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دانلود کتاب Innovative Change Management (ICM) : Preparing Your Organization for the New Innovative Culture
دانلود کتاب مدیریت تغییر نوآورانه (ICM): سازمان خود را برای فرهنگ نوآورانه جدید آماده کنید
مشخصات کتاب
Innovative Change Management (ICM) : Preparing Your Organization for the New Innovative Culture
ویرایش: First edition
نویسندگان: Harrington. H. James
سری: Management Handbooks for Results
ISBN (شابک) : 9780815370789, 9781351248549
ناشر: Taylor and Francis
سال نشر: 2018
تعداد صفحات: 299
زبان: English
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود)
حجم فایل: 7 مگابایت
قیمت کتاب (تومان) : 35,000
کلمات کلیدی مربوط به کتاب مدیریت تغییر نوآورانه (ICM): سازمان خود را برای فرهنگ نوآورانه جدید آماده کنید: تغییر سازمانی.، مدیریت استراتژیک.، رهبری.
در صورت تبدیل فایل کتاب Innovative Change Management (ICM) : Preparing Your Organization for the New Innovative Culture به فرمت های PDF، EPUB، AZW3، MOBI و یا DJVU می توانید به پشتیبان اطلاع دهید تا فایل مورد نظر را تبدیل نمایند.
توجه داشته باشید کتاب مدیریت تغییر نوآورانه (ICM): سازمان خود را برای فرهنگ نوآورانه جدید آماده کنید نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.
توضیحاتی درمورد کتاب به خارجی
"Innovative Change Management (ICM) represents the accumulated
wisdom and knowledge of one of the world’s foremost performance
improvement specialists. It includes a clear and thorough
explanation of the necessary critical tools for creating a
system that results in much higher percentage of your
initiatives being successful projects. Studies conducted by
organizations such as Gartner, Ernst & Young, and Harrington
Management Systems
indicate that on average less than 25% of the innovative
projects our successful. Through the effective use of the ICM
methodology you can turn thousands of lost employee hours into
millions of dollars in increased profit. As a progressive
manager, you probably have already invested millions of dollars
in improvement methodologies like Six Sigma, Reengineering, ISO
9000, and Quality Management Systems. Most likely some of these
have been successful, but not as successful as you projected
they should have been. To make matters even worse, the
performance improvement changes that have been implemented have
never shown up in the bottom line where the real value of
management is finally measured. In most cases the potential
benefits of the program are not realized because the people
that need to implement the concepts did it under duress because
they were not convinced that it was going to be beneficial to
them personally. Through the effective use of ICM your
skeptical employees will move from the skeptical phase, to the
acceptance phase, and finally into the commitment phase.
Eventually ICM will help turn activities into behaviors and
behaviors into habits that all the organization and
stakeholders will benefit from. This book unveils to the reader
for the first time how ICM combines project change management,
culture change management, and project management concepts to
create an effective and innovative organization. These concepts
combined together result in homogeneous improvements in
performance improvement and cultural change. The book outlines
a step-by-step procedure designed to apply ICM to complex
programs like process redesign and supply chain management as
well as to simple ones like relocation of offices. It also
provides field-tested change methodologies to help you
systematically include change into your strategic management
plan. You’ll find in this book a systematic easy-to-follow
recipe for: How to set the stage for ICM. How to develop a new
management style that encourages innovation. How to develop and
implement a Project Change Management methodology to support
the project management methodology How to develop a cultural
change management program. How to reward and recognize the
innovation activities generated by your employees. Making ICM
an important part of the strategic plan. How to help employees
understand the career-enhancing aspects of change How to
maximize your organization’s ROC (Return on Change) To date,
most of the activity related to change management focused on
successfully implementing individual projects. Statistics
indicate that this is not enough to keep up with today’s rapid
changing innovative competition. Most profitable organizations
are working diligently on increasing their innovation
capabilities. This is requiring a completely new restructured
management style and behavioral patterns that are foreign to
most of today’s successful managers. For example, our old
management style focused on elimination of all errors and the
new system accepts errors as a necessary learning experience.
"--Provided by publisher. Read
more...
Abstract: "Innovative Change Management (ICM) represents the
accumulated wisdom and knowledge of one of the world’s foremost
performance improvement specialists. It includes a clear and
thorough explanation of the necessary critical tools for
creating a system that results in much higher percentage of
your initiatives being successful projects. Studies conducted
by organizations such as Gartner, Ernst & Young, and Harrington
Management Systems indicate that on average less than 25% of
the innovative projects our successful. Through the effective
use of the ICM methodology you can turn thousands of lost
employee hours into millions of dollars in increased profit. As
a progressive manager, you probably have already invested
millions of dollars in improvement methodologies like Six
Sigma, Reengineering, ISO 9000, and Quality Management Systems.
