On Learning to Plan & Planning to LearnJossey-Bass Publishers, 1973 - 341 páginas |
Dentro del libro
Resultados 1-3 de 84
Página xiv
... Sources of Resistance to Lrsp , 85 Summary , 87 · 4. LRSP in Corporations The Conventional Corporate Situation Today , 90 The Developing Corporate Situation Today , 96 76 88 PART TWO : THE BURDENS OF CHANGING : PERSONAL AND ...
... Sources of Resistance to Lrsp , 85 Summary , 87 · 4. LRSP in Corporations The Conventional Corporate Situation Today , 90 The Developing Corporate Situation Today , 96 76 88 PART TWO : THE BURDENS OF CHANGING : PERSONAL AND ...
Página 85
... sources are focused . Most of these institutionalizing trends are just that : they are not for the most part a suddenly new kind of social inven- tion in the history of reformist America . They are important additional " inputs " in ...
... sources are focused . Most of these institutionalizing trends are just that : they are not for the most part a suddenly new kind of social inven- tion in the history of reformist America . They are important additional " inputs " in ...
Página 267
... sources of resistance to much better feedback were removed , other sources of feedback enfeeblement would still be there and would still need to be overcome as well . However , the latter sources in some degree operate as they do ...
... sources of resistance to much better feedback were removed , other sources of feedback enfeeblement would still be there and would still need to be overcome as well . However , the latter sources in some degree operate as they do ...
Contenido
Introduction | 3 |
The Changing Roles of Voluntary | 9 |
Overview and Context | 16 |
Derechos de autor | |
Otras 22 secciones no mostradas
Otras ediciones - Ver todas
Términos y frases comunes
actions activities administrators agencies ambiguity Argyris avoid become behavior boundary spanner boundary-spanning change toward lrsp change-over efforts Chapter commitment competence conjectures consequences conventional conventional norms cope corporations decision-making decisions definition depend effective efforts to change emphasize encourage environmental error error-embracing especially evaluation executives expect experience feedback feelings frsl function future future studies goal-setting goals groupthink human increase innovation internal interpersonal involved Irsp legitimacy long-range means ment move toward lrsp natural environment nature nizational norms operating orga organizational behavior organizational development organizational structures organizations perspective political potential present problems produce professional programs psychological resistances rational reduce relationships relevant requirements response restructuring result rewards role conflict sentient group situation skills social engineering social planning social psychological societal learning society studies task theory tion tional turbulent environment uncertainty understanding values