000			01627nam a2200301Ia 4500
001			3011
008			230305s2018 xx 000 0 und d
020			_a9789492004628
043			_aen_UK
041			_aeng
245		0	_aBreak the cycle!
260			_aAmsterdam _bWarden Press, _c2018
300			_a122 p. _c21 cm.
500			_ahow managers block change without realizing it
505			_aTOC: _r1 Recognize persistent situations-- _r2 Be aware of your thinking about change-- _r3 See what you do when the going gets tough-- _r4 Understand how you are perpetuating the situation-- _r5 Dare to discuss the undiscussable-- _r6 Start small--
520			_aMost modern managers know much of what there is to know about change management. Still, things often go wrong in practice. This is almost entirely because our actions are not always steered by our knowledge. Without realizing it, we make assumptions about our employees that end up causing trouble for us. And we tend to subconsciously behave in a way that undermines employees' initiative and sense of responsibility. To be able to break out of such sticky situations, you need to understand how you, as the manager, are in fact creating and perpetuating these situations yourself.
630			_aHD INDUSTRIES. LAND USE. LABOR _937
650		0	_aOrganizational behavior _92566
650			_aManagers behavior _912738
700			_aArdon, Arend _eAuthor _912739
902			_a363
905			_am
911			_ahttps://biblioteca.tbs-education.es/portadas/9789492004628.jpg
912			_a2018-01-01
942			_a1
953			_d2021-03-23 15:11:47
999			_c2869 _d2869