Most likely some of these have been successful, but not as
successful as you projected they should have been. To make
matters even worse, the performance improvement changes that
have been implemented have never shown up in the bottom line
where the real value of management is finally measured. In most
cases the potential benefits of the program are not realized
because the people that need to implement the concepts did it
under duress because they were not convinced that it was going
to be beneficial to them personally. Through the effective use
of ICM your skeptical employees will move from the skeptical
phase, to the acceptance phase, and finally into the commitment
phase. Eventually ICM will help turn activities into behaviors
and behaviors into habits that all the organization and
stakeholders will benefit from. This book unveils to the reader
for the first time how ICM combines project change management,
culture change management, and project management concepts to
create an effective and innovative organization. These concepts
combined together result in homogeneous improvements in
performance improvement and cultural change. The book outlines
a step-by-step procedure designed to apply ICM to complex
programs like process redesign and supply chain management as
well as to simple ones like relocation of offices. It also
provides field-tested change methodologies to help you
systematically include change into your strategic management
plan. You’ll find in this book a systematic easy-to-follow
recipe for: How to set the stage for ICM. How to develop a new
management style that encourages innovation. How to develop and
implement a Project Change Management methodology to support
the project management methodology How to develop a cultural
change management program. How to reward and recognize the
innovation activities generated by your employees. Making ICM
an important part of the strategic plan. How to help employees
understand the career-enhancing aspects of change How to
maximize your organization’s ROC (Return on Change) To date,
most of the activity related to change management focused on
successfully implementing individual projects. Statistics
indicate that this is not enough to keep up with today’s rapid
changing innovative competition. Most profitable organizations
are working diligently on increasing their innovation
capabilities. This is requiring a completely new restructured
management style and behavioral patterns that are foreign to
most of today’s successful managers. For example, our old
management style focused on elimination of all errors and the
new system accepts errors as a necessary learning experience.
"--Provided by publisher
فهرست مطالب
Content: Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
Recognition
Prologue
Author
SECTION I: What Is Innovative Change Management (ICM)?
Chapter 1 Introduction to Innovative Change Management
Opening the Door to Change
Change Is Always Personal
Important Definitions Used in This Book
Two Types of ICM
PCM Advantages
CCM Advantages
Implementing PCM
Magnitude of Change Activities
PCM Cycle
The Status Quo Level
The Four Key ICM Factors
Key Guidelines
Chapter 2 The AS/IS Environment
Project Change Management Addresses People Problems
Innovation Areas Todayâ#x80
#x99
s EmployeeThatâ#x80
#x99
s Not Fair
The Open-Minded Employee
Chapter 3 Important Background
Building Commitment
Institutionalized Commitment
Internalized Commitment
Communication
Five-Way Communications
The Downside to Improvement (Layoffs)
The Future of ICM
Typical Life Cycles for Products and Projects
Murphyâ#x80
#x99
s Laws Related to ICM
Billy Arcementâ#x80
#x99
s Inputs
SECTION II: Management Action
Chapter 4 Leading by Example
Executive Leadership
Why Managers First
Management Leadership
Why Top Management Keeps ICM at Armâ#x80
#x99
s Length
Managementâ#x80
#x99
s Role
Basic Beliefs Chapter 5 The Innovative ManagerManagers Are Ultimately Held Accountable
How to Get Creativity, Innovation, Involvement, and Participative Management to Thrive
Things Successful Managers Must Do
Caught in the Middle
Employment Security
Trust and Confidence
Tell Them Why
Do It with a Smile
Listening
Urgency and Persistence
Recognizing Good and Bad Performanceâ#x80
#x94
The Feedback Process
Participation/Employee Involvement
The Pushâ#x80
#x93
Pull of Management
How to Get Employees to Work
Management Threats
Self-Motivation
Employee Involvement
Communicateâ#x80
#x94
Communicateâ#x80
#x94
Communicate Town MeetingsDeveloping the Desire to Change
The New Middle Manager
Managementâ#x80
#x99
s Change Process
Innovative Manager Summary
SECTION III: Rewards and Recognition
Chapter 6 Introduction to Innovative Change Management Tools and Methodologies
The Basis for Change
Introduction to Rewards and Recognition
Chapter 7 Rewards and Recognition
Reward Process Hierarchy
Why Reward People?
Key Reward Rules
Types of Rewards
Implementation of the Reward Process
Donâ#x80
#x99
t Turn the Organization Upside Down
Reward and Recognition Advantages and Disadvantages
People Want Recognition Chapter 8 Project Change Management and Culture Change Management Tools and MethodologiesIntroduction
Different Approaches to ICM
Five Types of Change Assessment
Assessment 1: Innovation Maturity Analysis
Assessment 2: Change History Analysis
Assessment 3: Employee Opinion Survey
Assessment 4: Customer Focus Groups
Assessment 5: Is/Should Be Analysis
Assessment Report
Performance Improvement Management
Chapter 9 Suggestion Programs
Problems with U.S. Suggestion Programs
Getting Ideas Flowing
Idea Sharing
Problems without Known Solutions
Request for Corrective Action
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