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Prof. Dr Willem Mastenbroek
Prof. Dr E. van de Bunt
Drs C. Visser

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Negotiating as emotion management
Prof. dr. W.F.G. Mastenbroek
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Change Management

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Prof. Dr Lisa van de Bunt

Interimmanagers

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Organizational Innovation in Historical Perspective
Part 2 Change management as ‘policy down, actions up’
Willem Mastenbroek
Change efforts often does not live up to their promises because the line organization is involved in rather awkward ways. Project groups, task-forces, steering committees, special coordinators and elaborate training programs obstruct the commitment and the responsibility of bosses and workers. An approach more focused on the responsibilty and commitment of the regular organization is described and clarified with many examples.
[Change Management, Article]

Combating Short -Termism - and Managing for the Long Run

Danny Miller and Isabelle Le Breton
Family businesses tend to outlast other companies by factors of two or three, and outperform in market valuations and returns on assets. Why the out-performance? A summary of a recent book by the authors themselves: “Managing for the Long Run” (Harvard Business School Press, 2005).
[Change Management, Reviews]

I Can’t Drive 55
Review of ‘Change Without Pain: How managers can overcome initiative overload, organizational chaos and employee burnout’.
Jim Mortensen
In almost two-thirds of the industries studied, change projects decreased corporate survival. So the mantra is not “change or die” but “change and die”. Solution-focused and in the spirit of Keep It Simple Stupid – this book describes a method that works by using techniques that work. Abrahamson’s model puts people at the center of change efforts and duly recognizes that people, like even the strongest metals, can only be stressed so much before they fatigue and fail.
[Change Management, Reviews]

See-Feel-Change
Review of the Heart of Change by John P. Kotter and Dan S. Cohen, Harvard Business School Press Book, Boston
Jim Mortensen
There is so much talk about how often change efforts in organizations fail that it could make you wonder if successful organizational change exists at all. Well, it does. And by analyzing it we can learn about how to accomplish it. And this is exactly what John Kotter and Dan Cohen have set out to do in their book the Heart of Change. Jim Mortensen from Brigham Young University has written a very interesting review of this book. This book is not yet another analysis of how change so often goes wrong but attempts to answer the precise opposite question: when does organizational change go right and what happens when it does? Mortensen briefly summarizes the book and shares some thought-provoking reflections on its content.
[Change Management, Reviews]

Change Management and Wake-up Calls
The power of now in E-business
Burt Rost van Tonningen
The author offers his suggestions as to how a company can develop and implement an Internet strategy.
[Change Management, Article]

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Readers' responses

See feel change
It's very interesting, to read what the possibility's are to change. the only disadvantage that we h...
Deceulaer Marjan
rating
rating 7...
loraine kennedy