Change management essentials: for managers and smart leaders
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Baden-Baden
Nomos, Edition Rainer Hampp
2021
|
| Edition: | 1st edition |
| Subjects: | |
| Online Access: | Inhaltstext Inhaltsverzeichnis |
| Physical Description: | 217 Seiten Diagramme |
| ISBN: | 9783985420063 3985420068 |
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MARC
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| 245 | 1 | 0 | |a Change management essentials |b for managers and smart leaders |c Meik Führing |
| 250 | |a 1st edition | ||
| 264 | 1 | |a Baden-Baden |b Nomos, Edition Rainer Hampp |c 2021 | |
| 300 | |a 217 Seiten |b Diagramme | ||
| 336 | |b txt |2 rdacontent | ||
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| 653 | |a Risiko | ||
| 653 | |a Risikomanagement | ||
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| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe, PDF |z 978-3-95710-293-5 |
| 856 | 4 | 2 | |m X:MVB |q text/html |u http://deposit.dnb.de/cgi-bin/dokserv?id=0b9056298c62460ba2d363973a15b4ac&prov=M&dok_var=1&dok_ext=htm |3 Inhaltstext |
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Record in the Search Index
| _version_ | 1804182638406139904 |
|---|---|
| adam_text | CONTENTS
LIST
OF
FIGURES
...................................................................................................................
11
LIST
OF
EXERCISES
...............................................................................................................
14
PROLOGUE
...........................................................................................................................
16
1.
INTRODUCTION
...............................................................................................................
17
1.1.
USE
CASES
FOR
CHANGE
MANAGEMENT
..............................................................
17
1.2.
BASIC
PREMISES
AND
STRUCTURE
OF
THIS
BOOK
....................................................
21
1.3.
HOW
TO
USE
THIS
BOOK
...................................................................................
26
2.
GET
YOURSELF
READY
FOR
CHANGE
AND
TAKE
YOUR
ROLE
AS
CHANGE
LEADER
...............
28
2.1.
UNDERSTANDING
THE
RELEVANCE
AND
DIMENSIONS
OF
YOUR
ROLE
AS
CHANGE
LEADER
AND
MANAGER
............................
28
2.1.1.
WHY
CHANGE
MANAGEMENT
IS
A
CORE
TASK
FOR
MANAGERS
........................
29
2.1.2.
YOUR
ROLES
AS
CHANGE
LEADER
AND
CHANGE
MANAGER
...............................
32
2.1.3.
FROM
THE
ROLE
AS
A
VICTIM
TO
THE
ACTIVE
CREATOR
AND
DESIGNER
OF
THE
CHANGE
PROCESS
...............................................................
40
2.2.
QUICK
CHECK:
ARE
YOU
READY
TO
TAKE
THE
ROLE
AS
CHANGE
LEADER
AND
MANAGER?
.................................................................................................
43
2.3.
CONNECT
CHANGE
ROLE
AND
GOALS
TO
YOUR
PERSONAL
PURPOSE
AND
MAKE
IT
YOUR
CHANGE
..............................................................................
45
2.4.
PROVIDING
THE
NEEDED
SKILLS
AND
CONDITIONS
TO
FULFIL
YOUR
ROLE
...............
49
2.5.
ENCOURAGING
YOURSELF
TO
DEAL
WITH
THE
CHALLENGES
AND
UNCERTAINTY
OF
THE
CHANGE
PROCESS
...............................................................
53
2.6.
KEEPING
YOUR
OWN
BODY
AND
MIND
HEALTHY
AND
PERFORMANT
...................
59
2.6.1.
SOURCES
OF
FOLLOWERSHIP
1:
THE
FORMAL
LEADERSHIP
POSITION
ALONE
WILL
USUALLY
NOT
BE
SUFFICIENT
.......................................................
62
2.6.2.
SOURCES
OF
FOLLOWERSHIP
2:
COMPREHENSIBLE
ORDERS
ARE
AN
IMPORTANT
BASIS
FOR
THEIR
ACCEPTANCE
.......................................................
