Book Description
Explores the practical lessons learned from internationally renowned companies to bring about lasting and fundamental organizational transformation, providing a useful set of field-tested
concepts and techniques for anyone seeking to promote change. In-depth interviews with such key corporate change leaders as Bob Allen of AT&T and Jamie Houghton of Corning, Inc., provide valuable insight and firsthand advice on the role CEOs and leadership teams can play in organizational transformation.
Customer Reviews:
Inspirational.......2000-10-25
Introduction In the book Discontinuous Change the authors use anecdotes of prestigious organizations to enhance the understanding of the theoretical and practical ideology concerning organizational change. The authors begin the text by identifying the precursors of organizational change. The precursors are shifts in industry structure, technological innovation, macroeconomic trends and crises, regulatory or legal changes, market and competitive forces and growth. The authors introduce the concept of sustained success as arrogant, insular, and complacent. By remaining in the sustained success idealism, the authors state that the organization will fall into the trap of success which tends to lead to an internal focus; the perception that knowledge, insight, and ideas are found inside the organization rather than outside. Throughout the text, the authors create a clear distinction between incremental and discontinuous change. The authors define incremental change as a continuous pattern of large and small changes that may impact the functioning enterprise in small or large increments. In contrast, discontinuous change is defined as a shocking impact that creates radical departure from the past. Using a variety of models, the authors give the reader a visual picture of the types of change that could occur in an organization. Portrayed in one of the models, the reader will identify the leadership as the "champions and gatekeepers" of the change. By setting the pace, the leaders identify the new corporate identity, the degree to which change needs to happen, the design and organization of the change plan and the interventions needed to keep the plan on course. The authors conclude with discussions concerning the different types of leaders that have been involved with organizational change throughout the years. The authors identified three types of leaders, heroic, instrumental and institutionalized. The authors concluded that the institutionalized leader would be more effective in directing the discontinuous change. Gut Reactions The authors believe that the organizational change should begin with the senior management, by analyzing their "point of view" relative to organizational strategy and policy level. In addition, they also focus on the behavioral dynamics of the organization, believing that the organization is a complex yet active system of human behavior. As practitioners, the authors give valuable insight for contemporary use in organizational change. Citing large organizations, such as, AT&T, Chrysler, and GE as examples, the authors state that the need for change in these organizations came from life-threatening business issues not just questions of organizational work life or corporate climate. In addition, the authors state that the issues that arose in the organizations were generated from external sources, such as, competition, new technology, deregulation, maturation of product sets, changes in ownership, shifts in fundamental market structure, or rapid growth opportunities. Further, the authors state that these changes altered the core of what the organizations represents to its customers and members, not just individual parts or subsystems. Based on the authors insights it has become clear that the days of effortless dominance of large organizations are history. Every organization needs to continue to develop and focus if they are to survive. The authors make it clear that change is inevitable, however, how that change is managed is the key to success. As individuals are resistant to change, so are organizations, however, the risk of an organization resisting change is much greater. The new environments demand that organizations develop speed, innovation, and flexibility, the very opposite of stability. Discontinuous change is a defined analysis of Schein's frame-breaking change in that it is more traumatic, painful and demanding on the organization than incremental change. Big Ideas The changed techniques used in the past are no longer sufficient to manage the complex transitions that are taking place in organizations today. Hence, the authors have determined that there is a need for further development of the old techniques, in order to manage the new types of transitions. Change has out grown the perception of being the exception it has now become the rule. With this perspective in mind, the authors' goal is to transform those things that are practice into theory. The authors are focused on proactive strategic responses to change, rather than, reactive. They offer propositions based on trial-and-error approaches. These propositions create the foundation for diagnoses of the readers current situation. With the understanding that not all leaders are capable of changing, the authors provide a framework to assist in assessing the ability of the current leadership. There are times when it becomes necessary for an organization to invoke change in an effort to avoid complacency. Implications In this era of intense organizational transitions, there is a need for every individual in the organization to adapt to change, beginning with the executives and management. This text speaks of long-term change that will continuously impact an organization over the period of its existence. The types of change needed in organizations are progressing towards frame-breaking, as opposed to historical cosmetic restructuring. Past techniques do not create the immediate turnaround needed to effect change. Therefore, just-in-time interventions are needed to create new behaviors immediately. However, the authors have conceded that often times tried-and-true techniques from decades ago are the most effective, but are often denounced because of the time sensitivity. The authors suggest that there are only two types of change, incremental and discontinuous. Those organizations that will be successful must create core capabilities that are not easily replicated by others. In order for discontinuous change to be effective, organizations must unlearn their old habits, orientations, assumptions, and routines.
