Xem 1-20 trên 247 kết quả Organizational systems
  • In the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems.

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  • Over the past decades, investors, regulators, and industry self-regulatory bodies have forced banks, other financial institutions, and insurance companies to develop organizational structures and processes for the management of credit, market, and operational risk. Risk management became a hot topic for many institutions, as a means of increasing shareholder value and demonstrating the willingness and capability of top management to handle this issue.

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  • A data model is an integrated collection of concepts for describing and manipulating data, relationships between data, and constraints on the data in an organization. • A model is a representation of “real world” objects and events, and their associations. It is an abstraction that concentrates on the essential, inherent aspects of an organization and ignores accidental properties. • A data model must provide the basic concepts and notations that will allow database designers and end-users unambiguously and accurately to communicate their understanding of the organizational data....

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  • Organizations are complex social systems that sometimes perform remarkably well and sometimes fail miserably. Organizational psychology is a subfield within the larger domain of industrial/organizational psychology that seeks to facilitate a greater understanding of social processes in organizations. Organizational psychologists also seek to use these insights to enhance the effectiveness of organizations—a goal that is potentially beneficial to all. This book is designed to provide students with a thorough overview of both the science and the practice of organizational psychology.

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  • HE ADDISON-WESLEY SERIES on Organization Development is legendary in the Organizational Development field and the basis for the change field. Its impact on the field of OD, and on the authors in particular, was and still is profound. This new Jossey-Bass Series is the 21st-Century version of the original theory and practice series. The three editors of the earlier books were Edgar Schein, Warren Bennis, and the late Richard Beckhard—true pioneers, founders, and “godfathers” of the field.

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  • Understand the difference between data and information, and how firms use each to achieve organizational goals. Integrate the components of a firm’s information technology. Compare different types of networks, including local area networks, intranets, extranets, and the Internet.

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  • This is the twenty-second book in the Organizational Frontiers Series of books initiated by the Society for Industrial and Organizational Psychology. The overall purpose of the Series volumes is to promote the scientific status of the field. Ray Katzell first edited the Series. He was followed by Irwin Goldstein, Sheldon Zedeck, and Neal Schmitt. The topics of the volumes and the volume editors are chosen by the editorial board or individuals propose volumes to the editorial board. The series editor and the editorial board then work with the volume editor(s) in planning the volume....

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  • Objectives include (1) familiarizing students with fundamental principles drawn from relevant theories that offer practical insights and solutions for solving business and managerial problems; (2) developing proficiency in identifying and analyzing problems and relating appropriate theory to practical situations; (3) promoting attitudes and competencies of intellectual curiosity and encouraging lifelong learning beyond completion of the degree program; and (4) aiding students in recognizing and developing the initiative, imagination, creativity, ethics, values, and judgment n...

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  • The amalgamation of a number of channels is allowed provided the equipment (or the system) meets the spectrum efficiency criteria set out in the certification section of this document. The Department introduces a redeployment plan that will increase spectrum efficiency in the bands 150 MHz and 450 MHz through the introduction of more spectrum efficient equipment.

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  • Because of the fast-evolving nature of technology and the issues and opportunities faced by public-sector managers as they wrestle with the information age, it is perhaps not surprising that this second edition of the Handbook of Public Information Systems contains approximately two thirds new material, including a whole new section on e-government. I wish to thank all those in government service, schools of public administration, and elsewhere who contributed to this volume, either directly or as reviewers.

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  • Chapter 17 - Organizational design, effectiveness, and innovation. After reading the material in this chapter, you should be able to: Describe the four characteristics common to all organizations, explain the difference between closed and open systems, define seven basic ways organizations are structured.

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  • Chapter 18 - Managing change and stress. After reading the material in this chapter, you should be able to: Discuss the external and internal forces that can create the need for organizational change, describe Lewin’s change model and the systems model of change, explain Kotter’s eight steps for leading organizational change.

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  • Chapter 15 - Designing effective organizations. After reading the material in this chapter, you should be able to: Describe the four characteristics common to all organizations, explain the difference between closed and open systems, define seven basic ways organizations are structured,...

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  • Chapter 16 - Managing change and organizational learning. After reading the material in this chapter, you should be able to: Discuss the external and internal forces that can create the need for organizational change, describe Lewin’s change model and the systems model of change, explain Kotter’s eight steps for leading organizational change,...

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  • Chapter 1 - The information age in which you live: Changing the face of business. This chapter define management information systems (MIS) and describe the three important organizational resources within it - people, information, and information technology; describe how to use break-even analysis to assess the financial impact of information technology; describe how to use Porter's Five Forces Model to evaluate the relative attractiveness of and competitive pressures in an industry.

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  • The methodology of organizational diagnosis is to establish the widely shared understanding of a system and, based on that understanding, to determine whether change is desirable. By stating and then maintaining that the initial work in the client system is diagnosis, consultants provide clients with bases against which they can be held accountable.

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  • W hat makes for a good health system? What makes a health system fair? And how do we know whether a health system is performing as well as it could? These questions are the subject of public debate in most countries around the world. Naturally, answers will depend on the perspective of the respondent.

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  • Many researchers have attempted to predict the Enron corporate hierarchy from the data. This work, however, has been hampered by a lack of data. We present a new, large, and freely available gold-standard hierarchy. Using our new gold standard, we show that a simple lower bound for social network-based systems outperforms an upper bound on the approach taken by current NLP systems.

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  • Systems Analysis and Design: Chapter 2 - Understanding Organizational Style and Its Impact on Information Systems's Objectives is Understand that organizations and their members are systems and that analysts need to take a systems perspective; Recognize that different levels of management require different systems.

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  • Systems Analysis and Design: Chapter 11 - Designing Effective Output's Objectives is Understand the objectives for effective output design, Relate output content to output methods inside and outside the organizational context, Realize how output bias affects users.

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