62
2.6.3.
SOURCES
OF
FOLLOWERSHIP
3:
SUBJECT
MATTER
EXPERTISE
INCREASES
ACCEPTANCE
ESPECIALLY
AMONG
SUBJECT
MATTER
EXPERTS
............................
63
2.6.4.
SOURCES
OF
FOLLOWERSHIP
4:
DUE
TO
EVOLUTIONARY
HERITAGE,
FOLLOWERSHIP
IS
OFTEN
BASED
ON
ACCEPTED
STRENGTH
AND
NATURAL
RANKING
.....................................................................................
64
7
2.6.5.
SOURCES
OF
FOLLOWERSHIP
5:
WILLINGNESS
TO
FOLLOW
IS
HIGHER
WHEN
THE
LEADER
CARES
ABOUT
THE
VITAL
INTERESTS
OF
THE
EMPLOYEES
.................................................................
.
.....
64
2.6.6.
SOURCES
OF
FOLLOWERSHIP
6:
WITH
AUTHENTIC
APPRECIATION
AND
THE
CREATION
OF
A
SENSE
OF
BELONGING,
THE
BASIS
FOR
FOLLOWERSHIP
IS
LAID
..................................................................................
64
2.6.7.
SOURCES
OF
FOLLOWERSHIP
7:
ESPECIALLY
INDEPENDENT
AND
PERFORMANCE-ORIENTED
EMPLOYEES
EXPECT
INSPIRATION
AND
THE
OPPORTUNITY
FOR
SELF-FULFILMENT
...........................................................
65
2.6.8.
SOURCES
OF
FOLLOWERSHIP
8:
OVERALL,
FOLLOWERSHIP
IS
ACHIEVED
THROUGH
THE
FULFILMENT
OF
INDIVIDUAL
NEEDS
AND
INTERESTS
......................
65
2.7.
DEVELOPING
YOUR
ROLE
AND
SKILLS
AS
CHANGE
MANAGER
AND
LEADER
WITH
AGILE
SELF-MANAGEMET
..................................................................
67
2.7.1.
WHAT
IS
AGILE
SELF-MANAGEMENT?
.............................................................
68
2.7.2.
PLANNING
OF
YOUR
DEVELOPMENT
SPRINTS
....................................................
70
3.
A
SHORT
INTRODUCTION
TO
CHANGE
MANAGEMENT
........................................................
74
3.1.
DEFINITION
AND
CORE
ELEMENTS
OF
CHANGE
MANAGEMENT
..............................
74
3.2.
PSYCHOLOGICAL
PATTERNS
OF
HOW
PEOPLE
REACT
TO
CHANGE
.............................
80
3.3.
EMOTIONAL
REACTIONS
OVER
THE
COURSE
OF
THE
CHANGE
PROCESS
.....................
82
3.4.
PEOPLE
ACCEPT
AND
ADOPT
CHANGES
AT
DIFFERENT
SPEEDS
..............................
86
3.5.
RESISTANCE
AS
NORMAL
BEHAVIOUR
IN
CHANGE
PROCESSES
.................................
88
3.6.
RELATIONSHIP
BETWEEN
PERFORMANCE
AND
RESISTANCE
OVER
TIME
...................
93
3.7.
A
PARTICULAR
CHALLENGE
IS
TO
CUT
JOBS
AND
IMPLEMENT
CULTURAL
CHANGES
AT
THE
SAME
TIME
.............................................................................
95
4.
IMPLEMENTATION
OF
AN
AGILE
CHANGE
ARCHITECTURE
.................................................
101
4.1.
YOUR
CHANGE
MANAGEMENT
ROADMAP
-
YOUR
PATHFINDER
THROUGH
EVERY
CHANGE
PROCESS
....................................................................
101
4.2.
A
SHORT INTRODUCTION
TO
AGILE
(CHANGE)
MANAGEMENT
...............................
107
4.3.
