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Understanding change[electronic resource] :theory, implementation and success /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.406
書名/作者:	Understanding change : theory, implementation and success // Linda Holbeche.
作者:	Holbeche, Linda.
出版者:	Oxford : : Butterworth-Heinemann,, 2006.
面頁冊數:	xiii, 455 p. ; : ill. ;; 24 cm.
標題:	Organizational change.
標題:	Corporate culture.
標題:	Changement organisationnel.
標題:	Culture d'entreprise.
ISBN:	9780750663410
ISBN:	0750663413
書目註:	Includes bibliographical references and index.
內容註:	Beyond 'white water'; Drivers for change in the business environment; The impact of change on organizations; The impact of change on people; The evolution of organization theory; What is a high performance?; Change theory; Organizational culture; Creating a 'change-able' organization; Organizational development; Leaders as change agents; Leading transformational change; Communications in change; Radical change; Managing the people aspects of implementation; Transforming the Human Resources function; Conclusion: evaluating change.
摘要、提要註:	Change is now so commonplace that people no longer talk in terms of the "whitewater epoch". Every sector of the economies of the developed world has experienced huge swathes of change in the last decade of the twentieth century alone. Increased global competition, aided and abetted by technological advances, has led many organizations to seek to re-invent themselves in the hope of being able to survive and thrive. In mature sectors in particular, where the pace of consolidation is accelerating, organizations have had little option but to grow through acquisition or be absorbed. Whether the change is labelled "continuous process improvement", "restructuring", "downsizing" or re-engineering", to employees, change usually brings with it added pressures, job insecurity and a consequent loss of commitment to the organization. Understanding Change: theory, implementation and success argues that strategic change in the new millennium will be geared increasingly to achieving sustainable high performance, rather than just short-term gains. Most theorists now agree that the real challenge of change lies in gaining employees" willingness to commit to the change effort. Change leaders at every level need to be able to understand the elements at work in any change process, and to use judgement about the style of leadership required to give the change effort the best chance of success. Understanding Change: theory, implementation and success provides an overview of change and organizational theory, leading in particular to the author"s definition of the "input" elements of the high performance organisation, based on extensive research into UK and international organisations. It also contains a section looking at the management of change, with case studies illustrating approaches to managing change which are conducive to achieving sustainable high performance. In her companion book, The High Performance Organization- creating dynamic stability, the author explores some of the "how to"s" of building an organizational culture which is supportive of high performance in today"s challenging environment. * Defines the 'high performance organization' and discusses the impact of change on the business environment * Offers tools and solutions for managing change and guidelines on how to achieve sustainable high performance * Outlines change and organizational theory in a structured and thought-provoking way * Text is based on extensive research on UK and international organizations.
電子資源:	An electronic book accessible through the World Wide Web; click for information

Understanding change[electronic resource] :theory, implementation and success /
Holbeche, Linda.

Understanding changetheory, implementation and success /[electronic resource] :Linda Holbeche. - Oxford :Butterworth-Heinemann,2006. - xiii, 455 p. ;ill. ;24 cm.

Includes bibliographical references and index.

Beyond 'white water'; Drivers for change in the business environment; The impact of change on organizations; The impact of change on people; The evolution of organization theory; What is a high performance?; Change theory; Organizational culture; Creating a 'change-able' organization; Organizational development; Leaders as change agents; Leading transformational change; Communications in change; Radical change; Managing the people aspects of implementation; Transforming the Human Resources function; Conclusion: evaluating change.

