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Organizational Change In Practice: The Eight Deadly Sins Pre By Garden, A.
788.00 EGP

Organizational Change In Practice: The Eight Deadly Sins Pre By Garden, A.

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788.00 EGP 

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Category Type
Management & Training
ISBN
9780415790154
Author
Garden, A.
Publisher
Routledge.
Description:

  • This book challenges the practice or organizational change programmes. It uses two case studies in depth to illustrate that consulting companies can often get it wrong. Senior managers often do not know enough about managing change. The text is arranged around eight deadly sins to avoid in the practice of change: self-deception of the change agents rather than self-awareness; destruction of ...

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PRODUCT INFORMATION

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    Specifications

    Category Type
    Management & Training
    ISBN
    9780415790154
    Item EAN
    2724604833649
    People
    Author
    Garden, A.
    People
    Publisher
    Routledge.
    Category Type
    Management & Training
    ISBN
    9780415790154
    Item EAN
    2724604833649
    People
    Author
    Garden, A.
    People
    Publisher
    Routledge.
    Technical Information
    Binding
    Paperback
    Languages and countries
    Book Language
    English
    Read more
  •  

    Description:

    • This book challenges the practice or organizational change programmes. It uses two case studies in depth to illustrate that consulting companies can often get it wrong. Senior managers often do not know enough about managing change. The text is arranged around eight deadly sins to avoid in the
    • This book challenges the practice or organizational change programmes. It uses two case studies in depth to illustrate that consulting companies can often get it wrong. Senior managers often do not know enough about managing change. The text is arranged around eight deadly sins to avoid in the practice of change: self-deception of the change agents rather than self-awareness; destruction of the identity of the organization caused by arrogance; especially of the large consulting companies; destruction of cohesion; gobbledygook language; concentrating on structural change, not behavioural change; making the organization worse, not better; the intelligence in resistance; and the deep trauma of redundancy.
 

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