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Leading Change, With a New Preface by the Author [Kindle Edition]

John P. Kotter
4.8 von 5 Sternen  Alle Rezensionen anzeigen (28 Kundenrezensionen)

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Produktbeschreibungen

From Publishers Weekly

Harvard Business School professor Kotter (A Force for Change) breaks from the mold of M.B.A. jargon-filled texts to produce a truly accessible, clear and visionary guide to the business world's buzzword for the late '90s?change. In this excellent business manual, Kotter emphasizes a comprehensive eight-step framework that can be followed by executives at all levels. Kotter advises those who would implement change to foster a sense of urgency within the organization. "A higher rate of urgency does not imply everpresent panic, anxiety, or fear. It means a state in which complacency is virtually absent." Twenty-first century business change must overcome overmanaged and underled cultures. "Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders." Kotter also identifies pitfalls to be avoided, like "big egos and snakes" or personalities that can undermine a successful change effort. Kotter convincingly argues for the promotion and recognition of teams rather than individuals. He aptly concludes with an emphasis on lifelong learning. "In an ever changing world, you never learn it all, even if you keep growing into your '90s." Leading Change is a useful tool for everyone from business students preparing to enter the work force to middle and senior executives faced with the widespread transformation in the corporate world. 60,000 first printing; $100,000 ad/promo; dual main selection of the Newbridge Book Club Executive Program; 20-city radio satellite tour.
Copyright 1996 Reed Business Information, Inc.

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

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4.8 von 5 Sternen
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2 von 2 Kunden fanden die folgende Rezension hilfreich
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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8 von 9 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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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 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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Die neuesten Kundenrezensionen
5.0 von 5 Sternen Kotter's insights into the hardships and necessities of a working...
Kotter develops an 8 stage change management (CM) process, which is still a fundamental tool in CM today. The process serves as a roadmap. Lesen Sie weiter...
Vor 2 Monaten von Thorsten veröffentlicht
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 22 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 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
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
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