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1.Taking a Systemic Approach to Change.
Introduction.
Most change programs aren’t worth the effort.
Why do organizations need to guide change?
The example of downsizing.
A survey of high performers.
Our systemic approach.
Context.
Outcomes.
Method.
Conclusions.
References.
Part 1: The Outcomes of Transformation.
2.Building the Janusian Organization.
Who is Janus?
What is Janusian thinking?
What is a Janusian organization?
Why do Janusian organizations need to lead for change and transformation?
Spectrum of change
Spectrum of change-management strategies.
Conclusion.
3.Creativity and Innovation for Transformation.
New challenges, old responses.
From ‘doing better’ to ‘doing different’.
Searching and scanning.
Creativity in searching and scanning.
Strategic decision-making and problem-solving.
Changing organizational routines.
Creativity in changing organizational routines.
4.Creating Blockbusters.
What are blockbusters?
Characteristics of creative products.
How are blockbusters developed?
Who develops blockbusters?
Do blockbusters require a special environment?
Implications and conclusion.
Part 2: The Part People Play.
5.Leading and Managing for Transformation.
Historical approaches to leadership.
Contemporary approaches to leadership.
Leading versus managing.
Creative leadership.
A model for creative leadership.
6.Owning up to Change.
Ownership.
Clientship.
Sponsorship.
Instilling ownership.
Appendix 6.1.
7.Teamwork for Transformation: Applying VIEW to Help Make Teams Productive.
Deciding to use a group.
Characteristics that promote teamwork.
Challenges to watch for with teams.
Orientation to change.
Manner of processing.
Ways of deciding.
Team development.
Part 3: Transformation Methods.
8.Managing Change Methods.
What is a change method?
Why so many change methods?
Changing the way we change.
Different kinds of change.
The need for navigation.
Planning your approach to change.
Contingencies for appraising tasks.
A task appraisal model.
Designing Process.
Constraints from the context.
Making the change happen.
Ways of interacting.
9.Alternative Change Methods.
A vocabulary for understanding methods.
An example of the ‘muddle’.
Our approach.
The change methods.
10.Applying Creative Problem-Solving to New Product Development.
Meeting the innovation challenge.
Pathways to growth.
Riding two horses.
Creative problem-solving: our current framework.
Key lessons learned.
Part 4: The Context for Transformation.
11.Transforming the Culture and Climate.
What is culture?
What is organizational culture?
What does culture include?
Can leadership change culture?
What is climate?
Culture versus climate.
A model for organizational change.
The transactional factors.
12.The Climate for Innovation and Growth.
The Situational Outlook Questionnaire.
Climate dimensions and sample strategies.
13.Creating the Climate for Transformation.
What do we know about leadership behavior?
Case 1: A symphony orchestra.
Case 2: A medical technology company.
Case 3: An electrical engineering division.
General themes across cases.
Climate creation enables a systemic approach to change.
Conclusions and implications.
이용현황보기
Since people are at the heart of any transformation issue, Meeting the Innovation Challenge includes helpful information on the various roles required to initiate and sustain change efforts. Many change initiatives use teams, so specific tools are outlined to create and manage teamwork for transformation.
Those who lead and manage organizations have too many change methods from which to choose. This book offers practical advice on how to select and manage a variety of change methods, as well as a helpful selected list of many of the methods available from which to choose. An example is drawn and explained from the area of new product or service development.
An often-overlooked element of climate and context is also addressed. Successful innovation, change and transformation require an environment in which people are ready, willing and able to initiate and sustain change. Meeting the Innovation Challenge addresses this area by clarifying the differences between culture and climate, and then offering practical ways to understand and create the climate for transformation.
New feature
Essential reading for both practitioners and students, Meeting the Innovation Challenge moves beyond "What is the difference between leadership and management?" to "How do we use a full spectrum of creative leadership skills to improve our responses to the need for change?"
"Status and significance within organizations are often advertised, not simply by the size or position of a person's office, but by the size of their bookcase and the number of business books on display. Look closely, however, and most remain pristine, their pages crisply blocked and as solid as the day the printer's guillotine fell. Here's a book that'll be different: destined to be endlessly thumbed and dog-eared by real people engaged in transformation. They couldn't be in better hands. The authors are real people, bringing wisdom, insight and hard-won experience to that most difficult of tasks, leading transformation." —Mike King, Ogilvy and Mather, London, UK
"Professors Scott Isaksen and Joe Tidd remind us that change and success are ultimately human endeavors. They tear down the distinctions between leadership and management and innovation and creativity that lead us to focus on characteristics rather than character. Most importantly, Isaksen and Tidd offer a rigorous integrated model for creative leadership and provide concrete ideas and suggestions, bringing that model alive. This is an important book." —Eugene J. McAllister President, University of Great Falls Montana, USA
"As someone who has been doing research on organizational climate and leadership for the past forty years, I have particular interest in finding ways to stimulate and utilize the creative capabilities of people who work within organizations. This is a key challenge for those who seek both radical and incremental change. I am impressed that this book offers broader and deeper insights into such a relevant topic, and believe that it will be an excellent resource for both practitioners and scholars." —Göran Ekvall, Professor Emeritus Organizational Psychology Stockholm, Sweden
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