Xem 1-20 trên 58 kết quả Organisational models
  • Chapter 2 - Individual behaviour and learning in organisations. This chapter describe the four factors that influence individual behaviour and performance, identify five types of work-related behaviour, define learning, describe the A-B-C model of behaviour modification, Explain how feedback influences individual behaviour and performance, identify five elements of effective feedback, describe the three features of social learning theory, outline Kolb’s model of experiential learning.

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  • Chapter 17 - Organisational change and development. Chapter learning objectives: identify four forces for change in the business environment, describe the elements of lewin’s force field analysis model, outline six reasons why people resist organisational change, discuss six strategies to minimise resistance to change, outline the role of change agents, define organisation development, discuss three things consultants need to determine in a client relationship.

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  • Chapter 6 - Applied motivation practices. Chapter learning objectives: Explain how money and other financial rewards affect our needs and emotions, discuss the advantages and disadvantages of the four types of rewards, identify four commonly applied team or organisational-level performance-based rewards, describe five ways to improve reward effectiveness, discuss the advantages and disadvantages of job specialisation, diagram the job characteristics model of job design.

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  • After completing this unit, you should be able to: define teams; distinguish departmental teams from team-based organisations; explain why virtual teams are becoming more common; outline the model of team effectiveness; identify six organisational and team environmental elements that influence team effectiveness; explain the influence of the team’s task, composition and size on team effectiveness; describe the five stages of team development; identify four factors that shape team norms; list six factors that influence team cohesiveness; discuss the limitations of teams.

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  • Chapter 9 - Decision making and employee involvement. Chapter learning objectives: Diagram the general model of decision making, explain why people have difficulty identifying problems and opportunities, identify three factors that challenge our ability to choose the best alternative, outline the causes of escalation of commitment to a poor decision, outline the forms and levels of employee involvement, describe sociotechnical systems theory recommendations for more successful self-directed work teams.

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  • Chapter 12 - Communicating in organisational settings. Chapter learning objectives: diagram the communication process, identify four common communication barriers, describe problems with communicating through electronic mail, explain how non-verbal communication relates to emotional labour and emotional contagion, identify two conditions requiring a channel with high media richness, summarise four communication strategies in organisational hierarchies, describe characteristics of the organisational grapevine,...

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  • Chapter 14 - Leadership. In this chapter, you will learn to: list seven competencies of effective leaders, describe the people-oriented and task-oriented leadership styles, outline the path-goal theory of leadership, discuss the importance of fiedler’s contingency model of leadership, contrast transactional and transformational leadership, describe the four elements of transformational leadership,...

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  • The electricity industry is changing rapidly. The first years of liberalisation mainly brought competition between utilities. The separation of supply (retail) from distribution, however, and the introduction ofcompetition for residential customers has taken the electric utilities out of their familiar territory into the stroppy waters of fighting for the consumer.

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  • The traditional view of the relationship between business and the arts is very much a one-way affair: organisations may endorse, fund or publicise the arts but the arts have nothing to offer from a business perspective. The Value of Arts for Business challenges this view by showing how the arts, in the form of Arts-based Initiatives (ABIs), can be used to enhance valuecreation capacity and boost business performance. The book introduces and explains three models that show how organisations can successfully implement and manage ABIs.

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  • This book provides a comprehensive compilation of chapters in air quality modelling, monitoring, exposure, health and control. The book consists of two volumes. Air Pollution – Monitoring, Modelling and Health mainly consist of chapters describing pioneering research findings in air quality monitoring, modelling, exposure and health; Air Pollution – Monitoring, Modelling, Health and Control comprises research findings on air quality monitoring, modelling, exposure, health and control.

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  • It was just a few decades ago, in the 1950s, that modern project management was first seen as an individual subject within the area of economic sciences. Centuries back, so-called “projects” were finished successfully, e.g. the building of the aqueducts in Roman times or the construction of the Great Wall in China, but these projects were managed more on an ad-hoc basis mostly using informal techniques and tools.

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  • In the beginning, the word ‘Project’ was associated primarily with engineering, in particular with developments at the forefront of technology. The next place it cropped up was in Information Technology where Software Programming required sophisticated project methodology. Today, though, a project mentality is essential in our topsy turvey world of the new millennium. The organisations that will remain healthy are the ones that have an effective and widely understood approach to managing projects as a way of implementing change. ...

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  • The expert interviews served as a complement to the information from the literature review and the questionnaire, about the overview and application of financing mechanisms. In general, the interviews focused on identifying types and examples of innovative financing mechanisms.

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  • Pursuant to Article 1 of the Convention signed in Paris on 14th December 1960, and which came into force on 30th September 1961, the Organisation for Economic Co-operation and Development (OECD) shall promote policies designed: – to achieve the highest sustainable economic growth and employment and a rising standard of living in member countries, while maintaining financial stability, and thus to contribute to the development of the world economy; – to contribute to sound economic expansion in member as well as non-member countries in the process of economic development; and – to co...

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  • The social democratic political economies showed higher levels of union density, that is, a greater propor- tion of workers belonging to organised labour unions, social security expenditures, and public employment levels. They had the largest public expenditure in health care from 1960 to 1990, and greatest health care coverage of citizens. These nations instituted full employment strategies, achieved high rates of female employment, and showed the lowest degree of income inequality and poverty rates.

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  • The resource-based view of the firm (RBV) is one of the latest strategic management concepts to be enthusiastically em-braced by marketing scholars. This paper argues that the RBV holds much promise as a framework for understanding stra-tegic marketing issues but cautions that, before it is adopted, it needs to be fully understood. Consequently, the paper charts the development of the RBV from its origins in early economic models of imperfect competition, through the work of evolutionary economists to the contributions of strategy and marketing scholars over the past two decades.

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  • Business trips are fairly inflexible and it is often difficult for travelers to select their destinations. Business travel, often referred to as MICE (Meetings-Incentives-Conferences-Exhibitions), is normally determined by business opportunities and involvement of the traveler with organisations at the destination. Perhaps more flexibility can be exercised by travelers attending optional meetings, which provide benefits but are not strictly essential to their business such as conferences, exhibitions, incentives, familiarization trips etc (Davidson 1994).

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  • This thesis describes a programme of continuous action research, involving an international network of major organisations to which projects are important. The research concerns the development of methodology and content to build this nchvork into a learning community for project improvement. The research started with six quite basic questions about project management practices but it has led to significant developments in:

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  • The Internet offers companies the opportunity to market goods and services to more customers than ever before. Reaching these customers and developing their loyalty by delivering quality, convenience, price competitiveness, and the right products and services, begins with a solid emarketing plan. Whether you are making the move to emarketing or are already and emarketer, you will need to develop a plan, implement the plan, be accountable for actual results, and utilize metrics that help propel you towards e-business success.

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  • Chương 2 - Các yếu tố trong phát triển hệ thống thông tin quản lý. Các nội dung chính trong chương: Các yếu tố về tổ chức (organisational themes), các yếu tố về con người (people themes), các yếu tố về mô hình hóa (modelling themes), phát triển nhanh và tiến hóa (rapid and evolutionary development), các yếu tố về công nghệ (engineering themes), các yếu tố về môi trường bên ngoài (external development).

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