Challenge of Organizational Change: How Companies Experience It And Leaders Guide It

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9780743254465: Challenge of Organizational Change: How Companies Experience It And Leaders Guide It

In an era of increased global competition, of takeovers, downsizing, restructuring, and even outright failure, managing intelligent organizational change is the most difficult challenge facing business. Kanter, Stein, and Jick present here a comprehensive overview and an authoritative model for how to and, in some cases how not to, institute change in organizations.
Building upon their "Big Three" model of change, the authors focus on internal and external forces that set events in motion; the major kinds of change that correspond to external and internal change pressures; and the principal tasks involved in managing the change process. Several "portraits" of companies undergoing different types of change, coupled with the authors' own expert analyses, prove that no one person or group can make change "happen" alone. Instead, the authors assert that it is the delicate balance among key players that makes organizational change a success.
The authors analyze the forces for change by examining Banc One, Apple Computer, and Lehman Brothers, among others, to illustrate environmental and cyclical change as businesses grow. Then they turn to forms of change, drawing on the Western-Delta merger, strategy change at Bell Atlantic, and takeover turmoil at Lucky Stores, to show how companies change their structures and cultures. The section on execution of change shows "change masters," to use Kanter's own famous term, at work at Motorola, General Electric, and other leading firms, as well as the difficulties of implementing change at General Motors and Microswitch.
Fundamental organizational change, they argue, is exemplified by identity change, involving much more than the transfer of tangible assets. Managing the feelings, fears, and hopes of people must be the central strategy during such transitions. In this essential volume for managers and analysts of change, Kanter, Stein, and Jick offer powerful insights, practical new directions for action, prospects for the future of deliberate organizational change, and advice on where to begin the change process, and when: NOW!

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From the Back Cover:

This book presents a comprehensive overview and an authoritative model for how and, in some cases how not to, institute change in organizations.

About the Author:

Rosabeth Moss Kanter, Class of 1960 Professor at Harvard Business School and editor of the Harvard Business Review, is an international authority on organizational change. She is author of the prize-winning books, Men and Women of the Corporation (1977), The Change Masters (1983), and When Giants Learn to Dance (1989).

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KANTER
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Kanter, Rosabeth Moss
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Descripción Free Press 1992-08, 1992. Estado de conservación: New. This item is printed on demand. Brand new book, sourced directly from publisher. Dispatch time is 24-48 hours from our warehouse. Book will be sent in robust, secure packaging to ensure it reaches you securely. Nº de ref. de la librería NU-LSI-06885237

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Kanter, Rosabeth Moss
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Descripción Free Press, 1992. PAP. Estado de conservación: New. New Book. Shipped from US within 10 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000. Nº de ref. de la librería IQ-9780743254465

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Professor Rosabeth Moss Kanter
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Descripción Free Press, 2003. Paperback. Estado de conservación: New. Language: English . Brand New Book ***** Print on Demand *****.In an era of increased global competition, of takeovers, downsizing, restructuring, and even outright failure, managing intelligent organizational change is the most difficult challenge facing business. Kanter, Stein, and Jick present here a comprehensive overview and an authoritative model for how to and, in some cases how not to, institute change in organizations. Building upon their Big Three model of change, the authors focus on internal and external forces that set events in motion; the major kinds of change that correspond to external and internal change pressures; and the principal tasks involved in managing the change process. Several portraits of companies undergoing different types of change, coupled with the authors own expert analyses, prove that no one person or group can make change happen alone. Instead, the authors assert that it is the delicate balance among key players that makes organizational change a success. The authors analyze the forces for change by examining Banc One, Apple Computer, and Lehman Brothers, among others, to illustrate environmental and cyclical change as businesses grow. Then they turn to forms of change, drawing on the Western-Delta merger, strategy change at Bell Atlantic, and takeover turmoil at Lucky Stores, to show how companies change their structures and cultures. The section on execution of change shows change masters, to use Kanter s own famous term, at work at Motorola, General Electric, and other leading firms, as well as the difficulties of implementing change at General Motors and Microswitch. Fundamental organizational change, they argue, is exemplified by identity change, involving much more than the transfer of tangible assets. Managing the feelings, fears, and hopes of people must be the central strategy during such transitions. In this essential volume for managers and analysts of change, Kanter, Stein, and Jick offer powerful insights, practical new directions for action, prospects for the future of deliberate organizational change, and advice on where to begin the change process, and when: NOW!. Nº de ref. de la librería AAV9780743254465

