To change or not to change? - Couverture souple

Wetzel, Ralf

 
9789401408905: To change or not to change?
Couverture souple
ISBN 10 : 9401408904 ISBN 13 : 9789401408905
Editeur : Lannoo Publishers, 2013

Synopsis

Harold Newman is a staff member of a research institute working on the theory and practice of business organization. His next assignment, analysing a change management project at the KSV Ltd., promises to be no major challenge. But in its course, he comes to realize that all of his beliefs and insights into successful change management are ready for the spoil heap. Harold learns a new lesson: change management comes with strings attached. It is studded with so many pitfalls and caught up in a tangled web of interdependencies and hidden forces that the common manuals and recipes have only limited meaning in real life. Rather, the success or failure of change seems determined by the interplay of corporate cultures and leadership styles, values and convictions, structures and role concepts. While Harold gets drawn more and more into the project, his own research institute becomes the plaything of the same forces - even though its people should know better. We know much about organizations when it comes to science. And yet we seem to know almost nothing when it comes to our daily experience. To Change Or Not To Change is an attempt to re-establish the lost link. The book offers a social sciences approach to organizations, building upon the complexity and irrationality of every day practice. It reveals the hidden traps of change management and offers an ironic way for better survival.

Les informations fournies dans la section « Synopsis » peuvent faire référence à une autre édition de ce titre.

À propos de l?auteur

Ralf Wetzel is associate professor of Organisational Behaviour at the Vlerick Business School of Management. He used to work as professor Organisation and Company Management at Bern University (Switzerland), where he founded the Competition Centre for Management.

À propos de la quatrième de couverture

Harold Newman is a staff member of a research institute working on the theory and practice of business organization. His next assignment, analysing a change management project at the KSV Ltd., promises to be no major challenge. But in its course, he comes to realize that all of his beliefs and insights into successful change management are ready for the spoil heap. Harold learns a new lesson: change management comes with strings attached. It is studded with so many pitfalls and caught up in a tangled web of interdependencies and hidden forces that the common manuals and recipes have only limited meaning in real life. Rather, the success or failure of change seems determined by the interplay of corporate cultures and leadership styles, values and convictions, structures and role concepts. While Harold gets drawn more and more into the project, his own research institute becomes the plaything of the same forces - even though its people should know better. We know much about organizations when it comes to science. And yet we seem to know almost nothing when it comes to our daily experience. To Change Or Not To Change is an attempt to re-establish the lost link. The book offers a social sciences approach to organizations, building upon the complexity and irrationality of every day practice. It reveals the hidden traps of change management and offers an ironic way for better survival.

Les informations fournies dans la section « A propos du livre » peuvent faire référence à une autre édition de ce titre.

Éditeur
Lannoo Publishers
Date d'édition
2013
Langue
anglais
ISBN 10 
9401408904
ISBN 13 
9789401408905
Reliure
Broché
Nombre de pages
160
Coordonnées du fabricant
non disponible
Personne responsable
gpsr@libri.de
gpsr@libri.de

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