LEADER 04445nam 2200613 450 001 9910150515403321 005 20230725031040.0 010 $a1-283-05602-X 010 $a9786613056023 010 $a0-273-73620-5 035 $a(CKB)2670000000081953 035 $a(SSID)ssj0000517429 035 $a(PQKBManifestationID)12191950 035 $a(PQKBTitleCode)TC0000517429 035 $a(PQKBWorkID)10487870 035 $a(PQKB)10534681 035 $a(MiAaPQ)EBC5173795 035 $a(MiAaPQ)EBC5832701 035 $a(MiAaPQ)EBC5138498 035 $a(Au-PeEL)EBL5138498 035 $a(OCoLC)1015863795 035 $a(EXLCZ)992670000000081953 100 $a20190902d2011 uy 0 101 0 $aeng 135 $aurunu||||| 181 $ctxt 182 $cc 183 $acr 200 10$aFinancial Times briefing on change management /$fRichard Newton 205 $a1st ed. 210 1$aHarlow, England :$cPearson,$d2011. 215 $a1 online resource (viii, 152 p.) $cill 225 1 $aFinancial Times briefings 300 $aIncludes index. 311 $a0-13-354557-1 311 $a0-273-73619-1 320 $aIncludes bibliographical references. 327 $aCover -- Financial Times Briefings -- Fast answers to critical business Decisions -- Acknowledgements -- Contents -- Acknowledgements -- Part One In brief -- Executive summary -- What is change management? -- Introduction -- Types of change -- The goals of change management -- Achieving change -- The eight building blocks of successful change -- Finding a balance -- Key terms and concepts -- Why change management? -- Introduction -- Why bother with change? -- What are the risks of change? -- What are the costs of change? -- What are the rewards of change? -- Who is changing? -- Introduction -- Four change case studies -- What does change success (or failure) look like? -- Part Two In practice -- How to manage change: a step-by-step guide -- Introduction -- The process and model for managing change -- The steps in the change management process -- Understanding the organisational context -- The change manager's toolkit -- Change lessons -- How to manage change: your role as an executive -- Introduction -- Sponsors and stakeholders -- The agenda setter -- The change enabler -- How to measure change -- Introduction -- The relationship between measurement, change and change management -- The challenges of measuring change -- Types of data and sources -- Sample measurements -- The process of measuring change -- How to talk about change -- Introduction -- The basics: 10 ground rules for management talk -- Talking about change in general -- Talking about your current change -- Planning communication of change initiatives -- Credibility as a change-savvy executive -- Part Three Intervention -- Executive intervention -- Introduction -- The triggers for intervention -- Part Four In depth -- Additional resources -- Books -- Journals -- Online references -- Advisers and consultants -- Courses -- Index. 330 $aA concise and pithy reference guide that gives senior managers and executives powerful, practical and accessible guidance on everything they need to know about change management to get the right results for their business. This book provides senior managers and executives with the powerful, coherent, practical and accessible guidance they need to drive value-adding change in their business. Encompasses what that level of management need to know, with sufficient theory, but primarily concrete guidance on achieving change. Structured in the series format of the Financial Times Briefing series, concise, pithy and to the point, these books offer: Powerful, practical advice to help executives make essential business  decisions. A concise and focused overview to give executives the crucial information they need. Special design to help busy business leaders get the knowledge they need, fast. 410 0$aFinancial Times briefings. 517 3 $aChange management 606 $aOrganizational change 606 $aDecision making 615 0$aOrganizational change. 615 0$aDecision making. 676 $a658.4/06 700 $aNewton$b Richard$f1964-$01240999 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910150515403321 996 $aFinancial Times briefing on change management$93400564 997 $aUNINA