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Why Organizational Change Fails : Robustness, Tenacity, and Change in Organizations.
Why Organizational Change Fails is about the sturdy and stable aspect of organisations. The purpose of the book is to make change managers and OD consultants sensitive to signals of the robust part of an organization, helping them to see something different than they usually see: signs of change.
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Taylor & Francis,
2011.
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| Colección: | Management, organizations and society (London, England)
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
| LEADER | 00000cam a2200000Mi 4500 | ||
|---|---|---|---|
| 001 | EBOOKCENTRAL_ocn797918732 | ||
| 003 | OCoLC | ||
| 005 | 20240329122006.0 | ||
| 006 | m o d | ||
| 007 | cr |n||||||||| | ||
| 008 | 121125s2011 xx o 000 0 eng d | ||
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| 019 | |a 880748320 | ||
| 020 | |a 9780203815908 | ||
| 020 | |a 0203815904 | ||
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| 029 | 1 | |a AU@ |b 000053279800 | |
| 029 | 1 | |a DEBSZ |b 431009503 | |
| 035 | |a (OCoLC)797918732 |z (OCoLC)880748320 | ||
| 050 | 4 | |a HD58.8.O84 2011 | |
| 082 | 0 | 4 | |a 658.4/06 |
| 049 | |a UAMI | ||
| 100 | 1 | |a Van Oss, Leike. | |
| 245 | 1 | 0 | |a Why Organizational Change Fails : |b Robustness, Tenacity, and Change in Organizations. |
| 260 | |a Hoboken : |b Taylor & Francis, |c 2011. | ||
| 300 | |a 1 online resource (182 pages). | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 490 | 1 | |a Routledge Studies in Management, Organizations and Society | |
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Front Cover; Why Organizational Change Fails; Contents; List of Figures; List of Tables; Preface to the English Edition; Preface; Part I: Robustness; 1. Robustness; 2. Routines: The Social Aspect of Robustness; Introduction by Prof. Christien Brinkgreve: On the Tenacity of Sexual Differences; 3. The Learned Organization: The Cognitive Aspect of Robustness; Introduction by Prof. Theo Mulder: Changeable Unchangeability: On Human Motor Control in a Constantly Changing Environment; 4. Power: The Political Aspect of Robustness. | |
| 505 | 8 | |a Introduction by Prof. Jan van Hooff: Power and Stabilityin the Social Organization of Animals5. Pathological Forms of Robustness; Introduction by Dr. Piet Boonekamp: A Chance Meeting Between Phytophthora and the Potato?; Part II: Tenacity; 6. The Tenacity of Organizations; 7. Springing Back; Introduction by Prof. Louise Vet: Change for the Sake of Not Having to Change: A Metaphor from the Field of Ecology; 8. Smothering Change; Introduction by Prof. Hans Bennis: On the (Un)Changeability of Language; 9. Calculating. | |
| 505 | 8 | |a Introduction by Saskia van Dockum: Inertia and Change: Lessons from ArchaeologyPart III: Perspectives; 10. The Blind Spot; Introduction by René Gude: Changes with Lasting Consequences: The Philosophy of Unchangeability; 11. Lessons for Change; Introduction by Frank Bijdendijk: The Yin and Yang of Our Built Environment; Conclusion; Appendix A: Social Constructivism; Appendix B: Overview; About the Authors; About the Contributing Authors; References; Index. | |
| 520 | |a Why Organizational Change Fails is about the sturdy and stable aspect of organisations. The purpose of the book is to make change managers and OD consultants sensitive to signals of the robust part of an organization, helping them to see something different than they usually see: signs of change. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Organizational change. | |
| 650 | 0 | |a Organizational behavior. | |
| 650 | 4 | |a Organizational behavior. | |
| 650 | 4 | |a Organizational change. | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 6 | |a Comportement organisationnel. | |
| 650 | 7 | |a Organizational behavior |2 fast | |
| 650 | 7 | |a Organizational change |2 fast | |
| 700 | 1 | |a Van 't Hek, Jaap. | |
| 758 | |i has work: |a Why Organizational Change Fails (Text) |1 https://id.oclc.org/worldcat/entity/E39PD36QYRC8CXKJvvdThtrm8d |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Van Oss, Leike. |t Why Organizational Change Fails : Robustness, Tenacity, and Change in Organizations. |d Hoboken : Taylor & Francis, ©2011 |z 9780415886192 |
| 830 | 0 | |a Management, organizations and society (London, England) | |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=728247 |z Texto completo |
| 938 | |a ProQuest Ebook Central |b EBLB |n EBL728247 | ||
| 994 | |a 92 |b IZTAP | ||