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Previously, the conventional wisdom about organizations was "If it’s not broken, then don’t fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who’s next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.
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`It is a well-thought through and solid book that keeps its feet on the ground, but does not shy away from innovative and unconventional thinking...
It is a very comprehensive book that is able to leverage both academic concepts and practical realities to advance the state of the art in managing organizational change.'
Omar El Sawy, USC
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Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.
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The Organizational Hologram: The Effective Management of Organizational Change.
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gebundene Ausgabe. Zustand: Gut. 493 Seiten Das hier angebotene Buch stammt aus einer teilaufgelösten Bibliothek und kann die entsprechenden Kennzeichnungen aufweisen (Rückenschild, Instituts-Stempel.); der Buchzustand ist ansonsten ordentlich und dem Alter entsprechend gut. In ENGLISCHER Sprache. Sprache: Englisch Gewicht in Gramm: 890. Bestandsnummer des Verkäufers 2227112
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Gebunden. Zustand: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. Previously, the conventional wisdom about organizations was If it s not broken, then don t fix it. Today, the new dictum seems to be If it works, make it work better. There is a shift from a posture of reaction to one that embraces change. The prevail. Bestandsnummer des Verkäufers 5971253
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Buch. Zustand: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Previously, the conventional wisdom about organizations was 'If it's not broken, then don't fix it. ' Today, the new dictum seems to be 'If it works, make it work better. ' There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences. 520 pp. Englisch. Bestandsnummer des Verkäufers 9780792390824
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Buch. Zustand: Neu. The Organizational Hologram: The Effective Management of Organizational Change | Kenneth D. Mackenzie | Buch | xxii | Englisch | 1990 | Springer Netherland | EAN 9780792390824 | Verantwortliche Person für die EU: Springer Verlag GmbH, Tiergartenstr. 17, 69121 Heidelberg, juergen[dot]hartmann[at]springer[dot]com | Anbieter: preigu Print on Demand. Bestandsnummer des Verkäufers 102497009
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Zustand: New. Num Pages: 493 pages, biography. BIC Classification: KJT. Category: (P) Professional & Vocational; (UP) Postgraduate, Research & Scholarly. Dimension: 229 x 152 x 28. Weight in Grams: 901. . 1990. Hardback. . . . . Bestandsnummer des Verkäufers V9780792390824
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The Organizational Hologram: The Effective Management of Organizational Change
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Springer Netherlands, Springer Netherlands Nov 1990, 1990
ISBN 10: 0792390822
ISBN 13: 9780792390824
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Buch. Zustand: Neu. Neuware -Previously, the conventional wisdom about organizations was 'If it's not broken, then don't fix it. ' Today, the new dictum seems to be 'If it works, make it work better. ' There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.Springer Verlag GmbH, Tiergartenstr. 17, 69121 Heidelberg 520 pp. Englisch. Bestandsnummer des Verkäufers 9780792390824
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The Organizational Hologram: The Effective Management of Organizational Change
Verlag:
Springer Netherlands, Springer Netherlands, 1990
ISBN 10: 0792390822
ISBN 13: 9780792390824
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Buch. Zustand: Neu. Druck auf Anfrage Neuware - Printed after ordering - Previously, the conventional wisdom about organizations was 'If it's not broken, then don't fix it. ' Today, the new dictum seems to be 'If it works, make it work better. ' There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences. Bestandsnummer des Verkäufers 9780792390824
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