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Unlike many "recipe-less" management cook-books, this book provides a roadmap which depicts how successful corporate revitalization occurs. Graphically closer to Rockwell than Picasso, the roadmap is derived from hundreds of interviews within the six organizations, an examination of primary source documents, and the administration of a standardized questionnaire in each company.

Network Analysis (Critical Path Analysis) Explained

To add further clarity, the extent of revitalization achieved within the six companies has been ranked by the researchers and the employees. Throughout the book the authors highlight the three human resource HR attributes necessary for competitiveness: coordination, competence, and commitment.

They use these as broad benchmarks for determining the effectiveness of various change approaches. Rather than waiting until the end of the book to capsulize their conclusions, the authors have positioned an excellent overview p. From the book, we learn that:.


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Change efforts that begin by creating corporate programs to alter the culture or the management of people in the firm are inherently flawed even when supported by top management. University of Sydney Library.

The Critical Path to Corporate Renewal by Michael Beer

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The Critical Path to Corporate Renewal

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The Fallacy of Programmatic Change

Curtin University. Department of Health WA. Edith Cowan University. Federation University Australia Library. Throughout the book the authors highlight the three human resource HR attributes necessary for competitiveness: coordination, competence, and commitment.

They use these as broad benchmarks for determining the effectiveness of various change approaches. Rather than waiting until the end of the book to capsulize their conclusions, the authors have positioned an excellent overview p. From the book, we learn that:.

Russell Eisenstat

Change efforts that begin by creating corporate programs to alter the culture or the management of people in the firm are inherently flawed even when supported by top management. Formal organizational structure and systems are the last things an organization should change when seeking renewal - not the first, as many managers assume. Effective changes in the way an organization manages people do not occur by changing the organization's human resource policies and systems.

Starting corporate renewal at the very top is a high-risk revitalization strategy not employed by the most successful companies.