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دانلود کتاب Organizational Change in Practice The Eight Deadly Sins Preventing Effective Change

دانلود کتاب تغییر سازمانی در عمل هشت گناه مرگبار که از تغییر مؤثر جلوگیری می کند

Organizational Change in Practice The Eight Deadly Sins Preventing Effective Change

مشخصات کتاب

Organizational Change in Practice The Eight Deadly Sins Preventing Effective Change

ویرایش:  
نویسندگان:   
سری:  
ISBN (شابک) : 9780415790154, 1351818961 
ناشر:  
سال نشر: 2017 
تعداد صفحات: 153 
زبان: English 
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود) 
حجم فایل: 857 کیلوبایت 

قیمت کتاب (تومان) : 35,000



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توضیحاتی درمورد کتاب به خارجی

Cover -- Title -- Copyright -- Contents -- List of figures -- List of tables -- List of checklists -- Acknowledgements -- Introduction -- Part I: Making the organization worse -- Part II: Making the organization better -- Part III: Resistance and reactions -- PART I Making the organization worse -- 1 Self-deception and self-awareness -- Lying to yourself -- No longer in reality -- Key points in this chapter -- Case study A -- The key events that arose that shouldn't have -- Why people didn't have a clue -- They don't know what they don't know -- We need to be 'on top of these things' -- Why self-deception? -- Change team's agenda and the organization's agenda -- How can you tell if you are being self-deceiving? -- Self-awareness -- Ten questions about self-awareness and self-deception -- Checklists -- 2 The destruction of the identity of the organization -- The arrogance of the change team -- Lying to others -- Key points in this chapter -- Another look at the finance company -- The consulting team saw the client as 'wrong' rather than as merely different and unique -- The board belatedly discover what the team is up to -- The consulting team is, once again, unaware -- Insisting the consultants analyse themselves -- The Myers Briggs Type Indicator -- How to stop being so 'superior' when you are a change agent -- A re-organization gone wrong -- Ten questions about arrogance and assuming superiority -- Checklists -- 3 Destroying cohesion in the organization -- Living systems -- What is cohesion? -- Key points in this chapter -- Case study A: The project unintentionally damages the connections in the company -- The cohesion is worse -- Fixing the company afterwards -- The continuum from destruction to cohesion and vice versa -- Five golden rules -- Living systems or killing-off systems -- Integrating roles and structures

Working with the soft stuff -- Using the framework -- Ten questions on destroying the cohesion -- Checklists -- PART II Making the organization better -- 4 Gobbledygook -- Needing meaning in the finance company: case study A -- What is gobbledygook? -- Key points in this chapter -- Mindfulness and mindlessness -- Cult-like behaviour -- Missing the beat -- My interview with a change leader: case study B -- Social accounting -- Typical buzz words -- Cultivating messianic energy -- Management of uncertainty and emotion -- Ten questions about gobbledygook and buzz words -- Checklists -- 5 Behaviour, not just strategy and structure -- The core of the matter -- Key points in this chapter -- Case study A -- Case study B was even worse -- Pure lying -- Keys to doing it right -- Pleased with themselves -- Successful change processes -- Engineering systems and human systems -- Living systems -- Self-organization -- Ten questions about behaviour and not just strategy or structure -- Checklists -- 6 Is the organization better, indifferent or worse? -- Re-arranging the deck chairs on the Titanic -- Key points in this chapter -- Damage to the finance company: case study A -- Case study B -- Outcome measures and including others -- Mapping where you want to get to -- How do you know where you are: A, B or C? -- What is the nature of change? -- Ten questions about being better, indifferent or worse as an organization -- Checklists -- PART III Resistance and reactions -- 7 Resistance from intelligent people -- What is resistance to change? -- Key points in this chapter -- Forms of resistance in case study B -- Case study A -- The meaning of resistance to change -- Other meanings of resistance to change: active and passive resistance -- How the change team/consultants view resistance to change -- How the change team creates resistance

