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 80
... involved Speer and his superiors more actively may have been a sec- ond omission . Such involvement would have assuaged Kirby's fears , expressed at the Liaison meeting , that the company's top management was uncommitted and unwilling ...
... involved Speer and his superiors more actively may have been a sec- ond omission . Such involvement would have assuaged Kirby's fears , expressed at the Liaison meeting , that the company's top management was uncommitted and unwilling ...
Página 145
... involved . If the behavior is not supportive of the new structure and objectives , then no real change will have occurred . In both cases the objectives were legitimate but the process was authoritarian , therefore suspect . 5. Involvement ...
... involved . If the behavior is not supportive of the new structure and objectives , then no real change will have occurred . In both cases the objectives were legitimate but the process was authoritarian , therefore suspect . 5. Involvement ...
Página 269
... involvement . They have to be con- vinced that this is the way to go . I really want to emphasize that point because one ... involved in the OD effort must also work to build the OD design . People are more committed to the technology if ...
... involvement . They have to be con- vinced that this is the way to go . I really want to emphasize that point because one ... involved in the OD effort must also work to build the OD design . People are more committed to the technology if ...
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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