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Leading Change
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Produktbeschreibungen
From Booklist
Kotter's thesis is that strategies for change often fail in corporations because the changes do not alter behavior. He identifies the most common mistakes in effecting change, offering eight steps to overcoming obstacles. The eight-step process consists of establishing a sense of urgency by analyzing competition and identifying potential crises; putting together a powerful team to lead change; creating a vision; communicating the new vision, strategies, and expected behavior; removing obstacles to the change and encouraging risk taking; recognizing and rewarding short-term successes; identifying people who can implement change; and ensuring that the changes become part of the institutional culture for long-term transformation and growth. The author acknowledges that substantive change requires leadership, but not the elitist notion of leadership as a divine gift of birth granted to a few. Kotter makes a compelling case that winners will be those who outgrow their rivals. Mary Whaley
From Library Journal
After trying an endless array of quick fixes and other panaceas, executives struggling to stay in business in a rapidly changing world are finding it necessary to consider more fundamental reasons for their lack of success. Kotter (The New Rules: A Force for Change, Free Pr., 1995) now offers a practical approach to an organized means of leading, not managing, change. He presents an eight-stage process of change with highly useful examples that show how to go about implementing it. Based on experience with numerous companies, his sound advice gets directly at reasons that organizations fail to change, reasons that concern primarily the leader. This is a solid, substantive work that goes beyond the cliches and the consultant-of-the-month's express down yet another dead-end street. With its clear demonstration of the hard work necessary to lead change, this important work stands with Michael Hammer's latest, Beyond Reengineering (see review above). Highly recommended.?Dale F. Farris, Groves, Tex.
Copyright 1996 Reed Business Information, Inc.
Copyright 1996 Reed Business Information, Inc.
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Einleitungssatz
BY ANY OBJECTIVE MEASURE, THE amount of significant, often traumatic, change in organizations has grown tremendously over the past two decades. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Rückseite
BY ANY OBJECTIVE MEASURE, THE amount of significant, often traumatic, change in organizations has grown tremendously over the past two decades. Lesen Sie die erste Seite
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6 von 6 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
After plowing through scores of management books written by people who probably couldn't manage their way out of a paper bag, I was overjoyed to find this book. It will be immensely useful to anyone who wants to actually accomplish change in an organization. Read this book before you waste money buying inspirational posters and hiring high-priced "organizational change" consultants. Mr. Kotter has done his research and it shows -- he is a breath of fresh air in a field crowded with blowhards. In my opinion, he is the foremost business theorist/analyst today.
3 von 3 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
This invaluable reading helped me navigate through the numerous challenges encountered when establishing a long term direction for my organization. Kotter does an excellent job in breaking down the basic elements to developing a success vision. Most importantly, his book leads you into a self evaluation of your personal traits, skills , and leadership style and how they support or encumber your goal achieving process. I believe "Leading Change" is a must read for those of us who think we are high performers and certainly recommend it for pre-interview brush ups.
2 von 2 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
Success rarely comes without change. And change requires leadership. We all want success but not all of us are taught to succeed. If we manage day-to-day business operations of our company, it will run smoothly without making any noise and growth. To get your company to run and win the race of competition, you have to jolt it, change it, and know how to manage that change to successfuly leverage that change to your advantage.
Kotter argues that, to effectively manage changes in your organiztion, you must:
1. Be scared enough to muster the courage to manage the change and not let your complacency mar your mustered courage. Rabbit.
2. Know how to make a network and use it. Weave, woo, and win. Spider.
3. Know how to envision your company's strategical future. Chess Player.
4. Let the people in your organization know how important the change is, so they become willing to make little sacrifices. Communicator.
5. Give the common person in your company the power to speak and suggest changes. A Just Ruler.
6. Make people go along by giving them short doses of victorious pleasure. Kindergarten Teacher.
7. Not give them too much pleasure or they will become arrogant and lazy. Highschool teacher.
8. Make it a chain reaction. Produce gains from change and use those gains to feed more change. Change-O-Maniac.
9. Make change your culture. Mutiple Personality Disorder & Co.
All of this will become easy to accomplish after you'll read this book. Not bad.
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The Basic Literature for the coming Managers
Im Rahmen meiner Vorbereitung auf eine Position im mittleren Management war dieses Buch eines von etwa 15, die ich zur Vorbereitung auf diese Position gelesen habe. Lesen Sie weiter...
Veröffentlicht am 3. Oktober 2009 von Holger Kohn
Das Beste Buch zum Thema Change Management
Ein lesenswertes Buch, insbesondere für Menschen die einen Change Prozess umsetzen müssen. Das praktischorientierte Buch ist in drei Teile gegliedert. Lesen Sie weiter...
Veröffentlicht am 8. Juli 2008 von Mike Landert
Packed with Knowledge!
The picture on the cover of John P. Kotter's book tells it all: a group of penguins are shuffling their feet nervously on an icy precipice, while one brave bird leaps for the water... Lesen Sie weiter...
Veröffentlicht am 24. Juni 2005 von Rolf Dobelli
The leading change process model
Organisations need change. We all know that. But how can an organisation adopt great ideas, tools, and methods, absorbing them in a way to stimulate change and get superior... Lesen Sie weiter...
Veröffentlicht am 11. April 2005 von Peter Leerskov
Leading Change by John P. Kotter
The book is terrific if you really intend to move your organization forward through change. The insights proferred by the author are exceptionally pertinent to today's global... Lesen Sie weiter...
Am 14. Mai 2000 veröffentlicht
The Real Truth About Change
As with all of Kotter's work, this has the personal perspective of someone who has been there. It deals with the realistic problems of leaders who don't take the time to actually... Lesen Sie weiter...
Veröffentlicht am 4. Mai 2000 von michael teeley
Insightful, just insert your vision
Anyone who wants to know why most change efforts fail should read this book. It is a sort of handbook for transformational leadership, rich with examples on how to enact a change... Lesen Sie weiter...
Veröffentlicht am 2. Mai 2000 von Leon M. Bodevin
Make Change Irresistibly Attractive
The leaders of some organizations have no idea how to make successful changes, and are likely to waste a lot of resources on unsuccessful efforts. Lesen Sie weiter...
Veröffentlicht am 20. April 2000 von Donald Mitchell
Organizational Diagnosis - Powerful insights
Working in an organization where change stalled, to a point where innovation is absolutely discouraged, there were some sleepless nights when I couldn't stop thinking "Why? Lesen Sie weiter...
Veröffentlicht am 21. Februar 2000 von Rafael Caraballo
A useful book for a changing world of business
"Change is the only permanent thing" has become an extremely popular idea and everybody's talking about it everywhere. Lesen Sie weiter...
Veröffentlicht am 22. November 1999 von Noel Battere
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