Taking Charge Of Change: Ten Principles For Managing People And Performance: Douglas K. Smith

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Editorial Reviews

From Library Journal
In business, reengineering is the idiom of the day. Brought to prominence by Michael Hammer and James Champy (Reengineering the Corporation, HarperBusiness, 1993), reengineering calls for an organization to examine itself and its processes. Ironically, whatever the impetus, 70 percent of all reengineering efforts result in failure. In this work, Smith, a management consultant and coauthor of The Wisdom of Teams (LJ 2/1/93), attempts to move reengineering in a more positive direction and provides a syllabus for understanding and implementing a reengineering effort. For Smith, the emphasis is on people and performance. Change is never easy, and the value of the book is in the real situations and examples where change has been attempted, sometimes successfully, sometimes not (lessons can be learned from failure). Aside from being an excellent primer with clearly illustrated models, the last chapter, dealing with personal leadership, is noteworthy. Any organization contemplating a change effort should read this chapter before taking the journey.?Steven Silkunas, Southeastern Pennsylvania Transit Authority, Philadelphia
Copyright 1996 Reed Business Information, Inc.
–This text refers to an out of print or unavailable edition of this title.

Product Description
Cooking up great ideas of how things ought to be is easy. Getting things to actually change is hard, especially in large, complex organizations. The meeting about ”the new vision” goes over fine, then everyone drifts back to his or her office and nothing changes. This book provides the diagnostic tools managers need to assess their particular needs for change, and then the tool kit required to implement the changes one wants to see.

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