CLARIFICATION
OF
WHY,
WHAT
AND
HOW
OF
THE
CHANGE
PROJECT
.....................
109
4.4.
STAKEHOLDER
MANAGEMENT
..............................................................................
114
4.4.1.
IDENTIFICATION
OF
THE
RELEVANT
STAKEHOLDERS
............................................
115
4.4.2.
HOW
TO
DEAL
WITH
DIFFERENT
STAKEHOLDERS
..............................................
116
8
4.5.
TOP
MANAGEMENT
ALIGNMENT
AND
COMMITMENT
........................................
119
4.5.1.
(TOP)
MANAGEMENT
AS
CRITICAL
SUCCESS
FACTOR
.........................................
120
4.5.2.
STRATEGY
AND
KEY
PRINCIPLES
TO
MANAGE
TOP
MANAGEMENT
.....................
122
4.5.3.
MANAGING
DIFFERENT
PERSONALITIES
IN
TOP
MANAGEMENT
.........................
125
4.6.
PROJECT
SETUP
-
IT
ALL
STARTS
WITH
THE
RIGHT
PEOPLE
.....................................
130
4.6.1.
BUILDING
A
POWERFUL
CHANGE
PROJECT
TEAM
.............................................
130
4.6.2.
WORK
WITH
THE
WILLING
ONES
....................................................................
135
4.6.3.
PROJECT
ROLES,
RESPONSIBILITIES
AND
PROJECT
GOVERNANCE
.......................
137
4.6.4.
WORKING
MODE
AND
MEETING
STRUCTURES
..................................................
140
4.6.5.
PROJECT
KICKOFFWORKSHOP
.......................................................................
142
4.7.
METHODS
TO
CONDUCT
A
CHANGE
DIAGNOSIS
TO
IDENTIFY
THE
NEEDED
CHANGES,
TO
DEFINE
CHANGE
GOALS
AND
DERIVE
MEASURES
...........
144
4.7.1.
CHANGE
PROCESS
-
WHERE
DO
YOU
STAND
IN
THE
CHANGE
PROCESS?
.........
144
4.7.2.
DIAGNOSIS
OF
THE
ORGANIZATIONAL
ENERGY
AND
DERIVED
NORM
STRATEGIES
FOR
YOUR
CHANGE
MANAGEMENT
...............................................
146
4.8.
STAKEHOLDER
ANALYSIS
AND
MANAGEMENT
........................................................
148
4.8.1.
QUICK
CHECK
NORM
STRATEGIES
FOR
STAKEHOLDER
MANAGEMENT
..............
148
4.8.2.
DETAILED
STAKEHOLDER
ANALYSIS
.................................................................
150
4.8.3.
STAKEHOLDER
MAPPING
...............................................................................
152
4.8.4.
CHANGE
CURVE
-
WHERE
DO
THE
STAKEHOLDERS
STAND
EMOTIONALLY?
.......
155
4.9.
DEVELOPMENT
AND
DEFINITION
OF
CONCRETE
CHANGE
GOALS
..........................
156
4.10.
TEAMBUILDING
-
HOW
TO
DEVELOP
A
HIGH-PERFORMING
TEAM
....................
159
4.10.1.
THE
DEVELOPMENT
OF
A
HIGH-PERFORMANCE
TEAM
OVER
TIME
...............
160
4.10.2.
RULES
OF
COOPERATION
-
FINDING
THE
RIGHT
BALANCE
BETWEEN
DIFFERENT
PERSONALITIES
AND
CULTURES
.......................................................
165
4.10.3.
SUCCESS
FACTORS
OF
TEAM
BUILDING
..........................................................
166
4.11.
CHANGE
COMMUNICATION
..............................................................................
172
4.11.1.
CHANGE
COMMUNICATION
STRATEGY
............................................................
172
4.11.2.
AN
ATTRACTIVE
CHANGE
STORY
IS
THE
BASIS
OF
EVERY
CHANGE
COMMUNICATION
........................................................................................
176
4.11.3.
