Description

This book challenges the notion that change is a straight-forward matter, lending itself to simple steps, formulas, or the applications of metaphors or the retelling of cute stories; instead, successful change is the result of careful diagnosis, analysis, and consideration of WHAT to change, WHO is to change, and the CONTEXT for the change. Change is never a stepwise or easily prescribed process. Rather, it is messy and complicated, and its outcomes are easily swayed by a host of factors. In this context, leaders need to develop and utilize realistic frameworks for organizational change. They need to implement a holistic change model that defines and justifies the proposed change, and takes account of both the abilities of those who will be asked to lead and carry out the change, and the context in which the change is to occur. To develop such a model, Herold and Fedor examined more than 300 changes and interviewed over 8,000 individuals who lived through them. They then reality-tested their model by bouncing their ideas off hundreds of managers who were living change on a day-to-day basis. Those ideas are collected in this practical book, which will be of use to anyone who is likely to lead change initiatives in almost any organizational environment-from executives, to consultants, to management students. LangueenVersionBrochéDate de sortie initiale23 avril 2010Nombre de pages155IllustrationsNon

Personnes impliquées

Auteur principal

David M. Herold

Deuxième auteur

Donald B. Fedor

Coauteur

Donald B. Fedor

Editeur principal

Stanford University Press

Informations sur le fabricant

Nom du fabricantLibri GmbHAdresse électronique du fabricant[email protected]Informations sur le fabricantLes autres informations du fabricant ne sont actuellement pas disponibles

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EAN

EAN9780804771795

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Économie et Finance

Livres de gestion

Théorie des organisations

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Disponibilité

Disponible à l’adresse suivante

Langue

Anglais

Type de livre

Paperback