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Originally published in 1989. Management styles in developed
western countries are undergoing a crisis phase. Increased levels
of international competition and volatile trading conditions are
creating new demands of job skills and responsibilities. The
management challenge is to find work organization and employment
strategies that sustain and develop employee performance and
commitment. This book analyses the 'high performance work systems'
that a number of American and European companies have evolved to
meet this challenge. It particular, it describes in detail the
experiences of Digital Equipment Corporation (DEC) at their UK
manufacturing plant. This study not only illustrates the benefits
of new forms of work organization, it also explores some important
myths, notably that technical and organizational changes can
produce 'effortless excellence'. It also provides practical
management guidelines for the effective application of high
performance work design.
With coverage of the major theories and concepts alongside
diagnostic tools and a practical framework for implementation,
Leading Cultural Change will help the reader analyse and diagnose
their current organizational culture, become aware of the key
challenges and how to overcome them and learn how to adapt their
leadership style, ensuring they are fit to lead a cultural change
programme. Taking in core topics such as change context, language
and dialogue as a key cultural process and the change team process,
it uses a longitudinal case study of Cordia, a public sector
organization transitioning into an LLP, to enhance learning and
understanding. Leading Cultural Change is a unique text, rooted in
behavioural sciences, which explores the topic as an organizational
necessity to achieving sustained competitive advantage.
This volume, first published in 1988, examines the challenge to
management which is posed by ever more sophisticated applications
of information technology. It reports on cases of actual practice,
and seeks to draw lessons from these experiences which will be of
practical value to managers and their advisers. The book will also
be a useful source of ideas, experience, and examples to students
of economics, business studies, and management.
Originally published in 1989. Management styles in developed
western countries are undergoing a crisis phase. Increased levels
of international competition and volatile trading conditions are
creating new demands of job skills and responsibilities. The
management challenge is to find work organization and employment
strategies that sustain and develop employee performance and
commitment. This book analyses the 'high performance work systems'
that a number of American and European companies have evolved to
meet this challenge. It particular, it describes in detail the
experiences of Digital Equipment Corporation (DEC) at their UK
manufacturing plant. This study not only illustrates the benefits
of new forms of work organization, it also explores some important
myths, notably that technical and organizational changes can
produce 'effortless excellence'. It also provides practical
management guidelines for the effective application of high
performance work design.
This volume, first published in 1988, examines the challenge to
management which is posed by ever more sophisticated applications
of information technology. It reports on cases of actual practice,
and seeks to draw lessons from these experiences which will be of
practical value to managers and their advisers. The book will also
be a useful source of ideas, experience, and examples to students
of economics, business studies, and management.
With coverage of the major theories and concepts alongside
diagnostic tools and a practical framework for implementation,
Leading Cultural Change will help the reader analyse and diagnose
their current organizational culture, become aware of the key
challenges and how to overcome them and learn how to adapt their
leadership style, ensuring they are fit to lead a cultural change
programme. Taking in core topics such as change context, language
and dialogue as a key cultural process and the change team process,
it uses a longitudinal case study of Cordia, a public sector
organization transitioning into an LLP, to enhance learning and
understanding. Leading Cultural Change is a unique text, rooted in
behavioural sciences, which explores the topic as an organizational
necessity to achieving sustained competitive advantage.
Now a classic in its field, the fourth edition of Change
Management: A Guide to Effective Implementation continues to offer
readers highly practical strategies and step-by-step guidance for
applying different models of change in different organizational
scenarios. New to the Fourth Edition: A third expert author, Sabina
Siebert, bringing a background in sociology and cultural studies An
improved structure that consolidates all the existing strengths of
the previous editions and separates the book into three parts,
beginning with chapters assessing 'The Impact and Definition of
Change', 'Implementation and Evaluation of Change' and ending with
a critical outlook in 'Change Management - A Critical Perspective'
A wealth of new and richly detailed case studies with an
international and cross-cultural scope that draw upon different
organization types, environments and perspectives for a diverse and
global understanding of the current field of change management Two
additional chapters on leading change and organisational culture,
offering unparalleled coverage of managing systems and processes,
combined with increased emphasis on managing human issues. For
students taking Change Management courses on Business and
Management degrees, MBA's, specialist masters and healthcare
subjects.
Now a classic in its field, the fourth edition of Change
Management: A Guide to Effective Implementation continues to offer
readers highly practical strategies and step-by-step guidance for
applying different models of change in different organizational
scenarios. New to the Fourth Edition: A third expert author, Sabina
Siebert, bringing a background in sociology and cultural studies An
improved structure that consolidates all the existing strengths of
the previous editions and separates the book into three parts,
beginning with chapters assessing 'The Impact and Definition of
Change', 'Implementation and Evaluation of Change' and ending with
a critical outlook in 'Change Management - A Critical Perspective'
A wealth of new and richly detailed case studies with an
international and cross-cultural scope that draw upon different
organization types, environments and perspectives for a diverse and
global understanding of the current field of change management Two
additional chapters on leading change and organisational culture,
offering unparalleled coverage of managing systems and processes,
combined with increased emphasis on managing human issues. For
students taking Change Management courses on Business and
Management degrees, MBA's, specialist masters and healthcare
subjects.
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