Managing Change: A Strategic Approach to Organizational Dynamics, 5th Edition

633 Pages·2009·3.14 MB·English

by  Bernard Burnes

Managing Change
Fifth Edition
Bernard Burnes
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First published under the Pitman imprint 1992
Second edition published under the Pitman imprint 1996
Third edition published 2000
Fourth edition published 2004
Fifth edition published 2009
© Bernard Burnes 1992, 1996
© Pearson Education Limited 2000, 2004, 2009
The right of Bernard Burnes to be identified as author of this work has been asserted
by him in accordance with the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this publication may be reproduced, stored in
a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise without either the prior written permission of
the publishers or a licence permitting restricted copying in the United Kingdom issued
by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London, EC1N 8TS.
ISBN 978-0-273-71174-2
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cata loging-in-Publication Data
Burnes, Bernard, 1953–
Managing change : a strategic approach to organisational dynamics /
Bernard Burnes. – 5th ed.
p. cm.
Includes bibliographical references and index.
ISBN 978–0–273–71174–2 (pbk. : alk. paper) 1. Organizational
change–Management. I. Title
HD58.8.B882 2009
658.4′06–dc222
2009015909
10 9 8 7 6 5 4 3 2 1
14 13 12 11 10 09
Typeset in 10/12.5pt Sabon by 35
Printed by Ashford Colour Press Ltd. Gosport
The publisher’s policy is to use paper manufactured from sustainable forests
Contents
Acknowledgements ix
Publisher’s Acknowledgements x
Introduction 1
Part 1 The rise and fall of the rational organisation 7
Chapter 1 From trial and error to the science of management 9
The rise of organisation theory
Learning objectives 9
Introduction 10
The rise of commerce and the birth of the factory 12
Organisation theory: the Classical approach 31
Conclusions 46
Test your learning 50
Suggested further reading 51
Case Study 1 51
Chapter 2 Developments in organisation theory 56
From certainty to contingency
Learning objectives 56
Introduction 57
The Human Relations approach 59
The Contingency Theory approach 74
Conclusions 87
Test your learning 89
Suggested further reading 89
Case Study 2 90
Chapter 3 In sea rch of new paradigms 95
Learning objectives 95
Introduction 96
The Culture–Excellence approach 100
The Japanese approach to management 132
Organisational learning 145
Conclusions 155
Test your learning 159
Suggested further reading 160
Case Study 3 160
Chapter 4 Critical perspectives on organisation theory 164
Postmodernism, realism and complexity
Learning objectives 164
v
C Introduction 166
o
nte The postmodern perspective 168
n
ts The realist perspective 179
The complexity perspective 182
Conclusions 188
Test your learning 190
Suggested further reading 191
Case Study 4 191
Chapter 5 Culture, power, politics and choice 195
Learning objectives 195
Introduction 196
The cultural perspective 198
The power–politics perspective 220
Managing and changing organisations: bringing back choice 231
Conclusions 235
Test your learning 237
Suggested further reading 238
Case Study 5 238
Part 2 Strategy development and change management:
past, present and future 241
Chapter 6 Approaches to strategy 243
Managerial choice and constraints
Learning objectives 243
Introduction 245
Understanding strategy: origins, definitions and approaches 247
Understanding strategy: choices and constraints 263
Conclusions 272
Test your learning 275
Suggested further reading 275
Case S tudy 6 276
Chapter 7 Applying strategy 282
Models, levels and tools
Learning objectives 282
Introduction 283
Types of strategy 284
Levels of strategy 290
Strategic planning tools 303
Conclusions 313
Test your learning 316
Suggested further reading 316
Case Study 7 317
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Chapter 8 Approaches to change management 320 C
o
Learning objectives 320 nte
n
Introduction 321 ts
Theoretical foundations 322
The Planned approach: from Lewin to Organization Development (OD) 328
The frequency and magnitude of organisational change 350
Conclusions 354
Test your learning 356
Suggested further reading 356
Case Study 8 357
Chapter 9 Developments in change management 361
The Emergent approach and beyond
Learning objectives 361
Introduction 362
From Planned to Emergent change 364
The Emergent approach to change 366
Emergent change: summary and criticisms 392
Conclusions 397
Test your learning 398
Suggested further reading 399
Case Study 9 399
Chapter 10 A framework for change 403
Approaches and choices
Learning objectives 403
Introduction 404
Varieties of change 405
A framework for change 409
A framework for employee involvement 413
A framework for choice 416
Conclusions 417
Test yo ur learning 420
Suggested further reading 420
Case Study 10 421
Part 3 Managing choice 425
Chapter 11 Organisational change and managerial choice 427
Learning objectives 427
Introduction 428
The Choice Management–Change Management model 431
Conclusions 465
Test your learning 466
Case Study 11 467
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C Chapter 12 Management – roles and responsibilities 471
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nte Learning objectives 471
n
ts Introduction 473
Globalisation and the challenge of change 475
The manager’s role 486
Management and leadership 491
Management development 504
Management, leadership and change 512
Summary and conclusions 515
Test your learning 519
Suggested further reading 520
Case Study 12 520
Bibliography 525
Glossary 591
Index 606
Supporting resources
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For instructors
• Complete, downloadable Instructor’s Manual
• PowerPoint slides that can be downloaded and used for presentations
For more information please contact your local Pearson Education sales representative or
visit www.pearsoned.co.uk/burnes

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Acknowledgements
The fifth edition of this book, like the previous four, would not have been possible with-
out the generous encouragement and assistance of a large number of people, especially
my colleagues and students at the . I would like to express my
thanks to all of them, and particularly to Adrian Nelson and Paul Whittle. In addition,
Pearson Education, notably Matthew Walker, deserve many thanks for their encourage-
ment and patience. However, and mostly, I am irredeemably indebted to my wife, Sue.
Her painstaking reading and editing of draft after draft of this book have improved it
beyond recognition. It is not too much to say that she deserves as much credit as I do for
what is good about this book.
Nevertheless, despite all the help and assistance I have received, any faults or short-
comings in the final product are mine and mine alone.

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