In this "management 101" manual, Alison Green and Jerry Hauser offer step-by-step guidance on everything it takes to make that happen, including how to: Effectively manage specific tasks and broader responsibilities Set clear goals and hold ...
The book is complemented by a range of online resources including PowerPoint Slides, Multiple Choice Questions, and a selection of SAGE Business Cases and journal articles.
Paul Lawrence made this point many years ago in his classic Harvard Business Review article “How to Deal With Resistance to Change.”5 In looking at interrelationships among employees Lawrence found that change originating among ...
Harlow: Pearson. Sturdy, A. 2004. “The Adoption of Management Ideas and Practices: Theoretical Perspectives and ... Cheltenham: Edward Elgar. Tsoukas, H., and R. Chia. 2002. “On Organizational Becoming: Rethinking Organizational Change.
This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness.
This updated second edition of Neuroscience for Organizational Change contains new chapters on planning the working day with the brain in mind and on overcoming the difficulties related to behavioural change.
The purpose of this book, originally published in 1991, is to provide managers with a practical approach to planning and managing significant changes.
It is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. Of the 48 items in this book, 31 are new to this edition.
This book focuses readers on where they want to go, and it helps them get there fast. Written for business executives, managers, supervisors, and leaders at all levels, this is a book about how to not just do business but also live life.
Managing Change in Museums and Galleries is the first practical book to provide guidance on how to deal with organisational change in museums, galleries or heritage organisations.