Book Description
From the most trusted voice on transition, a revised edition of the classic practical guide to dealing with the human side of organizational change.
The business world is a place of constant change, with stories of corporate mergers, layoffs, bankruptcy, and restructuring hitting the news every day. Yet as veteran consultant William Bridges maintains, the situational changes are not as difficult for companies to make as the psychological transitions. In the best-selling Managing Transitions, Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization.
Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by change. Managing Transitions addresses the fact that it is people who have to carry out the change. When the book was originally published a decade ago, Bridges was 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. With new information and commentary on layoffs, corporate suspicion, and the increasing tumult in the business world, Managing Transitions remains the definitive guide to dealing with change.
Customer Reviews:
High rating for a textbook, but it deserves it........2007-08-11
I have had several textbooks in Management between an Undergraduate, Graduate and Business itself. This was no different in that I expected the same old stuff, but was very pleasantly surprised at the authors candor about our perceptions of business practices. It didn't mince words on several tactics used by management and explained why so much doesn't work. It got my attention and I continued my reading with far more interest. There really isn't anything more complimentary I can say than I intend to sell all other books to new students, excect this one which I will hang on to and reference.
great results from this book.......2007-07-06
This is a wonderful book. If you deal with people who need to change how they do their work you must read this book.
great, short, valuable.......2007-07-04
This is a great book for all people who deal with people that are dealing with change. I have found this book useful when being a change agent for a company, or just for management in my own company. Part of the value of this book is it describes the emotional aspect of change. People are not always (usually) logical. Emotions play a large part. Knowing how to deal with the emotional aspect of change is essential. This book gives you great insights in this area.
Managing Transitions by William Bridges.......2007-05-13
This book is great! I was/am dealing with some pretty significant transitions -- the sudden death of my 21 year-old daughter, and a major division re-org at an S&P 500 company. Several months earlier, my VP had mentioned the book and suggested that all of his direct reports to read it. I did and it really hit home.
The author does an excellent job of describing the emotional and organizational impact of change and the mechanics of the process we use to get through it. We use the same basic process to deal with all change -- personal and professional -- and it has been very helpful to understand how it works. There is also a section in the book about the life cycle of an organization and that was illuminating. The book provided some tools to help me make critical decisions.
I bought six copies of the book and have given them out to friends and co-workers.
Great ~.......2007-05-07
This was a great book and well needed. If your your in or responsible for transitions. This is for you - an eye opener to some great ideas and the author takes the reader to both sides of the good and bad involving the transitional process and how it should be done. Great insight!
Book Description
Managing Change and Transition
Managing through change and crisis is difficult in any business environment, let alone one as turbulent as managers face today. This timely guide offers authoritative advice on how to recognize the need for organizational change, communicate the vision, prepare for structural change such as M&A, and address emotional responses to downsizing. With tools for managing stress levels and advice on gathering and sharing information during transition, this book is an indispensable guide for managers at any level of the organization.
Customer Reviews:
Managing Change and Transition.......2007-01-03
Best text on managing change I have encountered. A great addition to my management and leadership collection! Rita Shaw Rone, Ph.D.
Invaluable "Essentials".......2003-09-25
This is one of several paperbacks in the "Essentials" series, each of which offers "cutting edge" thinking on a major business subject. Mike Beer served as the adviser to Richard Luecke while he wrote this volume. Brief information about both is provided. There are seven chapters following an Introduction in which Luecke observes that "Accepting the necessity and inevitability of change enables [all companies and their decision-makers] to see times of transition not as threats but as opportunities -- opportunities for reinventing the company and its culture." Indicators include a merger, acquisition, or divestiture; the launch of a new product or service; a new leader; or a new technology. "In this book you will learn how to manage change constructively, and how to help your company, division, and people deal with the upheavals of change. You'll also learn practical things you can do to make change initiatives more successful and less painful for the people you manage."
Each of the seven chapters (which are arranged in a logical sequence) focuses on a separate but related component of effective management of change and transition. For example, in Chapter 2, Luecke explains why leaders must be respected and effective for change to happen, the role of motivation in change-readiness, the importance of a nonhierarchical culture in implementing change, and then offers several "tips" on how to become "change ready." To me, one of the most valuable chapters is the sixth (in which Luecke examines the four stages of reaction to change (i.e. shock, defensive retreat, acknowledgment, and acceptance and adaptation), how individuals can help themselves navigate change, how managers can help employees cope with change, and alternative ways for managers to think about change registers.
At the conclusion of each of the seven chapters, Luecke offers an especially useful "Summing Up" section which facilitates a periodic review of key points. I also appreciate the provision of Appendix A ("Useful Implementation Tools") and Appendix B ("How to Choose and Work with Consultants"), both of which provide basic but sound information to supplement material covered in the previous chapters.
Those who share my high regard for this volume are urged to check out Jim O'Toole's Leading Change, William Bridges' Transitions and Managing Transitions and Jon Katzenbach's Real Change Leaders, all of which are available in paperback editions.
Book Description
Planning for a Successful Career Transition is a guide for physicians interested in redirecting their career path, either within or outside the medical profession. The material includes:
-Insights from recruiters who specialize in this type of transition
-Interviews with peers who have successfully redirected their career paths
-Websites available for developing and managing your career
-Techniques to judge your personality and skill compatibility with a career option
Book Description
For managers who must act as change agents and build a motivated and productive workforce in a changing environment. Revised Edition.
Customer Reviews:
Okay, but..........2003-05-04
This book covers some of the basics, but you also need Beitler's "Strategic Organizational Change."
