|Amazon Price||New from||Used from|
Business consultant and author David Nadler draws on direct experiences with several top CEOs for this well-written book about organizational change, specifically "leadership change." The 14 chapters fall roughly into three sections. In the first section Nadler surveys the forces that make change inevitable but so difficult for modern businesses. Then he presents several tools and techniques to treat organizational change, including planning, direction setting, and selecting new strategies. (A strength here is the discussion about redesigning organizations, aligning strategy and culture, perfecting staffing techniques, and sustaining change.) In the final section he vividly discusses the pivotal role of senior management and offers several new principles for CEOs and companies to help guide effective change efforts. Primarily for CEOs and other top executives, this book, with useful models and company examples, is also recommended for MBA and graduate-level students in organizational development.?Joseph W. Leonard, Miami Univ., Oxford, Ohio
Copyright 1997 Reed Business Information, Inc.
"In today's environment, every manager needs to be a champion of change. This book will be immensely valuable to managers at all levels of the organization. David Nadler provides the practical advice and real-life examples that can help people become effective leaders of organizational change." -Walter V. Shipley, chairman and chief executive officer, The Chase Manhattan Corporation
"A practical, thoughtful guide to change management. It is a pleasure to read, full of great examples and ideas." -Ed Lawler, director, Center for Effective Organizations, University of Southern California
"Few executives expect the future to be more stable than the present. Yet few have seriously begun the long journey of thinking and redesigning themselves and their organizations for the future. The insights and methods presented by David Nadler will, hopefully, engender the courage to embark." -Peter M. Senge, director, Center for Organizational Learning, Sloan School of Management, Massachusetts Institute of Technology
"Immensely readable. This work bolts together the image or theory and the reality of what is required to change the performance of an enterprise. Whether the challenge is renewal or fundamental change, this book delivers real-life depictions that will help all who invest the time." -Richard A. McGinn, president and chief operating officer, Lucent Technologies Inc.
Not impressed with the style or way the book reads. It seems as though the authors are trying to make certain points, but never really do. Read morePublished on October 26, 2012 by L. K. Larson