Managing Change (Over 9,400 results)

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Paperback. Condition: Very Good. The business world is transforming. Stories of layoffs, bankruptcy, mergers, and restructuring appear in the news every day. When these changes hit the workplace, the actual situational shifts are often not as difficult for employees and managers to work through as the psychological components that accompany them. Indeed, organizational transitions affect people; it is always people who have to embrace a new situation and carry out the corresponding change. The job of managing workplace change can be difficult; managed poorly, the result can be disastrous to the morale and stability of the staff. As veteran business consultant William Bridges explains, successful organizational change takes place when employees have a clear purpose, a plan for, and a part to play in their changing surroundings. Directed at managers on all rungs of the proverbial corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing the disruptions caused by workplace change. It is an invaluable managerial tool for navigating these tumultuous, uncertain times.…

Paperback. Condition: Good. The business world is transforming. Stories of layoffs, bankruptcy, mergers, and restructuring appear in the news every day. When these changes hit the workplace, the actual situational shifts are often not as difficult for employees and managers to work through as the psychological components that accompany them. Indeed, organizational transitions affect people; it is always people who have to embrace a new situation and carry out the corresponding change. The job of managing workplace change can be difficult; managed poorly, the result can be disastrous to the morale and stability of the staff. As veteran business consultant William Bridges explains, successful organizational change takes place when employees have a clear purpose, a plan for, and a part to play in their changing surroundings. Directed at managers on all rungs of the proverbial corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing the disruptions caused by workplace change. It is an invaluable managerial tool for navigating these tumultuous, uncertain times.…

Condition: Acceptable. Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc.

Paperback. Condition: Good. Helps managers to learn a three-step method to help their employees deal with change in the workplace. This book shows how to face change head-on and be honest with their employees about the situation and offer desirable outcomes. It offers lessons in a three-step method for managing change.…

Paperback. Condition: Good. Congregations cannot exist without finances, priorities, leadership, worship, and decision making, yet these five aspects breed the most conflict between church members and clergy. These conflicts unfortunately tend to bring about the most negative consequences: drops in giving, resignation of leaders, and, perhaps most pointedly, loss of members. The importance of congregations and their effect on our lives is clear, yet what is less clear is what makes conflicts in faith communities inevitable. In Promise and Peril: Understanding and Managing Change and Conflict in Congregations, David Brubaker brings the tools of organizational theory and research to the task of understanding the deeper dynamics of congregational conflict. With a doctorate in sociology and more than twenty years working with congregational conflicts, Brubaker helps to explore the causes and effects of conflicts on a wide range of congregations. This book will help congregations avoid the pitfalls of conflict and instead head toward a healthy relationship between and among church staff and members.…

Paperback. Condition: Fair. This important resource shows nonprofit leaders how to effectively shepherd a change process within their organization.

Paperback. Condition: Good. A practical guide to help managers and employees understand and successfully cope with organizational change. }Every day the newspapers report more corporate mergers and restructuring. Every day thousands of lives are altered by these changes. Most managers and employees, however, do not have the experience to effectively work through such transitions. In Managing Transitions, William Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization, and he shows how to minimize the distress and disruptions caused by change.Directed at managers and employees in todays corporations, where change is necessary to revitalize and improve corporate performance, Managing Transitions addresses the fact that it is people who have to carry out the change. It not only talks about what should be done, but also shows how to do it, giving managers practical ways to bring the people on board. Armed with this new information, managers will look at future changes in a new way, no longer feeling anxious and hopeless, but rather looking at opportunities.Everybody talks about managing change and resistance to change, but Bridges is the first to talk about what is going on inside the people who have to make the change work. He is the first to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization. Bridgess years of experience helping organizations and individuals successfully take control of change has proven the need for specific, concrete guidelines for dealing with change. Managing Transitions provides these guidelines. }. …

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Paperback. Condition: Good. This edition examines the changing environment and provides a contemporary look at how existing knowledge and technology can be usefully applied.

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Paperback. Condition: Good. It's ironic that while most people know what conditions enable change to be effectively managed, these straightforward needs are often missed. The intent gets the attention; the details of execution are forgotten. Yet the elements are simple: listen to the stakeholders, learn about the issues, lead with clarity and involvement, align systems, communicate relentlessly, follow-up and course-correct.Consider who will be most affected and then explore their issues, needs, and ideas. You'll learn fast; you'll have answers to your own questions; and you'll have the raw material for a plan to address the issue, solve the problem or lead the change. This can be done on a small, local scale, through informal conversations. Or it can be a much broader effort using meetings, surveys, social media, or a combination of methods.And then make it all work through sustained follow-up. Never assume that things will happen as planned. Is the change working? What needs to happen to make it work better? What's working well and what's not? Assess progress; fix it; keep listening, learning, and leading.This book is built around resources that the author has developed and used in many years of consulting and teaching about the management of change. The first section of each chapter includes guidance, ideas, and short case studies. These are followed by a set of resources, including checklists, templates, presentations, tactics, Q&As, talking points, and emails. Select and adapt the ones that meet your needs. …

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