Book Description

Leading Minds and Landmark Ideas In An Easily Accessible Format

From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.

From the seminal article, "Leading Change," by John Kotter to Paul Strebel on why employees so often resist change, Harvard Business Review on Change is the most comprehensive resource available for embracing corporate change--and using it to your company's greatest advantage. A Harvard Business Review Paperback.

Presents the advantages & pitfalls surrounding coporate change initiatives; an opportunity to reconsider, reassess, or discover for the first time many landmark ideas for organizational change.

Card catalog description

Harvard Business Review has been a leader in exploring both the advantages and the pitfalls surrounding corporate change initiatives, and with Harvard Business Review on Change comes an opportunity to reconsider, reassess, or discover for the first time many of these landmark ideas. From inspiring confidence and support while leading change, to understanding why employees so often resist transitions, this is the definitive resource for embracing change - and using it to your company's greatest advantage.

From the Backcover

Organizational change is a double-edged management tool. It can build a tighter, more focused business-or unleash a backlash of unrest and turbulence. Harvard Business Review has been a leader in exploring both the advantages and pitfalls surrounding corporate change initiatives, and with Harvard Business Review on Change comes an opportunity to reconsider, reassess, or discover for the first time many of these landmark ideas. From inspiring confidence and support while leading change, to understanding why employees so often resist transitions, this is the most comprehensive resource available for embracing change-and using it to your company's greatest advantage.

Includes Articles:

* Leading Change: Why Transformation Efforts Fail (John P. Kotter)

* Building Your Company's Vision (James C. Collins and Jerry I. Porras)

* Managing Change: The Art of Balancing (Jeanie Daniel Duck)

* The Reinvention Roller Coaster: Risking the Present for a Powerful Future (Tracy Goss, Richard Pascale, and Anthony Athos)

* Changing the Mind of the Corporation (Roger Martin)

* Why Do Employees Resist Change? (Paul Strebel)

* Reshaping an Industry: Lockheed Martin's Survival Story (Norman R. Augustine)

* Successful Change Programs Begin with Results (Robert H. Schaffer and Harvey A. Thomson)

About HBR

Harvard Business Review is a general management magazine published since 1922 by Harvard Business School Publishing, owned by the Harvard Business School. A monthly research-based magazine written for business practitioners, it claims a high ranking business readership and enjoys the reverence of academics, executives, and management consultants. It has been the frequent publishing home for well known scholars and management thinkers, among them Clayton M. Christensen, Peter F. Drucker, Michael E. Porter, Rosabeth Moss Kanter, Gary Hamel, C.K. Prahalad, Robert S. Kaplan, and others. Management and business concepts and terms such as "Balanced scorecard," "Core competence," "Strategic intent," "Reengineering," "Globalization," "Marketing myopia," and "Glass ceiling" were first given prominence in HBR's pages. Its worldwide English-language circulation is 240,000, and there are 11 licensed editions of the magazine, including two Chinese-language editions, a German edition, and an English-language South Asia edition. The magazine is editorially independent of Harvard Business School. It is not peer reviewed.

Book Dimension

length: (cm)21.5 　　　 　　　　　 　　　　　 width:(cm)14.2