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日本の経営者は、企業文化にいかに無関心であるか、この本を読んで感じました。欧米と日本とでは、文化や状況が違うが、この本に書かれている内容を可能な限り取り入れたらよいのでは?感じました。
日本の経営者は、企業文化にいかに無関心であるか、この本を読んで感じました。欧米と日本とでは、文化や状況が違うが、この本に書かれている内容を可能な限り取り入れたらよいのでは?感じました。
Each of the seven chapters (which are arranged in a logical sequence) focuses on a separate but related component of effective management of change and transition. For example, in Chapter 2, Luecke explains why leaders must be respected and effective for change to happen, the role of motivation in change-readiness, the importance of a nonhierarchical culture in implementing change, and then offers several "tips" on how to become "change ready." To me, one of the most valuable chapters is the sixth (in which Luecke examines the four stages of reaction to change (i.e. shock, defensive retreat, acknowledgment, and acceptance and adaptation), how individuals can help themselves navigate change, how managers can help employees cope with change, and alternative ways for managers to think about change registers.
At the conclusion of each of the seven chapters, Luecke offers an especially useful "Summing Up" section which facilitates a periodic review of key points. I also appreciate the provision of Appendix A ("Useful Implementation Tools") and Appendix B ("How to Choose and Work with Consultants"), both of which provide basic but sound information to supplement material covered in the previous chapters.
Those who share my high regard for this volume are urged to check out Jim O'Toole's Leading Change, William Bridges' Transitions and Managing Transitions and Jon Katzenbach's Real Change Leaders, all of which are available in paperback editions.
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