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Leading change : how successful leaders approach change management / Paul Lawrence.

By: Material type: TextTextPublisher: London : KoganPage 2014Edition: 1st EditionDescription: 272 pages ; 24 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 9780749471682 (pbk.)
Subject(s): DDC classification:
  • 658.4092 23
LOC classification:
  • HD58.8 .L384 2014
Summary: "It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team will come up with a vision and then succeed in persuading the rest of the organization to follow, and that people will happily embrace change without being afforded the opportunity to make their own meaning of that change.Leading Change offers an alternative. It provides a framework for change that opens opportunities for people within the organization to play a significant role in the process. Supported by academic research, and grounded with a range of examples and cases, the book offers a valuable approach to successful change management. "--.
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Holdings
Item type Current library Home library Shelving location Call number Status Date due Barcode Item holds
4 Week Loan Midland Regional Hospital Library Portlaoise Midland Regional Hospital Library Portlaoise Loan collection MRH Portlaoise 658.406 LAW (Browse shelf(Opens below)) Available RP02980
4 Week Loan Midland Regional Hospital Library Tullamore Midland Regional Hospital Library Tullamore Loan collection MRH Tullamore 658.406 LAW (Browse shelf(Opens below)) Available TT15747
Total holds: 0

Includes bibliographical references (pages 209 - 215) and index.

"It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team will come up with a vision and then succeed in persuading the rest of the organization to follow, and that people will happily embrace change without being afforded the opportunity to make their own meaning of that change.Leading Change offers an alternative. It provides a framework for change that opens opportunities for people within the organization to play a significant role in the process. Supported by academic research, and grounded with a range of examples and cases, the book offers a valuable approach to successful change management. "--.

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