Change management : a guide to effective implementation
著者
書誌事項
Change management : a guide to effective implementation
Sage, 2000
2nd ed
- : pbk
- : hbk
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注記
Includes bibliographical references (p. [271]-276) and index
内容説明・目次
内容説明
`Change Management is a well-structured and well-written book which has wide appeal for undergraduates, postgraduates and practitioners. It provides a comprehensive coverage of the issues related to organizational change and its management. It has a good, coherent structure which starts with a definition of change and a general examination of the antecedent factors, as well as the skills and competencies required of managers in facilitating the change process.... The style and content of the book are of an extremely high quality, indicating the book's deserved reputation as a core textbook in this area' - Leadership and Organization Development Journal
This new and updated edition of the highly successful MBA and undergraduate text on change management uses current examples with a strategic focus to guide students through the issues and processes associated with managing change.
The new edition:
- provides a framework for applying different models to different scenarios;
- offers proactive approaches to change that relate to business performance;
- gives practical, step-by-step means of handling change;
- illustrates with up-to-date real-life case studies.
Students using Change Management will gain a greater understanding that effective solutions to change problems need to combine technological, organizational and people-oriented strategies. In this sense the book adopts a process-based approach to management. It will also encourage students to familiarize themselves with the different contingencies that affect management and the most effective measures for dealing with them.
目次
PART ONE: THE IMPACT AND DEFINITION OF CHANGE
Introducing Change Management
The Nature of Change
Change and the Manager
Mapping Change
PART TWO: INTERVENTION STRATEGIES
The Systems Approach to Change
Cases in Intervention
Total Project Management
PART THREE: THE ORGANIZATION DEVELOPMENT MODEL
People Management
Organizations Can Develop
The Objective Outsiders
The Learning Organization
PART FOUR: PRACTICAL CASES IN CHANGE MANAGEMENT
Cases in Systems Intervention
Organizational Development Cases
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