This book is written for managers in organizations that practice western style of management. The central theme of the book is the importance of generating core values, vision and mission within an organization, extending core values of work into practical and concrete ways of infusing them into day-to-day activities at work.

Many of the central ideas and theories of western style of management are questioned, and readers are introduced to theories of contemporary writers in the field.

Based on a critical interpretation of theory, this practical book is distilled from the authors’ experience in developing core values within a variety of organizations over the last decade.

Contents:

• The Genealogy of Change:
• Introduction
• Philosophy and Business Management
• Modernism, Status Quo Thinking and Postmodernism
• Spirit and Soul
• Complexity Theory and Managing Change
• The Theory and Practice of Change:
• What Is Change? A New Model of Change
• The Core Values Model
• The Core Values Method
• Implementing Third Wave Change:
• Changing Mindsets
• Culture-Building and Culture-Binding
• The Core Values Method in Practice:
• The ALSCO Case Study — The Core Values Method in Practice

“In this book, Whiteley and Whiteley produce a refreshing link between the philosophical foundations of human organizations, from Aristotle to post-modernism to notions about the relationship between organizational actors and change. Most important the book situates the core values model of change to enhance its usefulness to both academics and professional change agents alike. It is an academic work that has practical value.”

“Behind the academic title I found a courageous, stimulating, and exceptionally timely book. At a time when practitioners of management are bombarded with simplistic, ‘sound-bite’ metaphors and dry, descriptive analysis, this book delves into such fundamental questions as ‘How did things turn out to be the way they are in the modern organization?’ and ‘how can managers infuse meaning into an organization to overcome alienation?’
Crucially, the authors deliver on both counts — by providing the much-needed context that is lacking in much of today’s management literature; and by showing admirable breadth in visiting other disciplines for cutting-edge yet highly relevant ideas. The result is a must-read for HR, strategy and change management professionals who seek to lay the foundation for successful and sustainable change in their organizations. In addition, for those who are exploring or being thrust into cross-cultural management and communications, the book offers a compact yet deeply inspired tool for taking stock of the paradigms and assumptions that inform our own, Western thinking on managing organizations.”