Taking Charge Of Change: Ten Principles For Managing People And Performance

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Basic Books, Apr 17, 1997 - Business & Economics - 336 pages
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Cooking up great ideas of how things ought to be is easy. Getting things to actually change is hard, especially in large, complex organizations. The meeting about ”the new vision” goes over fine, then everyone drifts back to his or her office and nothing changes. This book provides the diagnostic tools managers need to assess their particular needs for change, and then the tool kit required to implement the changes one wants to see.
 

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Taking charge of change: 10 principles for managing people and performance

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In business, reengineering is the idiom of the day. Brought to prominence by Michael Hammer and James Champy (Reengineering the Corporation, HarperBusiness, 1993), reengineering calls for an ... Read full review

Contents

Acknowledgments
1
Managing Through Reluctance
46
Managing the Link
74
The Courage to Live the Change
100
Getting Beyond Decisions and Awareness
153
Reconnecting Organization Designs to People
258
Personalizing Your Vision of Change
283
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About the author (1997)

Douglas K. Smith is a private consultant who has worked with such corporations as AmEx, Duracell, IBM, and Nabisco. Along with The Wisdom of Teams, his books include Fumbling the Future: How Xerox Invented Then Ignored the First Personal Computer. He holds a B.A. from Yale and a J.D. from Harvard. He lives in Millbrook, New York.

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