000			01674cam a22003134a 4500
008			100719s2011 nyuab b 000 0 eng
010			_a 2010030324
020			_a9780073102740
040			_aDLC _cDLC
050	0	0	_aHD58.8 _b.J53 2011
082	0	0	_a658.4/06 _222
100	1		_aJick, Todd, _d1949-
245	1	0	_aManaging change : _bcases and concepts / _cTodd D. Jick, Maury A. Peiperl
250			_a3rd ed.
260			_aNew York : _bMcGraw-Hill/Irwin, _c2011.
300			_axxix, 617 p. : _bill., maps ; _c24 cm.
504			_aIncludes bibliographical references.
650		0	_aOrganizational change
650		0	_aOrganizational change _vCase studies
700	1		_aPeiperl, Maury A.
035			_a(IMchF)fol13278056
526	0		_aMGMT311
520			_aManaging Change: Cases and Concepts, 3e by Todd Jick and Maury Peiperl is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. The materials in this edition--cases and readings--have been chosen and arranged to introduce change as an integrated process. Cases in the text represent a wide variety of change situations. Accompanying many cases are readings, likewise chosen to reflect a broad range of issues. Some readings provide theoretical underpinnings for a case, supporting the action: others challenge the action with alternative viewpoints. Still others provide broader context--views of the changing world, for example, or commentaries on how we look at change; ideas that go well beyond the issues in any particular case.
526	0		_aMGMT915
005			20170126095529.0
001			35583
003			UOWD
942			_cREGULAR
999			_c17211 _d17211