Leading Change

Przednia okładka
Harvard Business Review Press, 7 sie 1996 - 208
The author 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.

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LibraryThing Review

Recenzja użytkownika  - bederson - LibraryThing

Good, clear, short. Nice framework, good examples. A little hard to apply a very $$$/business oriented perspective to higher ed, but still valuable. Przeczytaj pełną recenzję

LibraryThing Review

Recenzja użytkownika  - ACPortoNovo - LibraryThing

ver four decades, Dr. Kotter observed countless leaders and organizations as they were trying to transform or execute their strategies. He identified and extracted the success factors and combined ... Przeczytaj pełną recenzję

Informacje o autorze (1996)

John P. Kotter is a graduate of the Massachusetts Institute of Technology and Harvard University. He is the Konosuke Matashusita Professor of Leadership at the Harvard Business School and was one of the youngest people in Harvard history to receive full professorship. Kotter's works include Power and Influence: Beyond Formal Authority, The Leadership Factor and Corporate Culture and Performance.

Informacje bibliograficzne