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简介
企业如何在90年代的竞争中生存和发展？什么是变革的预测周期？面对环境的压力，组织应如何进行变革？个人应对组织的变革持怎样的态度？本书对上述问题及其他有关问题作了清楚而确切的解释。对于那些接受短期培训的管理者、MBA，以及想迅速了解这一问题核心内容的教师和学生来说，都不失为极具价值的参考书。它还可以作为管理人员的藏书，以及那些有抱负的管理人员完善自己知识和技能的参考资料。
目录
1 tune in to the external environment
1.l mapping a new future
l.2 the past doesn't help anymore
l.3 predictable cycles of change
l.4 businesses with a buzz
1.5 scanning your business environment
1.6 summary
2 diagnose organization capability
2.1 the challenge of the l990s
2.2 organizing for change
2.3 the strategy lever
2.4 structure as a lever for change
2.5 systems can be sexy
2.6 the people lever and culture change
2.7 managing for the future
2.8 identiheng your agenda for change
2.9 summary
3 change starts with you
3.1 adjust your mind-set
3.2 the change will change you
.3.3 believe you can make a difference
3.4 the paradox of personal change
3.5 letting go
3.6 managing personal transition
3.7 from meddler to strategist: influencing styles
3.8 summary
4 understanding the change process
4.l the challenge to management
4.2 change hurts
4.3 the predictable process of change
4.4 why individuals resist: translating negatives into
positives
4.5 summary
5 building a culture for change
5.l no quick fix
5.2 creating an internal market for change
5.3 investing in education
5.4 total immersion in the business
5.5 shared vision
5.6 spelling out the changing requirement
5.7 joint diagnosis of business problems
5.8 reinfordng a 'people matter' style
5.9 how icl created a culture for change
5.l0 the lessons for sustaining change
5.l1 summary
6 anticipating and managing resistance
6.1 resistance and the status quo
6.2 organizational and individual inertia
6.3 identifying resistant forces
6.4 resistance as momentum for change
6.5 some techniques for managing resistance
6.6 summary
7 visionary leadership
7.l the vision thing
7.2 building a shared vision
7.3 leading change
7.4 living the vision
7.5 the long goodbye
7.6 summary
8 destabilizing the status quo
8.l speeding up the unfreezing process
8.2 immovable objects and irresistible forces: the
dynamics of change
8.3 harbingers of doom
8.4 surfacing dissatisfaction
8.5 recognizing a common enemy
8.6 engineering a crisis
8.7 summary
9 communicate like crazy
9.l information: the antidote to uncertainty
9.2 what to communicate when ambiguity abounds
9.3 glasnost: the open style
9.4 the $64,000 question: how?
9.5 'top-down' or 'bottom-up'?
9.6 ownership and early involvement
9.7 establishing communication channels
9.8 ten commandments for getting it wrong
9.9 summary
10 time, timing and transition
l0.l change takes longer than you think
l0.2 evolutionary v. revolutionary change
l0.3 lead-times and change tools
l0.4 timing is all
10.5 announcementitis: macho v. zen
l0.6 managing transition: creating time and space
l0.7 summary
11 making it happen
l1.l are you convinced?
ll.2 summary of key messages and challenges
ll.3 becoming a change star
ll.4 a process for leading change
futther reading
index
1.l mapping a new future
l.2 the past doesn't help anymore
l.3 predictable cycles of change
l.4 businesses with a buzz
1.5 scanning your business environment
1.6 summary
2 diagnose organization capability
2.1 the challenge of the l990s
2.2 organizing for change
2.3 the strategy lever
2.4 structure as a lever for change
2.5 systems can be sexy
2.6 the people lever and culture change
2.7 managing for the future
2.8 identiheng your agenda for change
2.9 summary
3 change starts with you
3.1 adjust your mind-set
3.2 the change will change you
.3.3 believe you can make a difference
3.4 the paradox of personal change
3.5 letting go
3.6 managing personal transition
3.7 from meddler to strategist: influencing styles
3.8 summary
4 understanding the change process
4.l the challenge to management
4.2 change hurts
4.3 the predictable process of change
4.4 why individuals resist: translating negatives into
positives
4.5 summary
5 building a culture for change
5.l no quick fix
5.2 creating an internal market for change
5.3 investing in education
5.4 total immersion in the business
5.5 shared vision
5.6 spelling out the changing requirement
5.7 joint diagnosis of business problems
5.8 reinfordng a 'people matter' style
5.9 how icl created a culture for change
5.l0 the lessons for sustaining change
5.l1 summary
6 anticipating and managing resistance
6.1 resistance and the status quo
6.2 organizational and individual inertia
6.3 identifying resistant forces
6.4 resistance as momentum for change
6.5 some techniques for managing resistance
6.6 summary
7 visionary leadership
7.l the vision thing
7.2 building a shared vision
7.3 leading change
7.4 living the vision
7.5 the long goodbye
7.6 summary
8 destabilizing the status quo
8.l speeding up the unfreezing process
8.2 immovable objects and irresistible forces: the
dynamics of change
8.3 harbingers of doom
8.4 surfacing dissatisfaction
8.5 recognizing a common enemy
8.6 engineering a crisis
8.7 summary
9 communicate like crazy
9.l information: the antidote to uncertainty
9.2 what to communicate when ambiguity abounds
9.3 glasnost: the open style
9.4 the $64,000 question: how?
9.5 'top-down' or 'bottom-up'?
9.6 ownership and early involvement
9.7 establishing communication channels
9.8 ten commandments for getting it wrong
9.9 summary
10 time, timing and transition
l0.l change takes longer than you think
l0.2 evolutionary v. revolutionary change
l0.3 lead-times and change tools
l0.4 timing is all
10.5 announcementitis: macho v. zen
l0.6 managing transition: creating time and space
l0.7 summary
11 making it happen
l1.l are you convinced?
ll.2 summary of key messages and challenges
ll.3 becoming a change star
ll.4 a process for leading change
futther reading
index
Change
- 名称
- 类型
- 大小
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