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Leading Change [Englisch] [Gebundene Ausgabe]

John P. Kotter
4.8 von 5 Sternen  Alle Rezensionen anzeigen (27 Kundenrezensionen)

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Gebundene Ausgabe, 1. September 1996 --  
Audio CD, Audiobook EUR 22,99  

Kurzbeschreibung

1. September 1996
In "Leading Change", John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.

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Produktinformation

  • Gebundene Ausgabe: 208 Seiten
  • Verlag: Harvard Business Review Press (1. September 1996)
  • Sprache: Englisch
  • ISBN-10: 0875847471
  • ISBN-13: 978-0875847474
  • Größe und/oder Gewicht: 24,1 x 16,3 x 2,1 cm
  • Durchschnittliche Kundenbewertung: 4.8 von 5 Sternen  Alle Rezensionen anzeigen (27 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 20.524 in Englische Bücher (Siehe Top 100 in Englische Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Named one of "The 25 Most Influential Business Management Books" by "TIME Magazine" (TIME.com)

Synopsis

In "Leading Change", John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.

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In diesem Buch (Mehr dazu)
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
Mehr entdecken
Wortanzeiger
Ausgewählte Seiten ansehen
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Rückseite
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Kundenrezensionen

4.8 von 5 Sternen
4.8 von 5 Sternen
Die hilfreichsten Kundenrezensionen
6 von 6 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen John Kotter - Even Dilbert Would Like Him 2. August 1998
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.
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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.
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2 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Packed with Knowledge! 24. Juni 2005
Format:Gebundene Ausgabe
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 below. The question is, which penguin are you? In too many organizations, executives shy away from the precipice, while someone lower down in the pecking order jumps in to test the landing conditions. Kotter says managers and leaders are quite different. A manager, he explains, is trained to think in a linear, one-two-three, risk-limiting way. Transformational change, however, can only be attained when true leaders push forward on several fronts at once - eight of them to be exact. Every successful change initiative begins with a coalition of leaders who create a sense of urgency. Kotter's book stems from a 1995 Harvard Business Review article titled, "Leading Change: Why Transformation Efforts Fail." It will probably sound hauntingly familiar to managers who have watched change initiatives begin in the front courtyard with a marching band and end a few months later, ushered out the back door like a diner who can't pay the tab. If you want to know why your last change initiative fizzled, we say read this book. Better yet, study it to ensure that your next leap of faith is a flying success.
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5.0 von 5 Sternen The leading change process model 11. April 2005
Format:Gebundene Ausgabe
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 results?
Harvard-professor John P. Kotter has been observing this process for almost 30 years. What intrigues him is why some leaders are able to take these tools and methods and get their organizations to change dramatically - while most do not.
How many times have we not seen somebody get very excited about some new tool (CRM, e-business, etc.)? Yet two years later there is no performance improvement at all. Often because most of the organisation has rejected the change needed to make it happen.
When people need to make big changes significantly and effectively, Kotter finds that there are generally eight basic things that must happen:
1. INSTILL A SENSE OF URGENCY. Identifying existing or potential crises or opportunities. Confronting reality, in the words of Execution-authors, Charan and Bossidy.
2. PICK A GOOD TEAM. Assembling a strong guiding coalition with enough power to lead the change effort. And make them work as a team, not a committee!
3. CREATE A VISION AND SUPPORTING STRATEGIES. We need a clear sense of purpose and direction. In less successful situations you generally find plans and budgets, but no vision and strategy; or the strategies are so superficial that they have no credibility.
4. COMMUNICATE. As many people as possible need to hear the mandate for change loud and clear, with messages sent out consistently and often. Forget the boring memos that nobody reads! Try using videos, speeches, kick-off meetings, workshops in small units, etc. Also important is the teaching of new behaviours by the example of the guiding coalition
5. REMOVE OBSTACLES.
Lesen Sie weiter... ›
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1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Leading Change by John P. Kotter 14. Mai 2000
Von Ein Kunde
Format:Gebundene Ausgabe
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 changes. Provided in the book are step-by-step processes to achieve success as well as pitfalls to avoid. The eight primary mistakes of leading changes are clearly identified and relevant discussions are presented in a clear and concise manner. I would recommend this book to anyone who wishes to accompish change with the least amount of pain to their employees and with the most guarantee of success. Outstanding.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Organizational Diagnosis - Powerful insights 21. Februar 2000
Format:Gebundene Ausgabe
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? What went wrong?" After reading the first chapter of Leading Change, the answers come to surface with surgical precision. In fact, I can now pinpoint almost all reasons why things went wrong, and how one can turn from a leading prince into a caged victim. If I had had this insight earlier in my job, perhaps early warning could have been given. In fact, Mr. Kotter's books reads (for my organization) almost like a case study on "make the 8 basic mistakes, relax and watch chaos emerge". In my particular case, I can even give the names and position for each key player that failed. At the level of this book, I can only place Sun Tzu 's classic, "The Art of War", and I would reccommend this book to every person having management resposibilities, since it gives the necessary insight to diagnose malfunction symptoms clearly and precisely. All that is needed is good sense and fair judgement.
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4.0 von 5 Sternen Change Management einfach und verständlich
Was John Kotter in seinem Buch erläutert ist nichts neues. Wie er es aber erläutert, dass ist entscheidend. Lesen Sie weiter...
Vor 14 Monaten von Matthias Baumgartner veröffentlicht
5.0 von 5 Sternen 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
5.0 von 5 Sternen 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
5.0 von 5 Sternen 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
5.0 von 5 Sternen 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
5.0 von 5 Sternen 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
4.0 von 5 Sternen 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
5.0 von 5 Sternen Touchdown, Homerun, Ace, this book scores
This easy quick read is direct hit after direct it of the right information required to facilitate change. Lesen Sie weiter...
Veröffentlicht am 12. Oktober 1999 von Robert Burns
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