Managing Change at Work Revised Edition.......2000-05-15
This really was a fifty-minute book, but it was packed with well thought-out skills and strategies. It is a book that you will be able to turn to again and again for tips and tricks to use as different situations come up during organizational changes. The topics not only prepare you for change, they guide you through it and position you for the future. You will be able to identify your own style and recognize areas that need to be improved to facilitate change allowing you to create a one-minute advantage over your competitors. It covers not only how to deal with people and their attitudes but also topics as important as establishing an action plan. I recommend this book to anyone that needs a simple, concise guide to help move their company forward in today's and tomorrow's fast-paced competitive environment.
Book Description
It has been said that change is the only constant, and all of us will experience changes, both large and small, in our lives. In today's fast-moving world, we are confronted with changes daily whether we are "ready or not," leaving many of us feeling overwhelmed, confused, or uncertain about the future. MANAGING PERSONAL CHANGE will help you understand your reactions to change while suggesting ways you can respond more positively and productively through transition periods.
Book Description
From the most trusted voice on transition, the nationally best selling edition of the classic guide to dealing with the human side of organizational change. The business world is a place of constant change, with stories of mergers, layoffs, bankruptcy, and restructuring appearing in the news every day. No matter the scale, when these kinds of changes hit the workplace, the literal, situational shifts are often not as difficult for employees and managers to work through as the psychological transitions that accompany them. Indeed, organizational transitions effect people; it is always people who have to embrace a new situation and carry out the corresponding change. Without a clear understanding of what transition does to employees and what employees in transition can, in turn, do to an organization, the job of managing workplace change can be difficult; managed poorly, the result can be disastrousto the morale and stability of the staff. As veteran business consultant William Bridges explains in detail, successful organizational change takes place when employees have a purpose, a mental picture, a plan for, and a part to play in change. In short, successful change takes place only when employees are "on board" with it. Directed at managers on all rungs of the proverbial corporate ladder, this thoroughly updated and expanded edition of the bestselling Managing Transitions provides practical, step-by-step strategies for reaching this goal and for minimizing the disruptions caused by workplace change. It is an invaluable managerial tool for navigating an inevitably tumultuous time.
Customer Reviews:
Great book! Will change our companies future!.......2007-09-21
I really loved this book! Really learned so much about change...thinking I knew all that was needed...so wrong. Thanks to this author! Great read!
Customer Reviews:
OD Classic.......1999-09-10
This is one of the books that I've dog-eared, underlined, and referenced over and over, so much so that I'm on my second copy. It goes beyond the typical change management information, and gives valuable tools for assessing the readiness for change, identifying roles people assume in a change situation; charting responsibilities in a change process, among others. In my opinion, this isn't a book for scholars, it is a book for managers and those who help them plan and manage complex organization transitions.
Pop-Psychology for OD.......1999-04-11
Beckhard and Harris' book on organizational transition is easily one of the worst I have ever read on the subject. It is not necessarily the kind of information that is conveyed here, nor is it the style with which it is done. Rather, if you have even the slightest concept of the meaning of OD and related topics then your knowledge is perhaps well beyond the scope of this book. Though the book does represent a nice introduction to the management of change, it is hardly worth its price.It barely surpasses the quality of an average pop-psychology book but certainly is of little value to scholars.
Book Description
While there is a great deal of anecdotal evidence that significant organizational changes are taking place in academic libraries, the literature suggests that most of these changes take the form of evolutionary, or incremental improvement. But what happens when libraries find themselves in a society characterized by increased information availability compression of time and space, and growing turbulence and unpredictability? These are conditions with which the business world has been grappling for years, conditions that require not an evolutionary approach, but nimbleness and rapid response. One part theory (borrowed from business world), one part practice (including detailed case studies of the University of Pittsburgh and the University of Arizona), one part inspiration, Beyond Survival shows you how the transition tactics and strategies developed by businesses can be adapted to academic libraries. By judiciously adopting the same organizational development tools and concepts espoused by the business world, academic libraries can not only survive in the short term, but can take advantage of emergent opportunities to ensure long-term excellence.
Average customer rating:
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Managing Career Transitions: Your Career As A Work In Progress (2nd Edition)
Kit Harrington Hayes
Manufacturer: Prentice Hall
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Once rare, presidential transitions at institutions of higher education now command the attention of about one-quarter of the nation's colleges and universities at any given time. Though they occur frequently, transitions at this level are hardly routine, and American higher education has not developed a tradition of managing this process proactively. Here, James Martin and James E. Samels bring together a distinguished group of higher education professionals to provide the first comprehensive guidebook to managing change at the top.
Presidents, administrators, trustees, faculty, and others involved in a change in leadership will benefit from this wide-ranging discussion of the issues combined with specific action plans for the busy professional. The volume's contributors address proactive management, best practices for sudden transitions, and how campuses can turn challenges into opportunities. Also addressed are executive search firms, the interim president, boards of trustees, presidential spouses, and public relations.
Contributors: Lee J. Betts, Frederick (MD) Community College; Charles Brown, Stanford University; Jean A. Dowdall, Whitt-Kieffer; E. K. Fretwell Jr., University of North Carolina, Charlotte; Vartan Gregorian, Carnegie Corporation; Allen E. Koenig and Thomas H. Langevin, The Registry for College and University Presidents; Steven Muller, The Johns Hopkins University; Arthur Padilla, North Carolina State University; John Ross, George Dehne & Associates Integrated Services; Patricia Stanley, Frederick (MD) Community College; Thomas J. and Scottie Trebon, Carroll College; William A. Weary, Fieldstone Consulting, Inc.; Nancy L. Zimpher, University of Wisconsin, Milwaukee.
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- NAIL THE BOARDS 2007-2008! The Ultimate Internal Medicine Review for USMLE STEPS 2 & 3
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