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Professor Rosabeth Moss Kanter
Editorial: Free Press (2003)
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Descripción Free Press, 2003. Paperback. Estado de conservación: New. Language: English . Brand New Book ***** Print on Demand *****. In an era of increased global competition, of takeovers, downsizing, restructuring, and even outright failure, managing intelligent organizational change is the most difficult challenge facing business. Kanter, Stein, and Jick present here a comprehensive overview and an authoritative model for how to and, in some cases how not to, institute change in organizations. Building upon their Big Three model of change, the authors focus on internal and external forces that set events in motion; the major kinds of change that correspond to external and internal change pressures; and the principal tasks involved in managing the change process. Several portraits of companies undergoing different types of change, coupled with the authors own expert analyses, prove that no one person or group can make change happen alone. Instead, the authors assert that it is the delicate balance among key players that makes organizational change a success. The authors analyze the forces for change by examining Banc One, Apple Computer, and Lehman Brothers, among others, to illustrate environmental and cyclical change as businesses grow. Then they turn to forms of change, drawing on the Western-Delta merger, strategy change at Bell Atlantic, and takeover turmoil at Lucky Stores, to show how companies change their structures and cultures. The section on execution of change shows change masters, to use Kanter s own famous term, at work at Motorola, General Electric, and other leading firms, as well as the difficulties of implementing change at General Motors and Microswitch. Fundamental organizational change, they argue, is exemplified by identity change, involving much more than the transfer of tangible assets. Managing the feelings, fears, and hopes of people must be the central strategy during such transitions. In this essential volume for managers and analysts of change, Kanter, Stein, and Jick offer powerful insights, practical new directions for action, prospects for the future of deliberate organizational change, and advice on where to begin the change process, and when: NOW!. Nº de ref. de la librería AAV9780743254465

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Kanter, Rosabeth Moss
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Descripción Paperback. Estado de conservación: New. This item is printed on demand. Item doesn't include CD/DVD. Nº de ref. de la librería 1835539

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Rosabeth Moss Kanter
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Descripción Free Press. Paperback. Estado de conservación: New. Paperback. 556 pages. Dimensions: 9.2in. x 6.1in. x 1.3in.In an era of increased global competition, of takeovers, downsizing, restructuring, and even outright failure, managing intelligent organizational change is the most difficult challenge facing business. Kanter, Stein, and Jick present here a comprehensive overview and an authoritative model for how to and, in some cases how not to, institute change in organizations. Building upon their Big Three model of change, the authors focus on internal and external forces that set events in motion; the major kinds of change that correspond to external and internal change pressures; and the principal tasks involved in managing the change process. Several portraits of companies undergoing different types of change, coupled with the authors own expert analyses, prove that no one person or group can make change happen alone. Instead, the authors assert that it is the delicate balance among key players that makes organizational change a success. The authors analyze the forces for change by examining Banc One, Apple Computer, and Lehman Brothers, among others, to illustrate environmental and cyclical change as businesses grow. Then they turn to forms of change, drawing on the Western-Delta merger, strategy change at Bell Atlantic, and takeover turmoil at Lucky Stores, to show how companies change their structures and cultures. The section on execution of change shows change masters, to use Kanters own famous term, at work at Motorola, General Electric, and other leading firms, as well as the difficulties of implementing change at General Motors and Microswitch. Fundamental organizational change, they argue, is exemplified by identity change, involving much more than the transfer of tangible assets. Managing the feelings, fears, and hopes of people must be the central strategy during such transitions. In this essential volume for managers and analysts of change, Kanter, Stein, and Jick offer powerful insights, practical new directions for action, prospects for the future of deliberate organizational change, and advice on where to begin the change process, and when: NOW! This item ships from multiple locations. Your book may arrive from Roseburg,OR, La Vergne,TN. Paperback. Nº de ref. de la librería 9780743254465

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Kanter, Rosabeth Moss
Editorial: Free Press (2016)
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Descripción Free Press, 2016. Paperback. Estado de conservación: New. PRINT ON DEMAND Book; New; Publication Year 2016; Not Signed; Fast Shipping from the UK. No. book. Nº de ref. de la librería ria9780743254465_lsuk

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Rosabeth Moss Kanter
Editorial: Free Press (2003)
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Descripción Free Press, 2003. Paperback. Estado de conservación: New. Nº de ref. de la librería DADAX0743254465

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