书籍详情
变革
作者：（英）莉兹·克拉克（Liz clarke）著
出版社：普兰蒂斯霍尔出版公司
出版时间：1998-03-01
ISBN：9787300024677
定价：¥21.00
内容简介
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。
作者简介
暂缺《变革》作者简介
目录
Contents
Tune in to the extemal environment
1.1 Mapping a new future
1.2 The past doesn't help anymore
1.3 Predictable cycles of change
1.4 Businesses with a buzz
1.5 Scanning your business environment
1.6 Summary
Diagnose organization capability
2.1 The challenge of the 1990s
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 Identifying your agenda for change
2.9 Summary
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: influendng styles
3.8 Summary
Understanding the change process
4.1 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
Building a culture for change
5.1 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 Reinforcing a 'people matter' style
5.9 How ICL created a culture for change
5.10 The lessons for sustaining change
5.11 Summary
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
Visionary leadership
7.1 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
Destabilizing the status quo
8.1 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
Communicate like crazy
9.1 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
Time, timing and transition
10.1 Change takes longer than you think
10.2 Evolutionary v. revolutionary change
10.3 Lead-times and change tools
10.4 Timing is all
10.5 Announcementitis: macho v. Zen
10.6 Managing transition: creating time and space
10.7 Summary
Making it happen
11.1 Are you convinced?
11.2 Summary of key messages and challenges
11.3 Becoming a change star
11.4 A process for leading change
Further reading
Index
Tune in to the extemal environment
1.1 Mapping a new future
1.2 The past doesn't help anymore
1.3 Predictable cycles of change
1.4 Businesses with a buzz
1.5 Scanning your business environment
1.6 Summary
Diagnose organization capability
2.1 The challenge of the 1990s
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 Identifying your agenda for change
2.9 Summary
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: influendng styles
3.8 Summary
Understanding the change process
4.1 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
Building a culture for change
5.1 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 Reinforcing a 'people matter' style
5.9 How ICL created a culture for change
5.10 The lessons for sustaining change
5.11 Summary
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
Visionary leadership
7.1 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
Destabilizing the status quo
8.1 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
Communicate like crazy
9.1 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
Time, timing and transition
10.1 Change takes longer than you think
10.2 Evolutionary v. revolutionary change
10.3 Lead-times and change tools
10.4 Timing is all
10.5 Announcementitis: macho v. Zen
10.6 Managing transition: creating time and space
10.7 Summary
Making it happen
11.1 Are you convinced?
11.2 Summary of key messages and challenges
11.3 Becoming a change star
11.4 A process for leading change
Further reading
Index
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