Navigating change : how CEOs, top teams, and boards steer transformation
Author(s)
Bibliographic Information
Navigating change : how CEOs, top teams, and boards steer transformation
(The management of innovation and change series)
Harvard Business School Press, c1998
Available at 21 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references and index
Description and Table of Contents
Description
A collection of insights and ideas on senior leadership from the world's foremost thinkers on change management. The book features suggestions on how to bring about change effectively and offers advice from leading practioners.
Table of Contents
- The CEO in the context of discontinuous change, David A. Nadler, Jeffrey D. Heilpern
- Senior leadership and corporate transformation, James Houghton
- The vicissitudes of leadership, Manfred F.R. Kets de Vries
- The myth of the genetic manager - new personal competencies for new management roles, Christopher A. Bartlett, Sumantra Ghoshal
- Lessons in teamwork, Paul Allaire
- Corporate coherence and the top management team, Donald C. Hambrick
- Conflict and strategic choice - how top management teams disagree, Kathleen M. Eisenhardt, L.J. Bourgeois III
- Confronting senior team conflict - CEO choices, Charles S. Raben, Janet L. Spencer
- teams at the top - managing the madness, Deborah Ancona
- The need to improve the board's role in corporate governance, John L. Vogelstein
- The board as agent of change, Jay W. Lorsch
- Control and creativity in the boardroom, Andrew Pettigrew, terry McNulty
- Toward a behaviourial theory of the CEO/board relationship, Edward J. Zajac, James D. Westphal
- Corporate boards in times of turbulent change, Gerald davis
- Leading discontinuous change - 10 lessons from the battlefront, David M. Lawrence
- five fundamentals of implementation, Robert Bauman
- Levers for organization renewal - innovation streams, ambidextrous organizations and strategic change, Michael L. Tushman et al
- Senior leadership and discontinuous change - some themes, Elise Walton
- How CEOs, top teams and boards make successful transformations, E. Ralph Biggadike.
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