Improving organizational

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  • Research objectives: Overall goal of this thesis is to examine theoretical and empirical foundation for providing recommendations and solutions to improve organizational structure and boost business operation of financial companies owned by groups/corporations in Viet Nam. The research of the thesis are organizational models and business operations of financial companies having capital contribution from large groups/corporations in Viet Nam.

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  • ORGANIZATIONAL LEADERSHIP offers varying perspectives on important issues and provides readers with balanced and fair coverage of a topic to form their own opinion or to support their research. This reader is designed to address a number of different issues regarding organizational leadership. Each issue question is relevant to the topic and guides readers through the readings. The controversy and different views among the captivating readings is readily apparent to the reader and stimulates discussion.

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  • ORGANIZATIONAL LEADERSHIP offers varying perspectives on important issues and provides readers with balanced and fair coverage of a topic to form their own opinion or to support their research. This reader is designed to address a number of different issues regarding organizational leadership. Each issue question is relevant to the topic and guides readers through the readings. The controversy and different views among the captivating readings is readily apparent to the reader and stimulates discussion.

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  • Chapter 1: Introduction to the Process Improvement Life Cycle. Designing, documenting, and implementing a project management methodology is a major undertaking. It is met with several obstacles, including: • Cultural and organizational barriers to change; • Replacing existing project management habits; • Rugged individualism of technical professionals. An organization will never reach the point where it is safe to say that all three of these obstacles have been neutralized. In fact, these obstacles will continuously plague projects for as long as there are projects to be plagued.

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  • This is the fifth book in the series of five ITIL core publications containing advice and guidance around the activities and processes associated with the five stages of the service lifecycle. The primary purpose of the continual service improvement stage of the service lifecycle is to learn from experience and to apply that learning in order to continually improve the quality of IT services and to optimize costs.

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  • The National Assessment of Vocational Education -- a congressionally-mandated study -- is charged with evaluating the impact of the Carl D. Perkins Vocational and Technical Education Act of 1998, known as Perkins III, and preparing a report to Congress by July 2002. As part of that effort,

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  • Every week’s news brings fresh reminders of the complex array of challenges facing contemporary organizations in every sector. While the realities of organizational life may have actually changed very little over the years, the public perception is otherwise as we are bombarded with reports of inefficiencies, ethical violations, greed, cost overruns, corruption, unwieldy bureaucratic procedures, waste, an absence of planning, and leadership ineptness.

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  • Organizational Assessment: A Framework for Improving Performance includes changes in development assistance; the enabling environment and organizational performance; organizational motivation; methodological issues in organizational assessment; implementing an organizational assessment.

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  • The Baldrige, TPS, and the clinical practice guidelines suggest the importance of focused institutional self-assessment, understanding school and district operations as a production process, being able to develop and apply a knowledge base about effective practice, and empowering participants in the

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  • Chapter 1 - What is organizational behavior? After reading this chapter, you should be able to answer the following questions: What is the definition of "organizational behavior" (OB)? What are the two primary outcomes in studies of OB? What factors affect the two primary OB outcomes? Why might firms that are good at OB tend to be more profitable? What is the role of theory in the scientific method? How are correlations interpreted?

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  • Chapter 3 - Organizational commitment. In this chapter, we will address the following questions: After reading this chapter, you should be able to answer the following questions: What is organizational commitment? What is withdrawal behavior? How are the two connected? What are the three types of organizational commitment, and how do they differ? What are the four primary responses to negative events at work?...

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  • After reading this chapter, you should be able to answer the following questions: What is stress, and how is it different than stressors and strains? What are the four main types of stressors? How do individuals cope with stress? How does the Type A Behavior Pattern influence the stress process? How does stress affect job performance and organizational commitment? What steps can organizations take to manage employee stress?

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  • Chapter 10 - Ability. After reading this chapter, you should be able to answer the following questions: What is ability? What are the various types of cognitive ability? What are the various types of emotional ability? What are the various types of physical ability? How does cognitive ability affect job performance and organizational commitment? What steps can organizations take to hire people with high levels of cognitive ability?

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  • Chapter 15 – Organizational structure. After reading this chapter, you should be able to answer the following questions: What is an organization's structure, and what does it consist of? What are the major elements of an organizational structure? What is organizational design, and what factors does the organizational design process depend on?...

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  • Chapter 16 - Organizational culture. In this chapter, we will address the following questions: What is organizational culture, and what are its components? What general and specific types can be used to describe an organization's culture? What makes a culture strong, and is it always good for an organization to have a strong culture?...

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  • Chapter 9 - Improving job performance with goals, feedback, rewards, and positive reinforcement. After reading the material in this chapter, you should be able to: Specify the two basic functions of feedback and three sources of feedback; define upward feedback and 360- degree feedback, and summarize the general tips for giving good feedback; distinguish between extrinsic and intrinsic rewards, and give a job-related example of each.

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  • Chapter 8 - Improving performance with feedback, rewards, and positive reinforcement. After reading the material in this chapter, you should be able to: Specify the two basic functions of feedback and three sources of feedback; define upward feedback and 360- degree feedback, and summarize the general tips for giving good feedback; distinguish between extrinsic and intrinsic rewards, and give a job-related example of each;...

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  • Learning objectives in this chapter: Discuss why it is critical for organizations to be responsive, describe the qualities of an organic organization structure, identify strategies and dynamic organizational concepts that can improve and organization’s responsiveness, explain how a firm can be both big and small, summarize how firms organize to meet customer requirements, identify ways that firms organize around different types of technology.

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  • The essence of knowledge management is to improve organizational performance by approaching to the processes such as acquiring knowledge, converting knowledge into useful form, applying or using knowledge, protecting knowledge by intentional and systematic method, and knowledge management can be understood by innovation process of organization with individual to search for creative problem solving method.

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  • In the aftermath of the 2008-09 global financial and economic crisis, businesses and firms today face a totally different landscape than their counterparts in the past decade or so.

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