Discontinuous Change.......2000-10-22
Introduction In the book Discontinuous Change the authors use anecdotes of prestigious organizations to enhance the understanding of the theoretical and practical ideology concerning organizational change. The authors begin the text by identifying the precursors of organizational change. The precursors are shifts in industry structure, technological innovation, macroeconomic trends and crises, regulatory or legal changes, market and competitive forces and growth. The authors introduce the concept of sustained success as arrogant, insular, and complacent. By remaining in the sustained success idealism, the authors state that the organization will fall into the trap of success which tends to lead to an internal focus; the perception that knowledge, insight, and ideas are found inside the organization rather than outside. Throughout the text, the authors create a clear distinction between incremental and discontinuous change. The authors define incremental change as a continuous pattern of large and small changes that may impact the functioning enterprise in small or large increments. In contrast, discontinuous change is defined as a shocking impact that creates radical departure from the past. Using a variety of models, the authors give the reader a visual picture of the types of change that could occur in an organization. Portrayed in one of the models, the reader will identify the leadership as the "champions and gatekeepers" of the change. By setting the pace, the leaders identify the new corporate identity, the degree to which change needs to happen, the design and organization of the change plan and the interventions needed to keep the plan on course. The authors conclude with discussions concerning the different types of leaders that have been involved with organizational change throughout the years. The authors identified three types of leaders, heroic, instrumental and institutionalized. The authors concluded that the institutionalized leader would be more effective in directing the discontinuous change. Gut Reactions The authors believe that the organizational change should begin with the senior management, by analyzing their "point of view" relative to organizational strategy and policy level. In addition, they also focus on the behavioral dynamics of the organization, believing that the organization is a complex yet active system of human behavior. As practitioners, the authors give valuable insight for contemporary use in organizational change. Citing large organizations, such as, AT&T, Chrysler, and GE as examples, the authors state that the need for change in these organizations came from life-threatening business issues not just questions of organizational work life or corporate climate. In addition, the authors state that the issues that arose in the organizations were generated from external sources, such as, competition, new technology, deregulation, maturation of product sets, changes in ownership, shifts in fundamental market structure, or rapid growth opportunities. Further, the authors state that these changes altered the core of what the organizations represents to its customers and members, not just individual parts or subsystems. Based on the authors insights it has become clear that the days of effortless dominance of large organizations are history. Every organization needs to continue to develop and focus if they are to survive. The authors make it clear that change is inevitable, however, how that change is managed is the key to success. As individuals are resistant to change, so are organizations, however, the risk of an organization resisting change is much greater. The new environments demand that organizations develop speed, innovation, and flexibility, the very opposite of stability. Discontinuous change is a defined analysis of Schein's frame-breaking change in that it is more traumatic, painful and demanding on the organization than incremental change. Big Ideas The changed techniques used in the past are no longer sufficient to manage the complex transitions that are taking place in organizations today. Hence, the authors have determined that there is a need for further development of the old techniques, in order to manage the new types of transitions. Change has out grown the perception of being the exception it has now become the rule. With this perspective in mind, the authors' goal is to transform those things that are practice into theory. The authors are focused on proactive strategic responses to change, rather than, reactive. They offer propositions based on trial-and-error approaches. These propositions create the foundation for diagnoses of the readers current situation. With the understanding that not all leaders are capable of changing, the authors provide a framework to assist in assessing the ability of the current leadership. There are times when it becomes necessary for an organization to invoke change in an effort to avoid complacency. Implications In this era of intense organizational transitions, there is a need for every individual in the organization to adapt to change, beginning with the executives and management. This text speaks of long-term change that will continuously impact an organization over the period of its existence. The types of change needed in organizations are progressing towards frame-breaking, as opposed to historical cosmetic restructuring. Past techniques do not create the immediate turnaround needed to effect change. Therefore, just-in-time interventions are needed to create new behaviors immediately. However, the authors have conceded that often times tried-and-true techniques from decades ago are the most effective, but are often denounced because of the time sensitivity. The authors suggest that there are only two types of change, incremental and discontinuous. Those organizations that will be successful must create core capabilities that are not easily replicated by others. In order for discontinuous change to be effective, organizations must unlearn their old habits, orientations, assumptions, and routines.