CHANGE
COMMUNICATION
PLANNING
..........................................................
178
9
4.12.
SPRINT
PLANNING
AND
IMPLEMENTATION
OF
CHANGE
MANAGEMENT
SPRINTS
.....................................................................................
182
4.12.1.
GOALS,
LOGIC
AND
PROCESS
OF
CHANGE
SPRINTS
..........................................
183
4.12.2.
DETAILING
THE
INDIVIDUAL
CHANGE
MEASURES
FOR
A
SINGLE
SPRINT
.............
184
4.13.
HANDOVER
AND
COMPLETION
OF
THE
CHANGE
PROJECT
.....................................
190
5.
OUTLOOK:
ANCHORING
CONTINUOUS
DEVELOPMENT AND
ORGANIZATIONAL
LEARNING
IN
THE
CULTURE
AND
STRUCTURE
OF
THE
ORGANIZATION
...................................
192
5.1.
CHANGE
CAPABILITY
IS
TO
MASTER
SHORT-TERM
CRISIS
MANAGEMENT
AND
SUSTAINABLE
CULTURAL
CHANGES
.............................................................
192
5.2.
STRATEGIC
RADAR
AND
MEGATRENDS
...................................................................
195
5.3.
MANAGING
CHANGES
IN
CORPORATE
CULTURES
...................................................
198
5.4.
HOW
CAN
CORPORATE
CULTURES
BE
DEVELOPED
AND
CHANGED?
.....................
200
5.5.
STRATEGIC
HUMAN
RESOURCE
MANAGEMENT
.....................................................
204
5.6.
LOOKING
BEYOND
YOUR
CURRENT
CHANGE
PROJECT
..........................................205
6.
EPILOGUE
...................................................................................................................
207
ENDNOTES
........................................................................................................................
209
10
|
| adam_txt |
CONTENTS
LIST
OF
FIGURES
.
11
LIST
OF
EXERCISES
.
14
PROLOGUE
.
16
1.
INTRODUCTION
.
17
1.1.
USE
CASES
FOR
CHANGE
MANAGEMENT
.
17
1.2.
BASIC
PREMISES
AND
STRUCTURE
OF
THIS
BOOK
.
21
1.3.
HOW
TO
USE
THIS
BOOK
.
26
2.
GET
YOURSELF
READY
FOR
CHANGE
AND
TAKE
YOUR
ROLE
AS
CHANGE
LEADER
.
28
2.1.
UNDERSTANDING
THE
RELEVANCE
AND
DIMENSIONS
OF
YOUR
ROLE
AS
CHANGE
LEADER
AND
MANAGER
.
28
2.1.1.
WHY
CHANGE
MANAGEMENT
IS
A
CORE
TASK
FOR
MANAGERS
.
29
2.1.2.
YOUR
ROLES
AS
CHANGE
LEADER
AND
CHANGE
MANAGER
.
32
2.1.3.
FROM
THE
ROLE
AS
A
VICTIM
TO
THE
ACTIVE
CREATOR
AND
DESIGNER
OF
THE
CHANGE
PROCESS
.
40
2.2.
QUICK
CHECK:
ARE
YOU
READY
TO
TAKE
THE
ROLE
AS
CHANGE
LEADER
AND
MANAGER?
.
43
2.3.
CONNECT
CHANGE
ROLE
AND
GOALS
TO
YOUR
PERSONAL
PURPOSE
AND
MAKE
IT
YOUR
CHANGE
.
45
2.4.
PROVIDING
THE
NEEDED
SKILLS
AND
CONDITIONS
TO
FULFIL
YOUR
ROLE
.
49
2.5.
ENCOURAGING
YOURSELF
TO
DEAL
WITH
THE
CHALLENGES
AND
UNCERTAINTY
OF
THE
CHANGE
PROCESS
.
53
2.6.
KEEPING
YOUR
OWN
BODY
AND
MIND
HEALTHY
AND
PERFORMANT
.
59
2.6.1.
