Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Softcover. Zustand: Good. 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!.
Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Paperback. Zustand: new. New.
Verlag: The Free Press, 1992
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Zustand: Poor. This is an ex-library book and may have the usual library/used-book markings inside.This book has soft covers. In poor condition, suitable as a reading copy. Please note the Image in this listing is a stock photo and may not match the covers of the actual item,950grams, ISBN:9780743254465.
Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
Anbieter: Ergodebooks, Houston, TX, USA
Softcover. Zustand: new. 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 organizationsBuilding 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 successThe 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 WesternDelta 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 MicroswitchFundamental 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.
Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
Anbieter: GoldenDragon, Houston, TX, USA
Paperback. Zustand: new. Buy for Great customer experience.
Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press 8/7/1992, 1992
ISBN 10: 0743254465 ISBN 13: 9780743254465
Anbieter: BargainBookStores, Grand Rapids, MI, USA
Paperback or Softback. Zustand: New. Challenge of Organizational Change: How Companies Experience It and Leaders Guide It 1.74. Book.
Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Soft Cover. Zustand: new. This item is printed on demand.
Verlag: Free Press, 2023
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Simon & Schuster, New York, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Paperback. Zustand: new. Paperback. 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! In an era of increased global competition, of business takeovers, downsizing, restructuring, and even outright failure, intelligent organizational change is the most difficult challenge facing American business. The authors present a comprehensive overview which will be essential for managers. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.
Verlag: Simon and Schuster, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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PAP. Zustand: New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.
Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Verlag: Simon and Schuster 2001-07-03, 2001
ISBN 10: 0743254465 ISBN 13: 9780743254465
Anbieter: Chiron Media, Wallingford, Vereinigtes Königreich
Paperback. Zustand: New.
Verlag: Simon & Schuster, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
Anbieter: THE SAINT BOOKSTORE, Southport, Vereinigtes Königreich
Paperback. Zustand: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days.
Verlag: Free Press, 2003
ISBN 10: 0743254465 ISBN 13: 9780743254465
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Zustand: New.