Failures in Organization Development and Change: Cases and Essays for LearningWiley, 1977 - 346 páginas UK. Monographic collection essays on failures in organization development and change - presents cases dealing with business organization, bureaucracy, job enrichment, work organization, etc. Bibliography pp. 335 to 342. |
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Página 143
... Theory Y style is difficult Theory Y management is neither a traditional nor a " natural " way for leaders to behave and for decisions to be made in most of our organ- izations . This humanistic style must be strongly supported if it is ...
... Theory Y style is difficult Theory Y management is neither a traditional nor a " natural " way for leaders to behave and for decisions to be made in most of our organ- izations . This humanistic style must be strongly supported if it is ...
Página 144
... Theory Y management style cannot long survive in a hostile climate . It is not some kind of magic . People can share , risk , care , handle con- flict , and handle confrontation by these techniques only if it is their management's ...
... Theory Y management style cannot long survive in a hostile climate . It is not some kind of magic . People can share , risk , care , handle con- flict , and handle confrontation by these techniques only if it is their management's ...
Página 145
... Theory Y organization with a Theory Y climate and Theory Y managers , no doubt a Theory Y means of getting it all started is an essential part of the process . Perhaps the most serious mistake I made was in trying to inject the programs ...
... Theory Y organization with a Theory Y climate and Theory Y managers , no doubt a Theory Y means of getting it all started is an essential part of the process . Perhaps the most serious mistake I made was in trying to inject the programs ...
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Failures in Organization Development and Change: Cases and Essays for Learning Philip H. Mirvis,David N. Berg Vista de fragmentos - 1977 |
Términos y frases comunes
activities administration Alcan Alderfer approach Argyris asked assumptions behavior Berger change agents change efforts Chris Argyris Clayton Alderfer client system commitment committee conflict consultants Continental Motors coordination David Berg decision Department diffusion discussion district dynamics effective employees entry process evaluation experience faculty failure felt firm Foreign Service function goals implementation individuals initial intergroup internal interpersonal intervention involved issues ization job enrichment Kirby lab training leaders and monitors leadership learning Lewicki Linz Management by Objectives Marysville meeting ment module Norsk Hydro OD practitioners operations organization development organizational change participants personnel planning plant Ponzi practitioners president problem-solving problems professional program groups questionnaire relations responsibility restructuring Riverside role skills social solving Speer staff stock transfer striptease structure success survey feedback T-group task force teachers theory Theory Y tion tive top management union values yes yes yes