Why Change Doesn't Work: How to Try Again and Succeed

by Michael Finley (Author), Michael Finley (Author), Harvey Robbins (Author)

• Used

  Paperback
  1998

  $3.24

  Re-engineering; Total Quality Management; Delayering; Value-based disciplines; Benchmarking; Transfomation. Companies have embraced dozens of new change initiatives in recent years. Yet despite well-intentioned efforts, the bottom line is depressingly the same: Change is not working, or is not working well. Workers, managers, team leaders and CEO's alike are wondering what went wrong? In this timely book, award winning business writers Robbins and Finley reveal the missteps, miscaluculations and lessons learnt by companies on the road to change, focusing on the most neglected aspect of the whoe change process: the human factor.

• Used

  Paperback
  1997

  $14.50

  In this timely book, award-winning business writers Robbins and Finley reveal the missteps, miscalculations and lessons learned by companies on the road to change. Unlike the change managers pitching the latest blueprint for business success, Robbins and Finley focus on the most neglected aspect of the whole change process: the HUMAN FACTOR. This book examines the psychological and physiological barriers to many change initiatives, that are built into individual and group behaviour. Robbins and Finley provide practical and proven methods to help managers work with human nature, not against it, in their efforts to make change programmes, big or small, succeed.

• Used

  Hardcover
  1997

  $5.78

  Re-Engineering; Total Quality Management; Delayering; Value-based Disciplines; Benchmarking; Transformation. Companies have embraced dozens of new change initatives in recent years. Yet, despite well-intentioned efforts, the bottm line is depressingly the same: Change is not working, or is not working well. Workers, managers, team leaders and CEO's alike are wondering, what went wrong? In this timely book, award-winning business writers revael the missteps miscalculations and lessons learnt by companies on the road to change, focusing on the most neglected aspect of the whole process: the human factor.