Big change, best path : (Record no. 27800)

MARC details
000 -LEADER
fixed length control field 06095nam a22003378a 4500
FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 150817s2015 enk 000 0 eng
LIBRARY OF CONGRESS CONTROL NUMBER
LC control number 2015031270
INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 9780749469429
CATALOGING SOURCE
Original cataloging agency DLC
Language of cataloging eng
Transcribing agency DLC
AUTHENTICATION CODE
Authentication code pcc
LIBRARY OF CONGRESS CALL NUMBER
Classification number HD58.8
Item number .P3627 2015
DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.4/063
Edition information 23
OTHER CLASSIFICATION NUMBER
Classification number BUS085000
-- BUS041000
-- COM021030
-- BUS103000
Number source bisacsh
SYSTEM CONTROL NUMBER
System control number (IMchF)fol15846003
DATE AND TIME OF LATEST TRANSACTION
control field 20170126100927.0
CONTROL NUMBER
control field 62428
CONTROL NUMBER IDENTIFIER
control field UOWD
MAIN ENTRY--PERSONAL NAME
Personal name Parry, Warren
TITLE STATEMENT
Title Big change, best path :
Remainder of title successfully managing organizational change with wisdom, analytics and insight /
Statement of responsibility, etc. Warren Parry
PROJECTED PUBLICATION DATE
Projected publication date 1510
PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. London :
Name of publisher, distributor, etc. Kogan Page,
Date of publication, distribution, etc. c2015.
PHYSICAL DESCRIPTION
Extent xviii, 285 p. :
Other physical details ill., maps ;
Dimensions 25 cm.
SUMMARY, ETC.
Summary, etc. Using ground-breaking modelling from ChangeTrack Research, Big Change, Best Path brings unique insights to the dynamics and process of organizational change, understanding success and failure, defining and describing the levers and conditions of change, and the patterns and paths of organizational change. It shows that a whole new way of managing change is possible, from empirical benchmarking, predictive approaches that highlight the specific actions needed at any point of a change program, and visualization for senior managers to show how each part of an organization is responding. The authors also challenge many of the myths of change management and the dynamics of how organizations respond to change, clearly showing the common pitfalls and misunderstandings. Big Change, Best Path explains a new, more analytical way and process for driving successful change, and presents a ground-breaking vision for the future of how organizations can become more agile and resilient.
FORMATTED CONTENTS NOTE
Formatted contents note Machine generated contents note: Foreword -- Acknowledgements01 Changing how we change -- Our research: capturing the experiences of 750,000 travellers -- A map and predictable pathways for change -- Moving beyond myths -- The change imperative -- Full-colour maps -- Map 1 Change map showing the different regions of change -- Map 2 Map of the nine 'capital cities' regions02 Understanding change through maps -- The research: distilling the wisdom of 750,000 travellers -- Performance outcomes: business performance and benefits realization -- Turbulence: taking into account the conditions under which change takes place -- The 10 managerial drivers of change -- Benchmarking: showing what actions are needed -- Looking deeper: what truly drives performance? -- From data to maps: visualizing the complex interactions of different variables -- Common pathways: getting from one region to another -- Mastering the nine dynamics of change -- Summary for Chapter 2: key insights03 High Performance: Reaching the highest levels of performance -- Getting to High Performance -- High Performance insights -- The challenges of High Performance -- Pushing the Limits -- Achieved with Loss of Heart -- Cruising, a capital city -- Common pathways exiting Cruising -- Getting to the top - and staying there -- Summary for Chapter 3: key insights04 Off Track: When everything falls apart -- Off Track dynamics and misconceptions -- Different ways to spiral downward -- Case for Action, a capital city - where the seeds of hope can be found -- Nurturing the seeds of hope and renewal -- Leadership - the key for action -- Common pathways exiting Case for Action -- Tackling deeper-seated issues -- Summary for Chapter 4: key insights05 Unsustainable: When change is at the crossroads -- Unsustainable insights -- When change is unsustainable -- Just Get On with It -- The right way to rightsize -- Saying 'goodbye' and 'hello' -- Unlocking the passion for change -- Leading by example -- Common pathways exiting Just Get On with it -- The importance of emotions -- Summary for Chapter 5: key insights06 Struggling under Pressure: When teams falter -- Struggling under Pressure insights -- The characteristics and dynamics of Struggling under Pressure -- Lessons from Mount Everest -- Organizational disconnects -- How to increase accountability -- How to build strong teams -- The importance of good governance -- Common pathways exiting Struggling under Pressure -- Towards the On Track zone -- Summary for Chapter 6: key insights07 On Track: Win the war for resources and move out of the middle ground -- On Track insights -- Five core dynamics and five capital cities -- Yes, but: change without the necessary resources -- Three keys to better resource management -- Common pathways exiting Yes, but -- Beyond resource limitations -- Summary for Chapter 7: key insights08 In the Dark: Mobilize around the vision -- In the Dark key insights -- In the Dark - like 'herding cats' -- Moving into the light -- Understanding what drives vision and direction -- Communicating effectively -- Building strong communities -- Common pathways exiting In the Dark -- Embracing the big picture -- Summary for Chapter 8: key insights09 Sleepy in Success: Get back in the game -- Sleepy in Success insights -- Characteristics of Sleepy in Success -- Getting the right leaders in the right roles working in the right direction -- Recruiting the right leaders for difficult situations -- The role of the team leader in managing 'damage' -- The importance of trust in team leadership -- Employee engagement and organizational change -- Team leaders and accountability -- Recognizing and rewarding team members -- Seeing situations clearly -- Common pathways exiting Sleepy in Success -- Moving away from complacency -- Summary for Chapter 9: key insights10 Building Momentum: When good is not good enough to jump to the next level -- Building Momentum insights -- Building momentum for change -- How business leade.
SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Organizational change
General subdivision Management
SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element BUSINESS & ECONOMICS / Organizational Behavior
Source of heading or term bisacsh
SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element BUSINESS & ECONOMICS / Management
Source of heading or term bisacsh
SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element COMPUTERS / Database Management / Data Mining
Source of heading or term bisacsh
SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element BUSINESS & ECONOMICS / Organizational Development
Source of heading or term bisacsh
ADDED ENTRY ELEMENTS (KOHA)
Koha item type REGULAR
Holdings
Date last seen Full call number Barcode Cost, replacement price Price effective from Koha item type Lost status Source of classification or shelving scheme Damaged status Not for loan Withdrawn status Home library Current library Shelving location Date acquired Source of acquisition Cost, normal purchase price
26/01/2017 658.4063 PA BI T0018975 29.99 26/01/2017 REGULAR   Dewey Decimal Classification       University of Wollongong in Dubai University of Wollongong in Dubai Main Collection 05/11/2015 AMAUK 29.99