Xem 1-20 trên 195 kết quả Organization culture
  • Tham khảo sách 'leadership & success in organizations, culture & ethics', kỹ năng mềm, kinh nghiệm lãnh đạo phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • An organization’s culture matters a lot. That’s what John Kotter and I concluded from a three-year study of the relationship between corporate culture and performance in the early 1990s. CEOs generally agree, although I’m left wondering whether some of them really believe it or whether it’s something they’ve been conditioned to say when reminded to do so. It’s confirmed by even the best (5-star) investment analysts on Wall Street, a group that we might assume would look only to financial measures in recommending investments.

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  • Tham khảo sách 'the culture cycle', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • What’s the favorite four-letter word of people who are less than fully organized? “Help!” So many technological, social, and economic changes affect your life that you need organization just to keep up, let alone advance. Many people have two jobs – one at the office and one taking care of things at home. If you have a family, you may count that as a third job. Caring for elderly relatives or have community commitments? You can count off four, five, and keep right on going.

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  • THE TEAM THAT OPERATED the Nut Island sewage treatment plant in Quincy, Massachusetts, was every manager’s dream. Members of the group performed difficult, dangerous work without complaint. They needed little supervision. They improvised their way around operational difficulties and budgetary constraints. They were dedicated to the organization’s mission. But their hard work let to catastrophic failure.

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  • At the same time, high tech professionals often perceive work as a “serious game” (Strannegård & Friberg, 2001), and not drudgery: they involve in playful behaviors at work (Hunter, Jemielniak, & Postuła, 2010). Software engineers often participate in non-paid, open collaboration production (Lakhani & Von Hippel, 2003). Modes of collaboration established in virtual and high-tech communities are similarly transforming workplace relations in the brick-and-mortar organizations (Benkler, 2006).

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  • The past twenty-five years have been witness to celebration of all things organizational in organization and management research. Profound changes in both the global economy and information technology produced new organizational forms and pushed us to focus on competitiveness and wealth creation. To be sure, anyone who set foot in an organization knew that people matter, but our scholarly attention was diverted.

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  • This part of the book is concerned with the inter-related issues of how BP and signals intelligence were made over the course of WW2. The focus is primarily upon various forms of organizational structuring, broadly conceived, and the emphasis on ‘making’ indicates that, in line with the general approach outlined in the introduction to the book, I will seek to explore some of the processes of ‘organizing’ which lie beneath the production of ‘organization’.

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  • As a long-standing advocate for understanding issues of cultural and ethnic diversity, I have served as President of APA Division 45, Society for the Psychological Study of Ethnic Minority Issues, and currently chair the American Psychological Association’s Commission for the Recruitment, Retention and Training of Ethnic Minorities implementation task force (CEMRRAT2). Both of these organizations were instrumental in the approval of the APA Multicultural Guidelines for Practice and the promotion of empirical research addressing mental health issues of ethnic minority clinical populations.

    pdf349p crius75 09-01-2013 71 8   Download

  • This volume is the first of a series on “Physical Techniques in the Study of Art, Archaeology and Cultural Heritage”. It follows a successful earlier publication by Elsevier (Radiation in Art and Archaeometry), also produced by the editors of this book, Dr David Bradley (Department of Physics, University of Surrey) and Professor Dudley Creagh (Director of the Cultural Heritage Research Centre, University of Canberra).

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  • The International Master’s Program in the Economics of Culture: Policy, Government and Management is organized by CEIS- Centre for Economic and International Studies, University of Rome “Tor Vergata” in cooperation with BAICR - Consortium of Cultural Institution. The Master's program offers a training course based on transmission of knowledge and experience targeted at a new social, economic and cultural context. It provides an overview of the "culture system", of management and design of products and cultural activities.

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  • Hoang Lien National Park, what is located in Sa Pa District, Lao Cai Province, has been planned to develop priority in ecological tourism because the park is composed by many ecological systems with the most diversiform biology in Vietnam. Here exists many endemic species, beautiful landscapes, as well as typical cultures of local inhabitants. According to statistical data, the number of tourism arrivals to the area grew up rapidly. Since 2000 to 2006, the figure was increased by 39.1%. There was a continual increase in its tourism revenue as well as diversity in its effective tours.

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  • When you finish this chapter, you should: Describe the elements of organizational culture, discuss the importance of organizational subcultures, list four categories of artifacts through which corporate culture is deciphered, discuss the conditions under which cultural strength improves corporate performance, identify four strategies to change and strengthen an organizations culture, compare and contrast four strategies for merging organizational cultures.

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  • In this chapter, you learned to: Trace the evolution of leadership through four eras to the learning leadership required in many organizations today; recognize how leaders build learning organizations through changes in structure, tasks, systems, strategy, and culture; know when and how horizontally organized structures provide advantages over vertical, functionally organized ones;…

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  • Chapter 3 examined two major characteristics of the parent organization that affect the implementation and completion of projects. The first is the formal structure of the organization and how it chooses to organize and manage projects.

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  • Company culture is important because it can make or break your company. Companies with an adaptive culture that is aligned to their business goals routinely outperform their competitors. Some studies report the difference at 200% or more. To achieve results like this for your organization, you have to figure out what your culture is, decide what it should be, and move everyone toward the desired culture.

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  • Changing your organizational culture is the toughest task you will ever take on. Your organizational culture was formed over years of interaction between the participants in the organization. can feel like rolling rocks uphill.

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  • The mass media proclaimed the above as the new millennium began. Acad- emics and professionals have been holding conferences about it for a while now. Designers themselves have insisted on it all along. But what, exactly, does that statement mean? A proliferation of hip hotels and award-winning potato peelers do not an era make.

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  • This revision of Principles of Accounting is based on an understanding of the nature, culture, and motivations of today’s undergraduate students and on extensive feedback from many instructors who use our book. These substantial changes meet the needs of these students, who not only face a business world increasingly complicated by ethical issues, globalization, and technology but who also have more demands on their time.

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  • People at work in organizations today are part of a new era. The institutions of society and the people who make them work are challenged in many and very special ways. Society at large increasingly expects high performance and high quality of life to go hand-in-hand, considers ethics and social responsibility core values, respects the vast potential of demographic and cultural diversity among people, and accepts the imprint of a globalization on everyday living and organizational competitiveness.

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