"Change 101".......2000-07-04
One of the very best books read for my graduate degree. Nadler and Shaw point out that only those companies able to respond quickly and effectively to changing environmental conditions will survive in the coming decades. Successful firms must learn and act at a faster rate than their competition. Many leaders can affect some change in an organization-but it is normally short lived. But, to make change more long term and make that change take place at a faster rate-you must create destabilizing events in significant scope to get attention-and keep it! There are many take-aways in this book. If you want an outstanding "Leadership 101" book in 276 short pages-this is the one you want.
Enlightening, sometimes dry..........1999-07-07
Have you ever closed a book after finishing the last page and wondered how you might apply all that you've learned from its contents? By the same token, have you ever struggled through a book which you knew had great information and yet its presentation left a dry, chalky feeling in your head?
If not, then this book is for you. I found it to be very enlightening and the book gave clear examples of organizations which either failed to anticipate change or proactively sought to position itself for change. Nadler, et al, break down the stages of change management into readable bites and provide stepping stones of the thought processes that should be involved in change management.
Even better, the authors discuss how the corporate culture is directed by leadership's attitude towards change and covers how to bring about change in spite of internal resistance.
That said, this is tough stuff to dig into for any length of time.
Average customer rating:
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Interviewing Children and Adolescents: Skills and Strategies for Effective DSM-IV Diagnosis
James Morrison , and
Thomas F. Anders
Manufacturer: The Guilford Press
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Dsm-IV Training Guide for Diagnosis of Childhood Disorders
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Diagnostic and Statistical Manual of Mental Disorders DSM-IV-TR Fourth Edition (Text Revision)
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A Comprehensive Guide To Child Psychotherapy
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Treating Troubled Children and Their Families
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Play Diagnosis and Assessment
ASIN: 157230717X |
Book Description
This highly practical volume provides a complete guide to conducting an age-appropriate child or adolescent interview and formulating a clinically useful DSM-IV diagnosis. Illuminating both the art and the science of child diagnosis, the book blends astute advice on the interview process with crucial information on a wide range of mental and behavioral disorders. Readers learn effective approaches to communicating with children and adolescents on a level they can understand; eliciting information from patients whose verbal and cognitive abilities may be limited; and recognizing how disorders may present in children of different ages.
Customer Reviews:
Very Useful!.......2007-09-16
This text is clear and easy to read. The information is pratical and useful. I like this book so much that I won't sell it back when I'm done with my class.
Customer Reviews:
behaviour description interviewing.......2000-01-03
great contents, very useful - unfortunately the book is a photostat copy of the original. The copy has been bound like a paperback with a photocopied front cover. One expects a bit more than this for the price!
The definitive work in this area, THE expert resource........1999-02-08
A confident hiring decision is a manager's dream. Lack of clarity and uncertainty at this critical moment is torturous. Living with a hiring mistake is hell. The ability to attract and maintain key people is the most important asset a manager can have. This book lays it out for you. Establishes the need and then crushes any doubt about alternative strategies. It is a must. Would have liked to have seen more skill developement suggestions.
