Most books on leadership and organizational change focus on descriptive theory and research, simplistic and questionable gimmicks, or on biographical sketches of successful leaders whose character students are encouraged to emulate. Business students find the first kind of book boring. Faculty find the second kind fraudulent. Everybody finds the third kind of book fascinating but few believe that attempts to emulate paragons do much good. Leadership: The Art of Change avoids pedantry, gimmicks and hero worship while addressing the complex issues involved in trying to lead an organization. It…mehr
Most books on leadership and organizational change focus on descriptive theory and research, simplistic and questionable gimmicks, or on biographical sketches of successful leaders whose character students are encouraged to emulate. Business students find the first kind of book boring. Faculty find the second kind fraudulent. Everybody finds the third kind of book fascinating but few believe that attempts to emulate paragons do much good. Leadership: The Art of Change avoids pedantry, gimmicks and hero worship while addressing the complex issues involved in trying to lead an organization. It does not bury the reader in abstractions nor does it offer quick fixes. It presents solid material briefly, in a conversational manner, to hold the reader's interest and attention.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Lee Roy Beach is McClelland Professor of Management and Policy, and Professor of Psychology in the College of business and Public Administration at the University of Arizona. Previously, he served as Vice Dean, Eller College of Business and Public Administration at the University of Arizona. Professor Beach received his PhD in experimental psychology from the University of Colorado and began his professional career as a human factors researcher for the U.S. Navy, followed by service at the Office of Naval Research. After leaving the Navy, he completed two years of postdoctoral work at the University of Michigan before taking a position in the Department of Psychology at the University of Washington, where he moved from assistant to full professor and served as Chair. He has been a Visiting Scholar at Cambridge and Leiden Universities and a Visiting Professor at the University of Chicago. He is the author of over 125 scholarly articles and three books on organizational behavior and human decision making: Beach, L.R. (1998). Image Theory: Theoretical and Empirical Foundations. Mahwah, NJ: Erlbaum. Beach, L.R. (1997). The Psychology of Decision Making: People in Organizations. Newbury Park, CA: Sage. [FOS series, Second edition in preparation]
Inhaltsangabe
Acknowledgments Preface Introduction Assessment: Specifying Change Culture: Constraining Change Vision: Motivating Change Plans: Mapping Change Implementation: Producing Change Follow-through: Institutionalizing Change Conclusion: Expanding the Analysis of Change Leadership Appendix A: Assessing Customer Service Needs Appendix B: The Organizational Culture Survey Appendix C: Decision Techniques About the Author Index