SOURCES
OF
FOLLOWERSHIP
1:
THE
FORMAL
LEADERSHIP
POSITION
ALONE
WILL
USUALLY
NOT
BE
SUFFICIENT
.
62
2.6.2.
SOURCES
OF
FOLLOWERSHIP
2:
COMPREHENSIBLE
ORDERS
ARE
AN
IMPORTANT
BASIS
FOR
THEIR
ACCEPTANCE
.
62
2.6.3.
SOURCES
OF
FOLLOWERSHIP
3:
SUBJECT
MATTER
EXPERTISE
INCREASES
ACCEPTANCE
ESPECIALLY
AMONG
SUBJECT
MATTER
EXPERTS
.
63
2.6.4.
SOURCES
OF
FOLLOWERSHIP
4:
DUE
TO
EVOLUTIONARY
HERITAGE,
FOLLOWERSHIP
IS
OFTEN
BASED
ON
ACCEPTED
STRENGTH
AND
"
NATURAL
"
RANKING
.
64
7
2.6.5.
SOURCES
OF
FOLLOWERSHIP
5:
WILLINGNESS
TO
FOLLOW
IS
HIGHER
WHEN
THE
LEADER
CARES
ABOUT
THE
VITAL
INTERESTS
OF
THE
EMPLOYEES
.
'.
.
64
2.6.6.
SOURCES
OF
FOLLOWERSHIP
6:
WITH
AUTHENTIC
APPRECIATION
AND
THE
CREATION
OF
A
SENSE
OF
BELONGING,
THE
BASIS
FOR
FOLLOWERSHIP
IS
LAID
.
64
2.6.7.
SOURCES
OF
FOLLOWERSHIP
7:
ESPECIALLY
INDEPENDENT
AND
PERFORMANCE-ORIENTED
EMPLOYEES
EXPECT
INSPIRATION
AND
THE
OPPORTUNITY
FOR
SELF-FULFILMENT
.
65
2.6.8.
SOURCES
OF
FOLLOWERSHIP
8:
OVERALL,
FOLLOWERSHIP
IS
ACHIEVED
THROUGH
THE
FULFILMENT
OF
INDIVIDUAL
NEEDS
AND
INTERESTS
.
65
2.7.
DEVELOPING
YOUR
ROLE
AND
SKILLS
AS
CHANGE
MANAGER
AND
LEADER
WITH
AGILE
SELF-MANAGEMET
.
67
2.7.1.
WHAT
IS
AGILE
SELF-MANAGEMENT?
.
68
2.7.2.
PLANNING
OF
YOUR
DEVELOPMENT
SPRINTS
.
70
3.
A
SHORT
INTRODUCTION
TO
CHANGE
MANAGEMENT
.
74
3.1.
DEFINITION
AND
CORE
ELEMENTS
OF
CHANGE
MANAGEMENT
.
74
3.2.
PSYCHOLOGICAL
PATTERNS
OF
HOW
PEOPLE
REACT
TO
CHANGE
.
80
3.3.
EMOTIONAL
REACTIONS
OVER
THE
COURSE
OF
THE
CHANGE
PROCESS
.
82
3.4.
PEOPLE
ACCEPT
AND
ADOPT
CHANGES
AT
DIFFERENT
SPEEDS
.
86
3.5.
RESISTANCE
AS
NORMAL
BEHAVIOUR
IN
CHANGE
PROCESSES
.
88
3.6.
RELATIONSHIP
BETWEEN
PERFORMANCE
AND
RESISTANCE
OVER
TIME
.
93
3.7.
A
PARTICULAR
CHALLENGE
IS
TO
CUT
JOBS
AND
IMPLEMENT
CULTURAL
CHANGES
AT
THE
SAME
TIME
.
95
4.
IMPLEMENTATION
OF
AN
AGILE
CHANGE
ARCHITECTURE
.
101
4.1.
YOUR
CHANGE
MANAGEMENT
ROADMAP
-
YOUR
PATHFINDER
THROUGH
EVERY
CHANGE
PROCESS
.
