Organisational Change,
7th Edition

Part 1: Introduction
1. Introduction

Part 2: The environment of change
2. Understanding change
3. Leadership and the role of the change agent
4. Managing resistance and organisational culture
5. The process of organisational change

Part 3: Organisation development
6. Organisation development and continuous change
7. Organisation development interventions: people and process
8. Organisation development interventions: strategy and structure

Part 4: Organisation transformation
9. Organisation transformation and change
10. Change in a chaotic and unpredictable environment
11. Competitive and collaborative strategies

Part 5: The future of change management
12. Organisation development for economic, ecological and social outcomes
13. Future directions: change in a global setting

Part 6: Integrative case studies

• Dianne Waddell

  Dianne Waddell 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

• Andrew Creed

  Andrew Creed 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.

• Thomas G. Cummings

  Thomas G. Cummings is Professor of Management and Organization at Marshall School of Business, University of Southern California. He received his B.S. and MBA from Cornell University, and his Ph.D. from the University of California at Los Angeles. He has authored over 70 articles and 22 books and was formerly President of the Western Academy of Management, Chair of the Organization Development and Change Division of the Academy of Management, and Founding Editor of the Journal of Management Inquiry. He was the 61st President of the Academy of Management, the world’s largest professional association of management scholars and is listed in American Men and Women of Science and Who’s Who in America. 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

  Christopher G. Worley is Professor of Strategy and Entrepreneurship at the NEOMA Business School, France. He is also the founding strategy director for the school’s Centre for Leadership and Effective Organisations. Chris serves as a senior research scientist at the Center for Effective Organizations (USC’s Marshall School of Business) and teaches in Pepperdine’s Master of Science in Organization Development (MSOD) programme. He received his 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 The Agility Factor, Becoming Agile, Management Reset and Built to Change. His articles on agility and strategic organisation design have appeared in the Journal of Applied Behavioral Science, Journal of Organization Behavior, Sloan Management Review, Strategy+Business, and Organizational Dynamics.

• NEW Chapter 12 Organisation Development for Economic, Ecological, and Social Outcomes introduces two relatively new interventions in OD aimed at enabling organisations to pursue 'sustainable effectiveness' as a growing number seek achievements in economic, social and environmental outcomes. The previous Chapter 12 is now Chapter 13

• NEW key terms with margin definitions highlight important concepts in the text and act as a useful reference for defining key terms

• NEW in-chapter Apply Your Learning activities and Extend Your Learning end-of-chapter activities test student knowledge and consolidate their learning

• The NEW structure of the part openers include the practitioner vignettes and concept maps to engage students and prepare them for the concepts ahead

• Four NEW integrative case studies (both local and international) demonstrate the application of change in a real-world context

• Practitioner vignettes introduce students to practitioners who have experienced organisational change and development theories and concepts in actual companies and industries

• Experiential activities encourage students to reflect on the theory they have just learned and how it relates to them personally

• 'Apply your learning' boxes feature organisational practices of local and international companies that help students relate theory to real-world business environments

• End-of-chapter features consolidate student learning via chapter summaries, review questions, 'Extend your learning' activities and Search Me! exercises, which encourage independent research

• Integrative case studies demonstrate the application of organisational change in a real-world context, and the instructor case matrix helps instructors with their planning and case study selection

Cengage provides a range of supplements that are updated in coordination with the main title selection. For more information about these supplements, contact your Learning Consultant.

Cengage Testing, powered by Cognero for Waddell/Creed/Cummings/Worley's Organisational Change
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Instructor Website for Waddell's Organisational Change
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Organisational Change Artwork from the Text
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Organisational Change Case Teaching Notes
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Organisational Change Instructor's Manual
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Organisational Change PowerPoint Slides
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Organisational Change Search Me! Management Printed Access Card 12 months
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Organisational Change Student Companion Website
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Organisational Change Test Bank
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Search Me! Management, 2-term Instant Access
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