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Führender Wandel aus der Mitte: Ein praktischer Leitfaden für den Bau außergewöhnlic
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Artikelmerkmale
- Artikelzustand
- ISBN
- 9780815725220
Über dieses Produkt
Product Identifiers
Publisher
Brookings Institution Press
ISBN-10
0815725221
ISBN-13
9780815725220
eBay Product ID (ePID)
167499603
Product Key Features
Number of Pages
137 Pages
Publication Name
Leading Change from the Middle : a Practical Guide to Building Extraordinary Capabilities
Language
English
Publication Year
2014
Subject
Public Affairs & Administration, Industrial Management, General, Management Science, Management, Organizational Development
Type
Textbook
Subject Area
Political Science, Business & Economics
Format
Hardcover
Dimensions
Item Height
0.7 in
Item Weight
16 Oz
Item Length
1 in
Item Width
1 in
Additional Product Features
Intended Audience
Scholarly & Professional
LCCN
2014-005551
Dewey Edition
23
Reviews
"Jackson Nickerson has created a framework in Leading Change from the Middle that should be put on a wall poster for every manager in government. This is a change management guide that would have been very helpful to me in implementing the American Recovery and Reinvestment Act and the Government Performance and Results Act." --G. Edward Deseve, former Special Adviser to President Barack Obama and Deputy Director of the Office of Management and Budget under President Bill Clinton
Illustrated
Yes
Dewey Decimal
658.4/092
Synopsis
Bookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those in the middle who are increasingly tasked with trying to reshape, reorient, or recreate the capabilities of an organization? Leading Change from the Middle takes you on the journeys traveled by Kurt Mayer, an information technology executive in the Department of Defense trying to build a new IT system in record time with limited resources, and Stephen Wang, a mid-level leader in city government trying to build a capability for supporting commercial agriculture. Kurt and Stephen have to navigate complex organizational and stakeholder landscapes in which they often have few decision rights and few resources--a common scenario for mid-level leaders. One succeeds; one does not. While following Kurt and Stephen, the book introduces a new approach for increasing the likelihood of successfully leading change. This new approach breaks down into three core strategies: First, identify all relevant stakeholders and partition them into four categories: superordinates, subordinates, customers, and complementors/blockers (those who control needed resources but over whom the leaders have no authority). Second, for each stakeholder category, identify Communications, Strategies, and Tactics (referred to as CoSTS). Third, don't stimulate negative emotions that make people DEAF--Disrespect, Envy, Anger, and Fear--to efforts to produce change. As the book follows the journeys of Kurt and Stephen, it walks through the details of each strategy. In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations--from the middle. , Bookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those in the middle who are increasingly tasked with trying to reshape, reorient, or recreate the capabilities of an organization? "Leading Change from the Middle" takes you on the journeys traveled by Kurt Mayer, an information technology executive in the Department of Defense trying to build a new IT system in record time with limited resources, and Stephen Wang, a mid-level leader in city government trying to build a capability for supporting commercial agriculture. Kurt and Stephen have to navigate complex organizational and stakeholder landscapes in which they often have few decision rights and few resources--a common scenario for mid-level leaders. One succeeds; one does not.While following Kurt and Stephen, the book introduces a new approach for increasing the likelihood of successfully leading change. This new approach breaks down into three core strategies: First, identify all relevant stakeholders and partition them into four categories: superordinates, subordinates, customers, and complementors/blockers (those who control needed resources but over whom the leaders have no authority).Second, for each stakeholder category, identify Communications, Strategies, and Tactics (referred to as CoSTS).Third, don't stimulate negative emotions that make people DEAF--Disrespect, Envy, Anger, and Fear--to efforts to produce change. As the book follows the journeys of Kurt and Stephen, it walks through the details of each strategy.In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations--from the middle., Bookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those in the middle who are increasingly tasked with trying to reshape, reorient, or recreate the capabilities of an organization? Leading Change from the Middle takes you on the journeys traveled by Kurt Mayer, an information technology executive in the Department of Defense trying to build a new IT system in record time with limited resources, and Stephen Wang, a mid-level leader in city government trying to build a capability for supporting commercial agriculture. Kurt and Stephen have to navigate complex organizational and stakeholder landscapes in which they often have few decision rights and few resources--a common scenario for mid-level leaders. One succeeds; one does not. While following Kurt and Stephen, the book introduces a new approach for increasing the likelihood of successfully leading change. This new approach breaks down into three core strategies: First, identify all relevant stakeholders and partition them into four categories: superordinates, subordinates, customers, and complementors/blockers (those who control needed resources but over whom the leaders have no authority). Second, for each stakeholder category, identify Communications, Strategies, and Tactics (referred to as CoSTS). Third, don't stimulate negative emotions that make people DEAF--Disrespect, Envy, Anger, and Fear--to efforts to produce change. As the book follows the journeys of Kurt and Stephen, it walks through the details of each strategy. In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations--from the middle., Introducing reform, nurturing innovation, and otherwise effecting change in organizations are commonly discussed challenges in management circles. Bookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those midlevel managers who find themselves tasked with trying to reshape, reorient, or create the capabilities of an organization? What about leading change "from the middle" is different and unique compared to leading change from the top? There has been no framework to guide managers faced with that unique and vexing set of challenges - until now. Using authority alone is out of the question - midlevel managers do not have authority over all the relevant people and units. Relying on empowerment and engagement won't work either, because so many of the folks that need to be empowered actually answer to someone else. The "manager in the middle" may not be in a position to command actions and investments from other areas across the organization. He or she must look up, down, and in every direction in search of collaboration.In Leading Change from the Middle Jackson Nickerson - manager, professor, writer, and organizational consultant - introduces a new way to think about leading change from the middle. His framework employs a unique toolkit and approach to leading organizational change - an approach that has been tested with executive MBAs, government executives, and professional managers in real organizations. In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations - from the middle.
LC Classification Number
HD58.8.N4967 2014
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HPB-Emerald
98,4% positive Bewertungen•153 Tsd. Artikel verkauft
Angemeldet als gewerblicher Verkäufer
Verkäuferbewertungen (48'722)
- e***c (688)- Bewertung vom Käufer.Letzter MonatBestätigter KaufExcellent, fast service. Highly recommend.
- o***b (443)- Bewertung vom Käufer.Letzter MonatBestätigter KaufGood value . Thank you.
- e***i (240)- Bewertung vom Käufer.Letzter MonatBestätigter KaufSatisfied