Change is now so commonplace that people no longer talk in terms of the "whitewater epoch". Every sector of the economies of the developed world has experienced huge swathes of change in the last decade of the twentieth century alone. Increased global competition, aided and abetted by technological advances, has led many organizations to seek to re-invent themselves in the hope of being able to survive and thrive. In mature sectors in particular, where the pace of consolidation is accelerating, organizations have had little option but to grow through acquisition or be absorbed. Whether the change is labelled "continuous process improvement", "restructuring", "downsizing" or re-engineering", to employees, change usually brings with it added pressures, job insecurity and a consequent loss of commitment to the organization. Understanding Change: theory, implementation and success argues that strategic change in the new millennium will be geared increasingly to achieving sustainable high performance, rather than just short-term gains. Most theorists now agree that the real challenge of change lies in gaining employees" willingness to commit to the change effort. Change leaders at every level need to be able to understand the elements at work in any change process, and to use judgement about the style of leadership required to give the change effort the best chance of success. Understanding Change: theory, implementation and success provides an overview of change and organizational theory, leading in particular to the author"s definition of the "input" elements of the high performance organisation, based on extensive research into UK and international organisations. It also contains a section looking at the management of change, with case studies illustrating approaches to managing change which are conducive to achieving sustainable high performance. In her companion book, The High Performance Organization- creating dynamic stability, the author explores some of the "how to"s" of building an organizational culture which is supportive of high performance in today"s challenging environment. * Defines the 'high performance organization' and discusses the impact of change on the business environment * Offers tools and solutions for managing change and guidelines on how to achieve sustainable high performance * Outlines change and organizational theory in a structured and thought-provoking way * Text is based on extensive research on UK and international organizations.

Electronic reproduction.
Amsterdam :
Elsevier Science & Technology,
2009.

Mode of access: World Wide Web.

ISBN: 9780750663410

Source: 104920:104946Elsevier Science & Technologyhttp://www.sciencedirect.comSubjects--Topical Terms:

179753
Organizational change.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD58.8 / .H648 2006

Dewey Class. No.: 658.406

Understanding change[electronic resource] :theory, implementation and success /
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245 1 0 $a Understanding change $h [electronic resource] : $b theory, implementation and success / $c Linda Holbeche.
260 $a Oxford : $b Butterworth-Heinemann, $c 2006.
300 $a xiii, 455 p. ; $b ill. ; $c 24 cm.
504 $a Includes bibliographical references and index.
505 0 $a Beyond 'white water'; Drivers for change in the business environment; The impact of change on organizations; The impact of change on people; The evolution of organization theory; What is a high performance?; Change theory; Organizational culture; Creating a 'change-able' organization; Organizational development; Leaders as change agents; Leading transformational change; Communications in change; Radical change; Managing the people aspects of implementation; Transforming the Human Resources function; Conclusion: evaluating change.
520 $a Change is now so commonplace that people no longer talk in terms of the "whitewater epoch". Every sector of the economies of the developed world has experienced huge swathes of change in the last decade of the twentieth century alone. Increased global competition, aided and abetted by technological advances, has led many organizations to seek to re-invent themselves in the hope of being able to survive and thrive. In mature sectors in particular, where the pace of consolidation is accelerating, organizations have had little option but to grow through acquisition or be absorbed. Whether the change is labelled "continuous process improvement", "restructuring", "downsizing" or re-engineering", to employees, change usually brings with it added pressures, job insecurity and a consequent loss of commitment to the organization. Understanding Change: theory, implementation and success argues that strategic change in the new millennium will be geared increasingly to achieving sustainable high performance, rather than just short-term gains. Most theorists now agree that the real challenge of change lies in gaining employees" willingness to commit to the change effort. Change leaders at every level need to be able to understand the elements at work in any change process, and to use judgement about the style of leadership required to give the change effort the best chance of success. Understanding Change: theory, implementation and success provides an overview of change and organizational theory, leading in particular to the author"s definition of the "input" elements of the high performance organisation, based on extensive research into UK and international organisations. It also contains a section looking at the management of change, with case studies illustrating approaches to managing change which are conducive to achieving sustainable high performance. In her companion book, The High Performance Organization- creating dynamic stability, the author explores some of the "how to"s" of building an organizational culture which is supportive of high performance in today"s challenging environment. * Defines the 'high performance organization' and discusses the impact of change on the business environment * Offers tools and solutions for managing change and guidelines on how to achieve sustainable high performance * Outlines change and organizational theory in a structured and thought-provoking way * Text is based on extensive research on UK and international organizations.
533 $a Electronic reproduction. $b Amsterdam : $c Elsevier Science & Technology, $d 2009. $n Mode of access: World Wide Web. $n System requirements: Web browser. $n Title from title screen (viewed on Dec. 3, 2009). $n Access may be restricted to users at subscribing institutions.
650 0 $a Organizational change. $3 179753
650 0 $a Corporate culture. $3 204023
650 6 $a Changement organisationnel. $2 ram $3 336730
650 6 $a Culture d'entreprise. $3 405719
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994 $a C0 $b TEF