Cooking up great ideas of how things ought to be is easy. Getting things to actually change is hard, especially in large, complex organizations. The meeting about ”the new vision” goes over fine, then everyone drifts back to his or her office and nothing changes. This book provides the diagnostic tools managers need to assess their particular needs for change, and then the tool kit required to implement the changes one wants to see.
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Editorial Reviews
From Library Journal
In business, reengineering is the idiom of the day. Brought to prominence by Michael Hammer and James Champy (Reengineering the Corporation, HarperBusiness, 1993), reengineering calls for an organization to examine itself and its processes. Ironically, whatever the impetus, 70 percent of all reengineering efforts result in failure. In this work, Smith, a management consultant and coauthor of The Wisdom of Teams (LJ 2/1/93), attempts to move reengineering in a more positive direction and provides a syllabus for understanding and implementing a reengineering effort. For Smith, the emphasis is on people and performance. Change is never easy, and the value of the book is in the real situations and examples where change has been attempted, sometimes successfully, sometimes not (lessons can be learned from failure). Aside from being an excellent primer with clearly illustrated models, the last chapter, dealing with personal leadership, is noteworthy. Any organization contemplating a change effort should read this chapter before taking the journey.?Steven Silkunas, Southeastern Pennsylvania Transit Authority, Philadelphia
Copyright 1996 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Copyright 1996 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
About the Author
Douglas K. Smith is a private consultant who has worked with such corporations as AmEx, Duracell, IBM, and Nabisco. Along with The Wisdom of Teams, his books include Fumbling the Future: How Xerox Invented Then Ignored the First Personal Computer. He holds a B.A. from Yale and a J.D. from Harvard. He lives in Millbrook, New York.
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Most Helpful Customer Reviews
13 of 14 people found the following review helpful:
5.0 out of 5 stars
The best hand-on book about Change Management available.,
By
This review is from: Taking Charge Of Change: Ten Principles For Managing People And Performance (Paperback)
This is clearly the best book about the practical side of Change Management I've read so far (and I've read more then 20 by now). This book really helps me in my day-to-day work as a Change Manager. Smith has closed a big gap in the Change Management literature, this is the most practical book you can look for! Highly recommended.
7 of 9 people found the following review helpful:
5.0 out of 5 stars
An Excellent How To Guide on Managing/Creating Change.,
By A Customer
This review is from: Taking Charge Of Change: Ten Principles For Managing People And Performance (Paperback)
I found the book to be extremely informative. Douglas Smith has done a masterfull job of creating a step by step guide for the process of both Creating and Managing Change in any organization. He also points out why many Change Efforts fail. The 10 step guide that he has created should help us all avoid the common pitfalls of this process and help greatly improve our odds of success. I highly recommend this book to anyone who is either thinking about starting a change effort or currently in the midst of one now.
3.0 out of 5 stars
Some good ideas, but not the best.,
By A Customer
This review is from: Taking Charge Of Change: Ten Principles For Managing People And Performance (Paperback)
This is a good book, but it is not one of the best. Get copies of Kotter, Schein, Beitler, or Collins' books.
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Inside This Book
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First Sentence:
In the wake of unrelenting change surging through the private, government, and not-for-profit sectors, today's most urgent leadership challenge has shifted. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
personal performance commitments, many existing people, instructional interns, harmonizing initiatives, hierarchical leverage, specific performance challenges, real team performance, many existing employees, new management principles, new organization designs, personal education plans, traditional managerial approaches, own behavior change, based behavior change, quality breakthroughs, specific new skills, champion region, breakthrough teams, capability selling, enlisting people, taking responsibility for change, total customer service, specific performance goals, solution selling, performance agendas Key Phrases - Capitalized Phrases (CAPs): (learn more)
Iberian Motors, Quality Shop, Mike Berkin, Helping Hand, State Courts, Joan Yancey, Clean Keepers, Magma Metals, Rapid Response, Terry Murphy, Change Board, Dan Holloway, John Champagne, Bob Guadiana, Client Service Center, Ron Glover, South Pointe, Wheel of Change, Department of Administration, Kodak's Black, General Electric, Information Resources, Johnson Controls, North America, Quality Assurance Committee New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
In the wake of unrelenting change surging through the private, government, and not-for-profit sectors, today's most urgent leadership challenge has shifted. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
personal performance commitments, many existing people, instructional interns, harmonizing initiatives, hierarchical leverage, specific performance challenges, real team performance, many existing employees, new management principles, new organization designs, personal education plans, traditional managerial approaches, own behavior change, based behavior change, quality breakthroughs, specific new skills, champion region, breakthrough teams, capability selling, enlisting people, taking responsibility for change, total customer service, specific performance goals, solution selling, performance agendas Key Phrases - Capitalized Phrases (CAPs): (learn more)
Iberian Motors, Quality Shop, Mike Berkin, Helping Hand, State Courts, Joan Yancey, Clean Keepers, Magma Metals, Rapid Response, Terry Murphy, Change Board, Dan Holloway, John Champagne, Bob Guadiana, Client Service Center, Ron Glover, South Pointe, Wheel of Change, Department of Administration, Kodak's Black, General Electric, Information Resources, Johnson Controls, North America, Quality Assurance Committee New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Citations (learn more)
This book cites 9
books:
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28
books
cite this book:
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- The Wisdom of Teams: Creating the High-Performance Organization (Collins Business Essentials) by Jon R. Katzenbach on page 218, and page 253
- The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge on page 84
- Fumbling the Future: How Xerox Invented, then Ignored, the First Personal Computer by Douglas K. Smith in Front Matter
- Moments of Truth by Jan Carlzon in Back Matter
- Les Aventures de Tom Sawyer by Mark Twain on page 164
See all 9 books this book cites
- Global Leadership: The Next Generation by Marshall Goldsmith on page 242, page 246, and page 298
- The Discipline of Teams: A Mindbook-Workbook for Delivering Small Group Performance by Jon R. Katzenbach on page 203, Back Matter, and Back Flap
- The Bad Attitude Survival Guide: Essential Tools For Managers by Harry E. Chambers on page 255, and Back Matter
- Leader to Leader: Enduring Insights on Leadership from the Drucker Foundation's Award Winning Journal by Frances Hesselbein on page 95, and page 233
- The Wisdom of Teams: Creating the High-Performance Organization (Collins Business Essentials) by Jon R. Katzenbach in Back Cover
See all 28 books citing this book
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