Description
This text provides an analysis of change management in organizations, in the light of wider sociological perspectives. It critically examines the, often implicit, theoretical frameworks underpinning many contemporary accounts of organizational change. Subjects covered include: the importance of explicit analysis of theory and context, a critique of populist management gurus and quick-fix “how-to” solutions; “under-socialized” models of change which emphasize structure over human action; trenchant analysis of “soft” HRM solutions; and the management of culture.
