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READING ON THE GO AT UNION STATION LENDING LIBRARY
In the spring of 2015, The Union Station Redevelopment Corporation launched a […]
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Re-engineering, restructuring and change are the business buzzwords of the 90s. But while many companies have reorganized, statistics show that only 20 percent of them have actually achieved major, substantive change -- the kind of change that's absolutely necessary to succeed and grow in our new economy. In many organizations the surgery has been completed, but the healing has not begun.
In a groundbreaking, results-oriented new book, Canadian organizational change specialist Leslie Bendaly shows that the key to today's -- and tomorrow's -- corporate success lies in a finely tuned balancing act. Companies must learn to balance their traditional focus on task and structure -- the "what" -- with a new focus on the process -- the "how" which emphasizes the interconnectedness, spontaneity and wisdom required in the new world of work.
Organization 2000 details a proven, step-by-step strategy for mastering this balancing act, filled with actual case studies from Canadian and American corporations and public sector organizations, as well as questionnaires, tips and resources. Managers will learn the difference between organizations that intuitively respond and those that provide traditional, logic-based solutions -- and they'll learn why response-based organizations are more successful. They'll learn how to balance their attention to task and attention to process through new understanding of how to function in a highly interconnected and unpredictable world. They'll see why teams are the foundation of the flexible organization andmust be a balanced mix of task-oriented and process-oriented members. They'll learn how to generate the two most important commodities in the new economy -- energy and wisdom. Finally, they'll discover how to quit struggling and bring about substantive change with greater ease.
Organization 2000 presents the next -- and most important step -- for companies to become successful in the new economy. It is an easy must-read for managers wondering why their current reorganization is proving less than successful and an invaluable tool for organizations just beginning the process of change.
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