An alternative view of resistance to change -- The resistance and defensiveness of the consulting team -- Five golden rules for dealing with resistance to change -- Other views -- Other explanations of the organization's resistance -- Ten questions on the resistance of intelligent people -- Checklists -- 8 The deep trauma of redundancy -- Voices of redundancy -- The grief and loss associated with work life -- Key points in this chapter -- Understanding redundancies: formal and psychological contract -- The derivation of deep trauma -- Two case studies of redundancy -- Dealing with emotional things -- Rite of passage: the breadth of redundancy -- Coping -- Ten questions on the deep trauma of redundancy -- Checklists -- References -- Index Read more...
Abstract: Cover -- Title -- Copyright -- Contents -- List of figures -- List of tables -- List of checklists -- Acknowledgements -- Introduction -- Part I: Making the organization worse -- Part II: Making the organization better -- Part III: Resistance and reactions -- PART I Making the organization worse -- 1 Self-deception and self-awareness -- Lying to yourself -- No longer in reality -- Key points in this chapter -- Case study A -- The key events that arose that shouldn't have -- Why people didn't have a clue -- They don't know what they don't know -- We need to be 'on top of these things' -- Why self-deception? -- Change team's agenda and the organization's agenda -- How can you tell if you are being self-deceiving? -- Self-awareness -- Ten questions about self-awareness and self-deception -- Checklists -- 2 The destruction of the identity of the organization -- The arrogance of the change team -- Lying to others -- Key points in this chapter -- Another look at the finance company -- The consulting team saw the client as 'wrong' rather than as merely different and unique -- The board belatedly discover what the team is up to -- The consulting team is, once again, unaware -- Insisting the consultants analyse themselves -- The Myers Briggs Type Indicator -- How to stop being so 'superior' when you are a change agent -- A re-organization gone wrong -- Ten questions about arrogance and assuming superiority -- Checklists -- 3 Destroying cohesion in the organization -- Living systems -- What is cohesion? -- Key points in this chapter -- Case study A: The project unintentionally damages the connections in the company -- The cohesion is worse -- Fixing the company afterwards -- The continuum from destruction to cohesion and vice versa -- Five golden rules -- Living systems or killing-off systems -- Integrating roles and structures

Working with the soft stuff -- Using the framework -- Ten questions on destroying the cohesion -- Checklists -- PART II Making the organization better -- 4 Gobbledygook -- Needing meaning in the finance company: case study A -- What is gobbledygook? -- Key points in this chapter -- Mindfulness and mindlessness -- Cult-like behaviour -- Missing the beat -- My interview with a change leader: case study B -- Social accounting -- Typical buzz words -- Cultivating messianic energy -- Management of uncertainty and emotion -- Ten questions about gobbledygook and buzz words -- Checklists -- 5 Behaviour, not just strategy and structure -- The core of the matter -- Key points in this chapter -- Case study A -- Case study B was even worse -- Pure lying -- Keys to doing it right -- Pleased with themselves -- Successful change processes -- Engineering systems and human systems -- Living systems -- Self-organization -- Ten questions about behaviour and not just strategy or structure -- Checklists -- 6 Is the organization better, indifferent or worse? -- Re-arranging the deck chairs on the Titanic -- Key points in this chapter -- Damage to the finance company: case study A -- Case study B -- Outcome measures and including others -- Mapping where you want to get to -- How do you know where you are: A, B or C? -- What is the nature of change? -- Ten questions about being better, indifferent or worse as an organization -- Checklists -- PART III Resistance and reactions -- 7 Resistance from intelligent people -- What is resistance to change? -- Key points in this chapter -- Forms of resistance in case study B -- Case study A -- The meaning of resistance to change -- Other meanings of resistance to change: active and passive resistance -- How the change team/consultants view resistance to change -- How the change team creates resistance

An alternative view of resistance to change -- The resistance and defensiveness of the consulting team -- Five golden rules for dealing with resistance to change -- Other views -- Other explanations of the organization's resistance -- Ten questions on the resistance of intelligent people -- Checklists -- 8 The deep trauma of redundancy -- Voices of redundancy -- The grief and loss associated with work life -- Key points in this chapter -- Understanding redundancies: formal and psychological contract -- The derivation of deep trauma -- Two case studies of redundancy -- Dealing with emotional things -- Rite of passage: the breadth of redundancy -- Coping -- Ten questions on the deep trauma of redundancy -- Checklists -- References -- Index



فهرست مطالب

Content: Introduction Part I Change can make your organization worsePart II Change can make your organization betterPart III Resistance and reactionsPart One: Making the organization worseChapter One: Self-awareness and self-deceptionChapter Two: The destruction of the identity of the organizationChapter Three: Destroying cohesion in the organizationPart II: Making the organization betterChapter Four: GobbledygookChapter Five: Behaviour not just strategy and structureChapter Six: How do you know if the organization is better or worse?Part III Resistance and reactions to change Chapter Seven: Resistance from Intelligent PeopleChapter Eight: The Deep Trauma of Redundancy




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