A MODERN APPROACH: In an era of constant change, models for managing a single change at a time, like Kotter's famous eight - stop method, won't work. Pasmore's model helps leaders manage multiple change efforts simultaneously. HIGH - PROFILE AUTHOR: Pasmore is a Senior VP at the Center for Creative Leadership, a professor at Columbia University, and editor for the Journal of Applied Behavioral Sciences, as well as a global consultant and speaker. CCL SUPPORT: The Center for Creative Leadership is the most prominent global leadership institution in the world. CCL has already committed to an aggressive strategy to promote the work worldwide.…mehr
A MODERN APPROACH: In an era of constant change, models for managing a single change at a time, like Kotter's famous eight - stop method, won't work. Pasmore's model helps leaders manage multiple change efforts simultaneously. HIGH - PROFILE AUTHOR: Pasmore is a Senior VP at the Center for Creative Leadership, a professor at Columbia University, and editor for the Journal of Applied Behavioral Sciences, as well as a global consultant and speaker. CCL SUPPORT: The Center for Creative Leadership is the most prominent global leadership institution in the world. CCL has already committed to an aggressive strategy to promote the work worldwide.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Bill Pasmore is a Senior Vice President and Global Organizational Practice Leader for the Center for Creative Leadership, and a Visiting Professor of Organization and Leadership and advisor to the Provost on continuing education programs at Columbia University. He is also Editor of the Journal of Applied Behavioral Sciences. He was formerly a partner with Oliver Wyman Delta consulting, headed his own consulting firm, was a tenured professor at Case Western Reserve University, and taught at Stanford and Insead.
Inhaltsangabe
Foreword by John Ryan, President & CEO, Center for Creative Leadership Preface 1. Riding the Coaster 2. Leading Complex, Continuous Change 3. Discovering: Think Fewer 4. Deciding: Think Scarcer 5. Doing: Think Faster 6. Discerning: Think Smarter 7. Building Greater Change Capacity over Time 8. The Key Message and Guidelines for Action Appendix: A Checklist for Assessing Where You Are Appendix B: Leading Continuous Change Self-Assessment
Foreword by John Ryan, President & CEO, Center for Creative Leadership Preface 1. Riding the Coaster 2. Leading Complex, Continuous Change 3. Discovering: Think Fewer 4. Deciding: Think Scarcer 5. Doing: Think Faster 6. Discerning: Think Smarter 7. Building Greater Change Capacity over Time 8. The Key Message and Guidelines for Action Appendix: A Checklist for Assessing Where You Are Appendix B: Leading Continuous Change Self-Assessment
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