- Häftad (Paperback / softback)
- Antal sidor
- 5 Revised edition
- Kogan Page Ltd
- 245 x 182 x 31 mm
- Antal komponenter
- 796 g
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Making Sense of Change Management
A Complete Guide to the Models, Tools and Techniques of Organizational Change
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"This handbook, combining contemporary management theory with very practical suggestions, is an indispensable tool for any manager involved in change processes. (About a previous edition)"--Adriaan Vollebergh, Board Director; former Managing Director, Tata Steel Plating, Tata Steel Europe "Managers on my courses have remarked that this book has been of immense value to them when planning and implementing change in their organizations. (About a previous edition)"--Alec Bozas, Graduate School of Business and Leadership, University of KwaZulu-Natal, South Africa "There has long been a need for a readable, practical but theoretically underpinned book on change which recognizes a multiplicity of perspectives. I thoroughly recommend Making Sense of Change Management. (About a previous edition)"--Professor Colin Carnall, Honorary Visiting Professor, Cass Business School, UK
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Esther Cameron is a freelance change adviser and coach who supports senior leaders and their teams and organizations through change. Her recent clients include Shell, Tata Steel, Canaccord Genuity and several British government departments. Mike Green is the Managing Director of Transitional Space, a consultancy firm that specializes in change management, leadership development and individual and team coaching. He is a Visiting Executive Fellow at Henley Business School and also delivers accredited programmes in change management to senior managers and change agents in the UK, Africa and the Middle East.
Chapter - 00: Introduction; Section - ONE: The underpinning theory; Chapter - 01: Individual change; Chapter - 02: Team change; Chapter - 03: Organizational change; Chapter - 04: Leading change; Chapter - 05: The change agent; Section - TWO: The applications; Chapter - 06: Restructuring; Chapter - 07: Mergers and acquisitions; Chapter - 08: Culture and change; Chapter - 09: Digital transformation; Chapter - 10: Becoming a sustainable business; Section - THREE: Emerging inquiries; Chapter - 11: Complex change; Chapter - 12: Leading change in uncertain times; Chapter - 13: Project- and programme-led change; Chapter - 14: Conclusion; Chapter - 15: References and further reading; Chapter - 16: Index