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230704 ||| eng |
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|a 1394176236
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|a 9781394176236
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|a 9781394176243
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|a 1394176244
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|a HD58.8
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|a Nakamura, Kazuhiko
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|a Manga de yasashiku wakaru soshiki kaihatsu
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|a Managing change
|b manga for success
|c author: Kazuhiko Nakamura ; artwork by Yoko Matsuo
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| 260 |
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|a Hoboken, New Jersey
|b Wiley
|c 2023
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| 300 |
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|a 1 online resource
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|a The Mindset Needed in Building Cooperative Relationships within a Group -- 6-2. The Growth and Development of an Organization or Workplace -- What Is Self-organization? -- Deepening Organization Development and the Growth and Development of an Organization or Workplace -- Constant Discussion and Pursuit -- Epilogue: What Does It Mean for an Organization to Change? -- Afterword -- References -- EULA.
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|a Roles Needed Besides the Core Team -- Transformation Leader -- Organization Development Supporter -- Sponsor -- 3-4. Process Consultation-How Do Supporters Support Organization Development? -- The Three Styles of Support -- The Specialist Style: Teaching Solution Strategies and Giving Information -- Doctor-Patient Style: Diagnosis and Prescription -- Process Consultation Style: Participatory Support -- An Example of Process Consultation Support -- Building a Support Relationship as a Participant -- Part 3: From Individual Work to Cooperation -- Story 4: Toward Being Able to Teach Each Other -- 4-1. Moving from Individual Work to Cooperation -- Why Work Is Being Done Individually -- The Shortcomings of Individual Work -- From Individual to Cooperative Work -- 4-2. Expanding Organization Development -- Structured and Unstructured Organization Development -- Increasing the Power of the Core Team to Transform Itself -- 4-3. Dealing with Resistance to Change -- Resistance to Change Is Healthy -- Dealing with Negative Reactions -- Building Successful Experiences through Small Attempts -- Part 4: Changing the Individual Mindset -- Story 5: Outgrowing Focus on Individual Work and Achievements -- 5-1. Differences in Mindsets -- The Achievement Mindset Dominates Businesses -- Moving from the Achievement Mindset to the Organization Development Mindset -- 5-2. Discussion with People You're in Conflict with -- The Pattern in Connections That Don't Go Well -- Discussing and Building a Cooperative Relationship with People You're in Conflict with -- Using Appreciative Inquiry (AI) in Discussions -- Part 5: Deepening and Expansion throughout the Organization as a Whole -- Story 6: From Confrontation to Cooperation -- 6-1. Implementing Cooperation within a Group -- How Conflicts and Confrontation Are Born in a Group
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|a Cover -- Title Page -- Copyright Page -- Contents -- Introduction -- Prologue: Problems Keep Happening Yet the Workplace Stays the Same -- Story 1: The Unchanging Workplace -- 1-1. The Human Side of Workplaces and Organizations -- The Hard and Soft Sides of an Organization -- Why Managing the Human Side Is Important -- 1-2. Technical Problems and Adaptive Challenges -- There Are Two Sides to a Problem -- Common Leader and Manager Mistakes -- 1-3. Adaptive Challenges and Organization Development -- Problems in the Human Side Include Adaptive Challenges -- Part 1: What Is Organization Development? -- Story 2: Meeting a Supporter of Organization Development -- 2-1. What Exactly Is Organization Development? -- Organization Development Is a "Label" -- Defining Organization Development -- 2-2. Steps in Organization Development -- How to Deal with Adaptive Challenges -- The Three Steps in Organization Development -- Organization Development Step 1: Seeing the Problem -- Organization Development Step 2: Serious Discussion -- Organization Development Step 3: Building a Future -- 2-3. What Exactly Is a Discussion? -- Discussion Means Two-way Communication Where Meaning Is Conveyed -- The Four Levels of Two-way Communication -- Level 1: Polite Conversation -- Level 2: Debate -- Level 3: Introspective Discussion -- Level 4: Productive Discussion -- Discussion Levels and the Three Steps of Organization Development -- Part 2: The Core Team as an Agent of Change -- Story 3: Building a Core Team -- 3-1. The Importance of Trying to See What You Don't See -- The Difficulty of Trying to Understand the Feelings of Someone Before You -- What Is Needed to See the Human Side? -- 3-2. The Core Team to Propel Change -- Propelling and Suppressing Change -- A Core Team to Increasingly Propel Change -- 3-3. Propelling Organization Development
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| 653 |
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|a Strategic planning / http://id.loc.gov/authorities/subjects/sh85128511
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|a Planification stratégique
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|a Changement organisationnel
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|a Strategic planning / fast
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|a Organizational change / http://id.loc.gov/authorities/subjects/sh85095525
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|a Success in business / http://id.loc.gov/authorities/subjects/sh85129589
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| 653 |
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|a Organizational change / fast
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| 653 |
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|a Success in business / fast
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| 653 |
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|a Succès dans les affaires
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| 700 |
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|a Matsuo, Yoko
|e artist
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 500 |
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|a "Original Japanese edition published by JMA Management Center Inc."--Title page verso
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| 776 |
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|z 9781394176229
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|u https://learning.oreilly.com/library/view/~/9781394176229/?ar
|x Verlag
|3 Volltext
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|a 158
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|a 658.4
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|a 658.4/06
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|a 330
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|a 658.406
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|a 650.1
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|a "Chuji, a young business planner at a car company, is appointed as director to a troubled dealership. Chuji asks Nanako, who is an organization development specialist, how to directly communicate with his peers. He finds deep-rooted issues and how he misunderstood certain situations. Together, the duo begin a series of discussions with peers, start changing some members' mindsets, and create a core change management team, which eventually leads to change the troubled dealership to a team-centric organization. Concepts and Theories: How employees adapt their attitude/mindset to difficult changes. Why some issues are not resolved easily and what to do. Key communication principles--Visibility, Communication, Visioning . Core team members can become internal change agents"--
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