领导改变/LEADING CHANGE pdf mobi txt 2024 电子版 下载

　　Harvard Business School professor Kotter (A Force for Change) breaks from the mold of M.B.A. jargon-filled texts to produce a truly accessible, clear and visionary guide to the business world's buzzword for the late '90s?change. In this excellent business manual, Kotter emphasizes a comprehensive eight-step framework that can be followed by executives at all levels. Kotter advises those who would implement change to foster a sense of urgency within the organization. "A higher rate of urgency does not imply everpresent panic, anxiety, or fear. It means a state in which complacency is virtually absent." Twenty-first century business change must overcome overmanaged and underled cultures. "Because management deals mostly with the status quo and leadership deals mostly with change, in the next century we are going to have to try to become much more skilled at creating leaders." Kotter also identifies pitfalls to be avoided, like "big egos and snakes" or personalities that can undermine a successful change effort. Kotter convincingly argues for the promotion and recognition of teams rather than individuals. He aptly concludes with an emphasis on lifelong learning. "In an ever changing world, you never learn it all, even if you keep growing into your '90s." Leading Change is a useful tool for everyone from business students preparing to enter the work force to middle and senior executives faced with the widespread transformation in the corporate world. 60,000 first printing; $100,000 ad/promo; dual main selection of the Newbridge Book Club Executive Program; 20-city radio satellite tour.

Copyright 1996 Reed Business Information, Inc.

From Library Journal

After trying an endless array of quick fixes and other panaceas, executives struggling to stay in business in a rapidly changing world are finding it necessary to consider more fundamental reasons for their lack of success. Kotter (The New Rules: A Force for Change, Free Pr., 1995) now offers a practical approach to an organized means of leading, not managing, change. He presents an eight-stage process of change with highly useful examples that show how to go about implementing it. Based on experience with numerous companies, his sound advice gets directly at reasons that organizations fail to change, reasons that concern primarily the leader. This is a solid, substantive work that goes beyond the cliches and the consultant-of-the-month's express down yet another dead-end street. With its clear demonstration of the hard work necessary to lead change, this important work stands with Michael Hammer's latest, Beyond Reengineering (see review above). Highly recommended.?Dale F. Farris, Groves, Tex.

Copyright 1996 Reed Business Information, Inc.

Preface

PART I THE CHANGE PROBLEM AND ITS SOLUTION

1. Transforming Organizations: Why Firms Fail

2. Successful Change and the Force That Drives It

PART II THE EIGHT-STAGE PROCESS

3. Establishing a Sense of Urgency

4. Creating the Guiding Coalition

5. Developing a Vision and Strategy

6. Communicating the Change Vision

7. Empowering Employees for Broad-Based Action

8. Generating Short-Term Wins

9. Consolidating Gains and Producing More Change

10. Anchoring New Approaches in the Culture

PART III IMPLICATIONS FOR THE TWENTY-FIRST CENTURY

11. The Organization of the Future

12. Leadership and Lifelong Learning

About the Author

John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School and is a frequent speaker at top management meetings around the world. He is the author of seven best-selling business books.

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书籍介绍

What will it take to bring your organization successfully into the twenty-first century? The world's foremost expert on business leadership distills twenty-fiveyears of experience and wisdom based on lessons he haslearned from scores of organizations and businesses to write this visionary guide. The result is a very personal book that is at once inspiring, clear-headed, and filled with important implications for the future. The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used in the attempt totransform their companies into stronger competitors -- total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds -- routinely fall short, says Kotter, because they fail to alter behavior. Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides the vicarious experience and positive role models for leaders to emulate. The book identifies an eight-step process that every company must go through to acheive its goal, and shows where and how people -- good people -- often derail. Reading this highly personalbook is like spending a day with John Kotter. It reveals what he has seen, heard, experienced, and concluded in many years of working with companies to create lasting transformation. The book is an inspirational yet practical resource for everyone who has a stake in orchestrating changes in their organization. In Leading Change we have unprecedented access to our generation's master of leadership.

• 作者：秋分星星落满地 发布时间：2022-05-08 23:27:43

  很美式的写书逻辑

  紧凑数据事实为主

  某些理论在今天 依然很适用

• 作者：sassyi12 发布时间：2015-08-21 12:04:17

  好来Mark一下我读的第一本商业书。深感中美写作思路之不同，理论很不错，就是绕来绕去说同一件事。以及，我的阅读速度还敢不敢再慢点… 看了整整一周

• 作者：柑橘青柠乌龙茶 发布时间：2024-02-03 20:28:21

  八步框架是精华，确实有意义。但整本书太啰嗦了。

• 作者：土树 发布时间：2019-10-09 12:56:16

  还算比较好读，但是各部分也没有很详尽，尤其图片太少，对很多建筑作品的解读没有图片配合，只能边看边百度。

• 作者：透明 发布时间：2014-03-09 00:50:29

  八步变革模型：http://www.leadershipthoughts.com/kotters-8-step-change-model/

• 作者：軒轅鍾書 发布时间：2016-10-28 21:46:12

  对于企业的改变，应当自上而下。在上要需要有一个小团体一厘清愿景、规划好策略，并需要设定阶段性的目标；对下面要反复的沟通、督促到位，特别是要注意这改变的急迫性；而同时要给下面人做改变扫清障碍，提供资源支持，授权赋能让下面的人去着意改变；而最后文化的改变，也就在前面那些工作做好之后水到渠成了。

• 理论性书籍，时隔多年常读常新

  作者：风雨 发布时间：2009-07-17 21:41:44

     在读MBA的时候，老师推荐了此书，在断断续续的上班与下班的闲暇时间中读完。感觉收获良多

     此书阐述的主要特点是企业变革的8个方法，其中的特点有如医生开方，但学习者切不可照方抓药。因为方子的特点依据病人的体态，精神，环境乃至医者的自身能力修养所诸多环境所限。如果照方抓药，必然成为死方儿。

     书中的8个变革步骤，从加快团队的紧迫性，建立领导团队，设计变革的愿景及战略，传播变革愿景，加大团队授权，取得短期效果，巩固成果并且加大变革管理，将新的方法融入团队乃至企业文化。可谓方法独特，我在工作中过去尝试过变革管理，同时根据书中的方法对照找到了些许不足，成功之处也有了理论支持。

     自感此书不错，不过在读完此书后，尤其在紧迫感一文中读读科特的新书《紧迫感》相信更有所得。因为变革此书写的时间和现在相比还是时间比较长了。案例方面有所不足。不过书中的领导才能与管理能力并修炼的言论可谓意义深远。最后的领导才能与终身学习的章节也不错。

     毕竟职业经理人在工作过程中要结合公司的特点以及企业文化，自己的综合能力以及所可以调集的资源的能力相结合。而这些的过程大体要通过工作中的积累以及理论结合实际。在读过后，感觉今后才处理相关行为以及变革中有了很多依照。在过去的工作中确实如书中所言，经常在取得短期的胜利后就松心乃至松气了。而形成了抛物曲线，而没有继续寻找下一个的短期胜利来将企业发展加入惯性轨迹。同时由于带领的团队数量和书中的科特博士所讲的相差甚远。在读后，回忆过去的变革的方式觉得可以更改乃至做的更好的地方有了很多的参照。在今后工作过程中有了问题，可以获得的很快的信息反馈应该就是在读这个书的时候所带来的映射。

• “领导”变革与领导“变革”

  作者：D 发布时间：2020-01-15 15:29:24