Many writers assume that employees will be as committed as
managers to changing work organizations to meet the demands of
global competition. Charles Boyd discusses reasons why many
employees do not commit to these changes. He explains how an
oversized menu of life choices complicates many people's lives,
with profound changes in the family, government, organized
religion, and education adding to many people's confusion. These
problems cause employees to reject still more change at work,
making it difficult for managers to get the commitment they need to
the changes they must make. Boyd explores the reasons for the
changes in personal lives and in our society's institutions. He
offers ways managers can get the commitment they need for
organizational change.
The book opens with a thorough discussion of the forces making
organizational change necessary. Boyd discusses the barriers to
commitment inside and outside organizations that slow or block
needed changes, and shows how managers can overcome these barriers.
The book gives examples of organizations that gain commitment to
change by using good compensation plans and by tying goals to
employee achievement. Boyd discusses the importance of developing a
more productive work force for global markets and how to do so. He
concludes by describing the star organization, a type designed to
meet employees' needs and today's changing economic demands. This
book is an important guide for human resource managers, chief
executive officers, and college and public libraries.
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