BoD – Books on Demand, 2012 - 356 Seiten
The core features of the approach to managing change outlined in the book are balancing and blending. Against the background of diverse opportunities and risks of change management, a balanced handling seems most appropriate. The existence of manifold risks for change projects (due to resistance, inertia or confusion) makes resilience a more realistic vision for change managers than excellence. In conjunction with a balanced approach of handling risks and opportunities, a framework of balanced resilience evolves. This framework is focused on managing two categories of barriers: the barriers to success as a contribution to opportunity management and the barriers to failure as a contribution to risk management. The blending of tools creates hybrid toolboxes, composed of antithetic components such as "soft" and "hard" tools or "physical" and "virtual" environments.
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Performance Measurement and Management in Change Management
Paradigms Patterns and Parameters of Change Management
Paradigms Patterns and Parameters of Change Management 35 4 Domains of Change Management
Blended Toolboxes for Change Management
Management of Opportunities and Risks
Change Management Frameworks
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activities approach balanced resilience Balanced Scorecard barriers to failure barriers to success blended learning brick & click Business Process Reengineering business processes centers change initiatives Change Leadership Value change management change processes change programs change project communication competence competitive complementors complexity concept configuration context Coopetition coordination core costs dynamics e-business effectiveness efficiency employees enterprise entrepreneurs entrepreneurship existing explicit knowledge external Figure focused framework global hand hierarchical hybrid implementation information asymmetry infrastructure innovation integration interaction Internet interpreneurs interventions Journal of Change knowledge management learning manpower mass customization matrix models motivation opportunities optimal Organizational Change organizational units orientation outsourcing paradigm partners patterns performance measures pitfalls planning proactive project management project organization project team promoters radical relationships relevant represent risk role scope sectors specific strategies structures suppliers target groups toolboxes traditional transition virtual companies virtual organizations