101
4.2.
A
SHORT INTRODUCTION
TO
AGILE
(CHANGE)
MANAGEMENT
.
107
4.3.
CLARIFICATION
OF
WHY,
WHAT
AND
HOW
OF
THE
CHANGE
PROJECT
.
109
4.4.
STAKEHOLDER
MANAGEMENT
.
114
4.4.1.
IDENTIFICATION
OF
THE
RELEVANT
STAKEHOLDERS
.
115
4.4.2.
HOW
TO
DEAL
WITH
DIFFERENT
STAKEHOLDERS
.
116
8
4.5.
TOP
MANAGEMENT
ALIGNMENT
AND
COMMITMENT
.
119
4.5.1.
(TOP)
MANAGEMENT
AS
CRITICAL
SUCCESS
FACTOR
.
120
4.5.2.
STRATEGY
AND
KEY
PRINCIPLES
TO
MANAGE
TOP
MANAGEMENT
.
122
4.5.3.
MANAGING
DIFFERENT
PERSONALITIES
IN
TOP
MANAGEMENT
.
125
4.6.
PROJECT
SETUP
-
IT
ALL
STARTS
WITH
THE
RIGHT
PEOPLE
.
130
4.6.1.
BUILDING
A
POWERFUL
CHANGE
PROJECT
TEAM
.
130
4.6.2.
WORK
WITH
THE
WILLING
ONES
.
135
4.6.3.
PROJECT
ROLES,
RESPONSIBILITIES
AND
PROJECT
GOVERNANCE
.
137
4.6.4.
WORKING
MODE
AND
MEETING
STRUCTURES
.
140
4.6.5.
PROJECT
KICKOFFWORKSHOP
.
142
4.7.
METHODS
TO
CONDUCT
A
CHANGE
DIAGNOSIS
TO
IDENTIFY
THE
NEEDED
CHANGES,
TO
DEFINE
CHANGE
GOALS
AND
DERIVE
MEASURES
.
144
4.7.1.
CHANGE
PROCESS
-
WHERE
DO
YOU
STAND
IN
THE
CHANGE
PROCESS?
.
144
4.7.2.
DIAGNOSIS
OF
THE
ORGANIZATIONAL
ENERGY
AND
DERIVED
NORM
STRATEGIES
FOR
YOUR
CHANGE
MANAGEMENT
.
146
4.8.
STAKEHOLDER
ANALYSIS
AND
MANAGEMENT
.
148
4.8.1.
QUICK
CHECK
NORM
STRATEGIES
FOR
STAKEHOLDER
MANAGEMENT
.
148
4.8.2.
DETAILED
STAKEHOLDER
ANALYSIS
.
150
4.8.3.
STAKEHOLDER
MAPPING
.
152
4.8.4.
CHANGE
CURVE
-
WHERE
DO
THE
STAKEHOLDERS
STAND
EMOTIONALLY?
.
155
4.9.
DEVELOPMENT
AND
DEFINITION
OF
CONCRETE
CHANGE
GOALS
.
156
4.10.
TEAMBUILDING
-
HOW
TO
DEVELOP
A
HIGH-PERFORMING
TEAM
.
159
4.10.1.
THE
DEVELOPMENT
OF
A
HIGH-PERFORMANCE
TEAM
OVER
TIME
.
160
4.10.2.
RULES
OF
COOPERATION
-
FINDING
THE
RIGHT
BALANCE
BETWEEN
DIFFERENT
PERSONALITIES
AND
CULTURES
.
165
4.10.3.
SUCCESS
FACTORS
OF
TEAM
BUILDING
.
166
4.11.
CHANGE
COMMUNICATION
.
172
4.11.1.
CHANGE
COMMUNICATION
STRATEGY
.
172
4.11.2.
AN
ATTRACTIVE
CHANGE
STORY
IS
THE
BASIS
OF
EVERY
CHANGE
COMMUNICATION
.
176
4.11.3.
