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There are no commonly accepted theories of change that have been developed for China or countries in transition. This book is an attempt to bridge that gap and provide a model which takes into account the specifics of organizational changes in Chinese organizations. It looks at various aspects of change implementation in Chinese organizations, including the types, the process, the readiness to change, and ethical issues.Theoretical framework is created for analysing changes in ChinaInformation is provided about types of changes in Chinese organizationsProcess
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Volume 19 of Research in Organizational Change and Development includes papers by an international and diverse set of authors including Michael Beer, Victor Friedman, Luiz Gomez & Donna Ballard, Ethan Berstein & Frank Barrett, Karen Jansen & David Hoffman, Guido Maes & Geert Van Hootegem, and Tobias Fredberg, Flemming Norrgren & Rami Shani and the ideas expressed by these authors are as diverse as their backgrounds. New methodologies are introduced, such as the strategic fitness process for engaging leaders in better understanding the reactions of employees to strategic change efforts (Beer); Jazz as a metaphor for organizational improvisation (Bernstein & Barrett); and new theories for understanding change processes (Gomez & Ballard). The universal constant is change, and various ideas about sustaining change (Fredberg, Norrgren & Shani), mapping momentum changes during change efforts (Jansen & Hoffman) and exploring Lewins notions of the criticality of social space to facilitate change (Friedman). Volume 19 demonstrates that as academics, we advance the work in our field by both looking forward and looking back. Understanding the origins of our theories and beliefs can be as important as pioneering new ideas and methodologies. As you read Volume 19, we ask you to consider your own contributions to our field and to contact us to suggest topics for future volumes.
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"This work provides a rich mine of ideas to stimulate thinking about organisational interaction, and organisations in relation to various socio/cultural values."--Provided by publisher.
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S Ramnarayan and T V Rao build on the foundation of their extensive research and work with organizations over several decades to answer some of the most critical questions in Organization Development (OD) today:. - How do you alter mindsets of organizational members at different levels to tackle new challenges posed by the environment?. - How do you overcome silo thinking and build collaborations?. - How do you make mergers or acquisitions work?. - How do you bring about cultural change?. - How do you build managerial and organizational capability to effectively tap the opportunities available
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