects the needs of organizations today to respond to, include and empower their employees. Written by an experienced instructor and researcher, this textbook is ideal for undergraduate and postgraduate students of change management and for those aspiring to become managers and consultants.

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  • Offers a flexible, non-linear and non-prescriptive model to change management that seeks to minimise the amount of organisational stress placed on individuals and increase the likelihood of sustainable, long-term success 
  • Strong emphasis on organisational and individual narratives and the power of storytelling as an important process through which organisations understand and transform themselves
  • Clear format with in-built pedagogical features such as key learning points, revision questions, boxed examples and case studies, and recommended reading
  • Companion website offering resources for both lecturers and students




  • An extended coverage of diagnosis and intervention with an emphasis on appreciative inquiry
  • Revised cases and newer conversational episodes from a wide variety of conversational settings
  • A variety of activities designed to engage students and enhance their learning outcomes




1. Defining Change
2. Constructing Change
3. Understanding the Role of the Change Agent
4. Constructing Change Through Narrative and Storytelling
5. Constructing Change Through the Field Concept
6. Creating Readiness and the Notion of Sensemaking
7. The Problem-Centric Model of Diagnosing Change
8. The Dialogic Model of Diagnosing Change
9. Modes of Intervening
10. Understanding and Managing Organizational Resistance
11. Communicating Change
12. Making Sense of Organizational Identity.

  • PowerPoint slides accompanying each chapter of the book
  • Tableaus illustrating real-life scenarios
Visit the companion website at https://www.macmillanihe.com/companion/Jabri-Managing-Organizational-Change-2e or click through from under Further Actions above. 

Lecturer Resources (password protected) include:

  • An instructor's bank of themes to help encourage discussion of key topics
  • Web links


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    Muayyad Jabri is Associate Professor at the University of New England Business School in Australia. He holds an MSocSc from Birmingham Business School (University of Birmingham) and a PhD from Manchester Business School (University of Manchester). As a Visiting Professor in a number of universities in Europe and the People’s Republic of China (1997–2001), he has developed a keen interest in the philosophy of change as inspired by the work of Merleau-Ponty, Alfred North Whitehead and Mikhail Bakhtin. Muayyad previously held teaching positions at the University of Wollongong and Manchester Business School.

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    Muayyad Jabri is Associate Professor at the University of New England Business School in Australia. He holds an MSocSc from Birmingham Business School (University of Birmingham) and a PhD from Manchester Business School (University of Manchester). As a Visiting Professor in a number of universities in Europe and the People’s Republic of China (1997–2001), he has developed a keen interest in the philosophy of change as inspired by the work of Merleau-Ponty, Alfred North Whitehead and Mikhail Bakhtin. Muayyad previously held teaching positions at the University of Wollongong and Manchester Business School.

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