Motivation, Beliefs, and Organizational Transformation

By Thad B. Green; Raymond T. Butkus | Go to book overview
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Motivation, Beliefs, and Organizational Transformation
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Preface vii
  • Acknowledgments xiii
  • Part I - A New Model for Managing Change 1
  • 1 - The Key to Managing the Emotions of Change 3
  • Notes 14
  • 2 - Solving Motivation and Performance Problems 15
  • Notes 30
  • Part II - Applying the Change Model with Individuals, Teams, and Organizations 31
  • 3 - Leading Individuals to Change 33
  • 4 - Leading Teams to Change 45
  • Notes 54
  • 5 - Leading Organizations to Change 55
  • 6 - Managing Routine Organizational Change 67
  • Part III - Applying the Model to Large-Scale Change 79
  • 7 - Systematic Applications and Implementation Strategies 81
  • 8 - Managing Change from Top to Bottom: a Case Study of Large-Scale Change 95
  • Notes 106
  • Part IV - The Bcs/Middle Markets Story 107
  • 9 - The Setting for Change 109
  • Note 121
  • 10 - Change and Its Emotional Consequences 123
  • 11 - Initiating the Change Process 135
  • Note 146
  • 12 - Cascading Change 147
  • Note 158
  • 13 - Outcomes and Measured Results 159
  • Part V - Recommendations for Successful Change 175
  • 14 - A Formula for Managing Change 177
  • Notes 188
  • 15 - Twelve Change-Management Lessons 189
  • Note 200
  • Annotated Bibliography 201
  • Index 205
  • About the Authors *
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