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Joachim Klewes is Senior Partner of Pleon and an associate professor at the Heinrich Heine University Duesseldorf. His over 25 years of expertise include major assignments in the fields of organisational consulting, corporate change and crisis management, as well as corporate communications. He is a founding partner of the opinion research institute com.X and a frequent writer, publisher and speaker. Ralf Langen is Managing Partner of Pleon Germany and European Head of Pleon’s Change & Transformation Practice. He has been a communications management professional for more than 15 years both on the industry side and as a consultant. He specialises in change management, and crisis and issues management. He is also the founder and chairman of the European Centre for Reputation Studies (ECRS). Pleon is Europe's leading communications consultancy, creating and implementing strategies for private and public sector organisations around the world. The agency has 33 branded offices with more than 1,000 employees in 16 European countries and associate agencies in ten countries across Europe, the Middle East and Africa. Pleon was recently named "European Consultancy of the Year" by the Holmes Report and "Best Public Relations Agency" in The 2008 International Business Awards. "Change before you have to" - the advice by Jack Welch, former CEO of industry giant General Electric, still holds true today. Even more so: organisations permanently have to face change, if they want to succeed economically. No small feat, given the high expectations that employees have in times of transformation towards their management. Staff cannot be entirely left out of the process, anymore. This hard-learned lesson is fairly well understood by now. But how should engagement be designed and carried out? This collection explores the different approaches to employee participation - from a practitoners' perspective. Consultants from Pleon, Europe's leading communications agency, as well as managers and academics share their experience with change communication and offer valuable insights on what engagement - if tackled correctly - can do for organisations: it adds to the internal trust and external reputation.

Organizational change. --- Organizational change --- Management. --- Change, Organizational --- Organization development --- Organizational development --- Organizational innovation --- Management --- Organization --- Manpower planning --- Leadership. --- Business. --- Entrepreneurship. --- Personnel management. --- Business Strategy/Leadership. --- Business and Management, general. --- Human Resource Management. --- Entrepreneur --- Intrapreneur --- Capitalism --- Business incubators --- Administration --- Industrial relations --- Corporations --- Employment management --- Human resource management --- Human resources management --- Manpower utilization --- Personnel administration --- Public administration --- Employees --- Employment practices liability insurance --- Supervision of employees --- Ability --- Command of troops --- Followership --- Trade --- Economics --- Commerce --- Industrial management --- Personnel management --- Management science. --- Quantitative business analysis --- Problem solving --- Operations research --- Statistical decision --- Organizational change - Management --- #SBIB:35H305 --- Organisatieleer: organisatieverandering

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Il paziente dei nostri servizi sanitari è una persona o un numero? Un soggetto o un oggetto? Una persona sofferente o un insieme di meccanismi da aggiustare in una catena di montaggio di tanti specialisti? A ragione si parla oggi di umanizzazione della medicina e di demedicalizzazione dei servizi. Ci sono oltre venti lauree sanitarie ognuna delle quali dovrebbe comportare una professione diversa da quella del medico, e "più umana": nel percorso formativo di queste lauree sono previste diverse discipline psicologiche e sociali. Ma l’impresa è difficile. Giustamente definite sanitarie, anziché mediche, anzi meglio "della salute", o "di aiuto", queste professioni dovrebbero essere diverse da quella medica: sono di fatto diventate altrettante "altre" professioni mediche. La "mente medica", nel collettivo delle Organizzazioni si è appropriata di queste professioni come fossero "sue". Le diverse scienze psicologiche in primis la Psicologia Clinica e la Psicosomatica, dovrebbero essere al centro della formazione, anzi di una nuova forma mentis, di questi nuovi operatori. Ma come viene applicato l’intento del legislatore nell’Università Italiana e nella cultura sanitaria? Il grande mantello della medicina, di una certa medicina, copre gli scopi che erano stati intuiti come necessari per le differenti professione della Salute. Il presente testo intende chiarire misconoscimenti e riduzionismi che paralizzano il pur auspicato mutamento della medicina e le sue articolazioni in differenti professionalità. La Psicologia Clinica si pone come chiave per leggere la mentalità collettiva che sottende l’attuale cultura sanitaria medicalizzante, che si scontra con le esigenze della persona umana, negando, oltretutto, quanto la psicosomatica oggi ci dice circa la costante modulazione psichica di tutti i processi organici, nella salute così come in tutte le malattie. L’umanizzazione della medicina non è un surplus eticamente giusto per il malato: è un indispensabile agente terapeutico. La sua mancanza è iatrogena.

Mental Disorders --- Psychiatry --- Psychoanalytic Theory --- Clinical psychology --- Mental illness --- Psychologie clinique --- Maladies mentales --- Treatment --- Traitement --- Clinical psychology. --- Mental Disorders. --- Mental illness -- Treatment. --- Behavioral Sciences --- Psychological Theory --- Medicine --- Psychiatry and Psychology --- Health Occupations --- Behavioral Disciplines and Activities --- Psychological Phenomena and Processes --- Disciplines and Occupations --- Social Medicine --- Clinical Psychology --- Public Health --- Health & Biological Sciences --- Social medicine. --- Medical personnel and patient. --- Patient and medical personnel --- Medical care --- Medical sociology --- Medicine, Social --- Social aspects --- Psychology. --- Personnel management. --- Medicine. --- Social work. --- Community psychology. --- Environmental psychology. --- Clinical Psychology. --- Community and Environmental Psychology. --- Medicine/Public Health, general. --- Social Work. --- Human Resource Management. --- Patients --- Public health --- Public welfare --- Sociology --- Medical ethics --- Medical sociologists --- Psychology, clinical. --- Applied psychology. --- Psychology, Applied --- Psychological tests --- Benevolent institutions --- Philanthropy --- Relief stations (for the poor) --- Social service agencies --- Social welfare --- Social work --- Human services --- Clinical sciences --- Medical profession --- Human biology --- Life sciences --- Medical sciences --- Pathology --- Physicians --- Corporations --- Employment management --- Human resource management --- Human resources management --- Manpower utilization --- Personnel administration --- Management --- Public administration --- Employees --- Employment practices liability insurance --- Supervision of employees --- Applied psychology --- Psychagogy --- Psychology, Practical --- Social psychotechnics --- Psychology --- Personnel management --- Health Workforce --- Cognitive ergonomics --- Ecological psychology --- Ecopsychology --- Ecotherapy --- Environmental quality --- Environmental social sciences --- Human factors science --- Psychoeology --- Psychotherapy --- Ecological Systems Theory --- Social psychology --- Psychological aspects