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Organization theory --- Executive ability --- Organizational effectiveness --- Aptitude pour la direction --- Efficacité organisationnelle --- Management --- Organization --- Administrative ability --- Executive skills --- Ability --- Executive ability. --- Organizational effectiveness. --- Efficacité organisationnelle

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How to transform your organization by transforming yourself In this follow-up to the best-selling Deep Change, Bob Quinn reveals how extraordinary leaders change their communities and organizations by transforming themselves. Building the Bridge As You Walk On It explodes the myth that leadership is simply behavior, competencies, techniques, or position and reveals that the foundation of leadership is who we are, our core identity. Quinn shows how it is possible for anyone, no matter how high or low their position, to become a leader. Through his own personal stories and the stories of others who have experienced deep change, Quinn uncovers the eight principles that lie at the heart of both personal and organizational transformation: be responsible in your freedom, practice tough love, engage in your actions authentically, be analytic yet constructive, ground your vision, be flexible but confident, and be humble in your independence. Each of the book's stories is intimate, compelling, inspiring, and transformational. Quinn also provides powerful exercises at the end of each chapter to help individuals "build the bridge" to becoming more effective leaders and living an extraordinary life in accordance with these practices. Robert E. Quinn (Ann Arbor, MI) holds the M. E. Tracy Collegiate Professorship at the University of Michigan and is Professor of Organizational Behavior at the University of Michigan Business School. He is the author of numerous books including the best-selling Deep Change (0-7879-6244-6) and Change the World (0-7879-5319-5), both from Jossey-Bass. Quinn consults with organizations all over the world and speaks extensively on the subject of deep change.

025.1 --- Bibliotheek: leiding, directie. Bibliotheekorganisatie. Bibliotheekmanagement --- Executive ability. --- Leadership. --- Organizational change. --- 025.1 Bibliotheek: leiding, directie. Bibliotheekorganisatie. Bibliotheekmanagement --- Executive ability --- Leadership --- Organizational change --- Change, Organizational --- Organization development --- Organizational development --- Organizational innovation --- Management --- Organization --- Manpower planning --- Ability --- Command of troops --- Followership --- Administrative ability --- Executive skills

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Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level¾culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

Corporate culture. --- Organizational change. --- Sociale psychologie --- sociale interactie. --- Corporate culture --- Organizational change --- 65.01 --- 65.01 Methods and methodology. Theory and practice of organization --- Methods and methodology. Theory and practice of organization --- Change, Organizational --- Organization development --- Organizational development --- Organizational innovation --- Management --- Organization --- Manpower planning --- Culture, Corporate --- Institutional culture --- Organizational culture --- Corporations --- Organizational behavior --- Business anthropology --- Sociological aspects

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