000			01862cam a2200253 i 4500
003			MIUC
005			20181220144339.0
008			120803r20121996maua 000 0 eng
020			_a9781422186435
040			_aDLC _cDLC _dDLC _beng
082	0	0	_a658.406
100	1		_aKotter, John P., _d1947- _9879
245	1	0	_aLeading change / _cJohn P. Kotter.
260			_aBoston : _bHarvard Business Review Press, _cc2012.
300			_axii, 194 p. : _bill. b&w; _c24 cm.
500			_aIncludes new preface by the author.
505	0		_aPt. 1. The change problem and its solution. Ch. 1. Transforming organizations: why firms fail. Ch. 2. Successful change and the force that drives it -- Pt. 2. The eight-stage process. Ch. 3. Establishing a sense of urgency. Ch. 4. Creating the guiding coalition. Ch. 5. Developing a vision and strategy. Ch. 6. Communicating the change vision. Ch. 7. Empowering employees for broad-based action Ch. 8. Generating short-term wins. Ch. 9. Consolidating gains and producing more change. Ch. 10. Anchoring new approaches in the culture -- Pt. 3. Implications for the twenty-first century. Ch. 11. The organization of the future. Ch. 12. Leadership and lifelong learning.
520			_aFrom the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession--we've learned that widespread and difficult change is no longer the exception. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, it provides a practical resource for leaders and managers charged with making change initiatives work.
650		0	_aOrganizational change _919
650		0	_aLeadership _9845
650		0	_aIndustrial organization _9880
650		0	_aStrategic planning _9877
942			_2ddc _cBK