Average customer rating:
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Effective Interviews
Jenny Rogers
Manufacturer: AMACOM
ProductGroup: Book
Binding: Paperback
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ASIN: 0814470211 |
Book Description
Success at work isn't just about working harder. It means thinking and working smarter. The Self-Development for Success series helps you quickly improve basic but crucial professional skills--and ensure your ongoing career success.
These brief, visually attractive, interactive books let you assess your current strengths, target weak areas, and build your knowledge and skills. You get an entire skills-training workshop--complete with charts, checklists, exercises, and questionnaires.
With Effective Interviews, you'll learn how to: * Develop the essential skills of self-promotion * Build your confidence and improve your performance * Prepare for interviews, overcome nerves, and practice your ability to listen, speak, and ask questions * Get the results you want and negotiate terms.
Other titles in the series: Effective Communication Effective Delegation Perfect Presentations Selection Interviewing Stress Management Telephone Techniques Time Management
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Effective Interviewing Skills: For Participants (One Stop Training)
Tracey Swift , and
Ivan T. Robertson
Manufacturer: Blackwell Publishing Limited
ProductGroup: Book
Binding: Ring-bound
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ASIN: 185433283X |
Book Description
Many organisations now use a combination of selection methods to assist selection decisions - but the traditional selection interview still dominates the selection process. However, it appears that few organisations have established standards for selection procedures, with many using a range of selection methods in a very ad hoc fashion. This training pack has been designed to assist managers to review their current approach to interviewing, and to draw on an accumulation of research evidence about interviewing, in determining a corporate policy within their company.
Book Description
Looks at the entire range of interview situationsnot just recruitment and selection. Beginning with an exploration of how the process of interviewing has developed, Bob Edenborough then goes on to give practical advice on its use in various contexts, such as-
recruitment
selection
performance management
counseling
Product Description
Book with corresponding sound tracks on 4 audio CDs in a durable multimedia album. Learn from successful people from many different walks of life. What did they do and say to win that job or get promoted? How did they negotiate? What is their secret? Prepare for job interviews with authentic scripts for various occupations, find the right recruiter or headhunter, get references that work, ask the right questions, negotiate the salary you deserve, pass your performance review with flying colors, advance your career... and more.
Customer Reviews:
Never be tongue-tied at a job interview again........2007-04-14
If you've ever worried about exactly what to say at a job interview, this book and accompanying set of 4 CD's is just what you need. It walks you through a wide variety of job interviews, and helps you anticipate questions you will be asked, and will want to ask. And unlike other books on getting a job, this one even guides you through interviews with job recruiters, plus how to handle job evaluation and promotion interviews once you've got the job and want to keep it, or advance.
Whether you are looking for that first entry-level job or a skilled position, this book has all kinds of appropriate things you can say about yourself, your training and experience. Drawing on actual job interviews, Ms. Cooper creates very realistic and appropriate language so that you can sail through job interviews with confidence, and get the job you want. She even helps you through the tricky salary negotiations with expressions that diplomatically get you into the salary range you want.
This book is great for people who speak English as a second language, but is also extremely beneficial for native speakers going through the job search process. The CD's give an opportunity to listen and practice saying just the right thing on your next job interview.
Nancy Loncke, teacher, lawyer, and information resource for the series Power English : what to say and how to say it (EnglishSkills.com) .
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Effective Interviewing (Professional Skills for Lawyers)
Helena Twist
Manufacturer: Gaunt
ProductGroup: Book
Binding: Hardcover
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ASIN: 1854311670 |
Books:
- Economics Today: The Macro View plus MyEconLab Student Access Kit (13th Edition)
- Equity Finance: Venture Capital, Buyouts, Restructure and Reorganizations
- Essential Adam Smith
- Financial Accounting in an Economic Context
- Funky Business: Talent Makes Capital Dance
- GAAP Guide Level A (2007)
- Getting It Right: Markets and Choices in a Free Society
- God Wants You to Be Rich
- Guardian Careers Guide: Accounting (Guardian Careers Guide)
- Harvard Business Review on Business and the Environment (A Harvard Business Review Paperback)
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