CHANGE
COMMUNICATION
PLANNING
.
178
9
4.12.
SPRINT
PLANNING
AND
IMPLEMENTATION
OF
CHANGE
MANAGEMENT
SPRINTS
.
182
4.12.1.
GOALS,
LOGIC
AND
PROCESS
OF
CHANGE
SPRINTS
.
183
4.12.2.
DETAILING
THE
INDIVIDUAL
CHANGE
MEASURES
FOR
A
SINGLE
SPRINT
.
184
4.13.
HANDOVER
AND
COMPLETION
OF
THE
CHANGE
PROJECT
.
190
5.
OUTLOOK:
ANCHORING
CONTINUOUS
DEVELOPMENT AND
ORGANIZATIONAL
LEARNING
IN
THE
CULTURE
AND
STRUCTURE
OF
THE
ORGANIZATION
.
192
5.1.
CHANGE
CAPABILITY
IS
TO
MASTER
SHORT-TERM
CRISIS
MANAGEMENT
AND
SUSTAINABLE
CULTURAL
CHANGES
.
192
5.2.
STRATEGIC
RADAR
AND
MEGATRENDS
.
195
5.3.
MANAGING
CHANGES
IN
CORPORATE
CULTURES
.
198
5.4.
HOW
CAN
CORPORATE
CULTURES
BE
DEVELOPED
AND
CHANGED?
.
200
5.5.
STRATEGIC
HUMAN
RESOURCE
MANAGEMENT
.
204
5.6.
LOOKING
BEYOND
YOUR
CURRENT
CHANGE
PROJECT
.205
6.
EPILOGUE
.
207
ENDNOTES
.
209
10 |
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| index_date | 2024-07-03T17:49:32Z |
| indexdate | 2024-07-10T09:10:44Z |
| institution | BVB |
| institution_GND | (DE-588)117513-0 |
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| language | English |
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| physical | 217 Seiten Diagramme |
| publishDate | 2021 |
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| publisher | Nomos, Edition Rainer Hampp |
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| spelling | Führing, Meik Verfasser (DE-588)130156671 aut Change management essentials for managers and smart leaders Meik Führing 1st edition Baden-Baden Nomos, Edition Rainer Hampp 2021 217 Seiten Diagramme txt rdacontent n rdamedia nc rdacarrier Führung (DE-588)4018776-7 gnd rswk-swf Change Management (DE-588)7606306-9 gnd rswk-swf Business Leadership Consulting Personal Risiko Risikomanagement Führung (DE-588)4018776-7 s Change Management (DE-588)7606306-9 s DE-604 Nomos Verlagsgesellschaft (DE-588)117513-0 pbl Erscheint auch als Online-Ausgabe, PDF 978-3-95710-293-5 X:MVB text/html http://deposit.dnb.de/cgi-bin/dokserv?id=0b9056298c62460ba2d363973a15b4ac&prov=M&dok_var=1&dok_ext=htm Inhaltstext DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032789236&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p dnb 20210329 DE-101 https://d-nb.info/provenance/plan#dnb |
| spellingShingle | Führing, Meik Change management essentials for managers and smart leaders Führung (DE-588)4018776-7 gnd Change Management (DE-588)7606306-9 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)7606306-9 |
| title | Change management essentials for managers and smart leaders |
| title_auth | Change management essentials for managers and smart leaders |
| title_exact_search | Change management essentials for managers and smart leaders |
| title_exact_search_txtP | Change management essentials for managers and smart leaders |
| title_full | Change management essentials for managers and smart leaders Meik Führing |
| title_fullStr | Change management essentials for managers and smart leaders Meik Führing |
| title_full_unstemmed | Change management essentials for managers and smart leaders Meik Führing |
| title_short | Change management essentials |
| title_sort | change management essentials for managers and smart leaders |
| title_sub | for managers and smart leaders |
| topic | Führung (DE-588)4018776-7 gnd Change Management (DE-588)7606306-9 gnd |
| topic_facet | Führung Change Management |
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