000			01649cam a22002894a 4500
008			120312s2012 enka b 001 0 eng
010			_a 2012009530
020			_a9780230244085
040			_aDLC _cDLC _dDLC
042			_apcc
050	0	0	_aHD58.8 _b.J327 2012
082	0	0	_a658.4/06 _223
100	1		_aJabri, Muayyad
245	1	0	_aManaging organizational change : _bprocess, social construction, and dialogue / _cMuayyad Jabri
260			_aBasingstoke : _bPalgrave Macmillan, _cc2012.
300			_axxv, 293 p. : _bill. ; _c24 cm.
505	0		_aDefining change -- Constructing change -- Understanding the role of the change agent -- Constructing change through narrative and storytelling -- Constructing change through the field concept -- Creating readiness and the notion of sensemaking -- The problem-centric model of diagnosing change -- The dialogic model of diagnosing change -- Modes of intervening -- Understanding and managing organizational resistance -- Communicating change -- Making sense of organizational identity.
504			_aIncludes bibliographical references and index.
650		0	_aOrganizational change
650		0	_aOrganizational change _xManagement
035			_a(IMchF)fol14219689
520			_aManaging Organizational Change describes change as a socially constructed process, reinforced by the interactions of employees at all levels.The book emphasises the fact that change is an on-going phenomenon, not an event that will soon be over once the consultants have left, but a permanent feature of an adaptable organization.
005			20170126100613.0
001			59026
003			UOWD
942			_cREGULAR
999			_c25275 _d25275