Organisational dynamics

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  • (BQ) Part 1 book "Strategic management and organisational dynamics" has contents: The origins of systems thinking in the Age of Reason, Thinking in terms of organisational psychodynamics - open systems and psychoanalytic perspectives; Thinking about strategy process from a systemic perspective - using a process to control a process; a review of systemic ways of thinking about strategy and organisational dynamics - key challenges for alternative ways of thinking,...and other contents.

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  • (BQ) Part 2 book "Strategic management and organisational dynamics" has contents: The challenge of complexity to ways of thinking; complex responsive processes as a way of thinking about strategy and organisational dynamics.

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  • Dynamic: năng động, năng nổ, sôi nổi Hierarchical: có thứ bậc, có tôn ti Conservative: bảo thủ Democratic: dân chủ, theo chế độ dân chủ Progressive: có tiến bộ, tiến tới Cutting- edge: hiện đại Playground: sân chơi Located: có trụ sở ở, nằm ở Renovated: đổi mới,nâng cấp, cải tiến, sửa chữa lại

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  • Chapter 18 - Employment relationship and career dynamics. In this chapter you will learn: discuss the different types of psychological contract, identify three types of trust in organisational settings, discuss the employment trends of employability and casual work, discuss the two primary functions of organisational socialisation, describe the stages of organisational socialisation, explain how realistic job previews and socialisation agents assist the socialisation process, describe the main features of holland’s theory of occupational choice,...

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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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  • With the ever-increasing levels of volatility in demand and more and more turbulent market conditions, there is a growing acceptance that individual businesses can no longer compete as stand-alone entities but rather as supply chains. Supply chain management (SCM) has been both an emergent field of practice and an academic domain to help firms satisfy customer needs more responsively with improved quality, reduction cost and higher flexibility.

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  • IFIP WG 8.6 has as its focus diffusion of technological innovation. In this conference we have solicited papers on the topic of IT innovations that can further an organization’s ability to adapt and be competitive. Thus we address the problem at an earlier starting point, that is, the emergence of something innovative in an organization, applied to that organization, and its process of being diffused and accepted internally.

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  • The above theoretical discussions have been useful in clarifying that one needs to use a basic epidemiological approach in thinking about the relationship between trends in different aspects of health. Mortality is a dynamic process that removes people from the population at a faster or slower rate over time. The number or proportion of people who are not healthy in a population is an indicator of population health—or a stock measure—at a point in time.

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  • Colours, too, add to a harmonious impression. They are organised in restrict- ed colour schemes, or – as they are sometimes called – colour palettes. These restricted colour combinations make use of mostly monochrome compositions, only incidentally setting colour contrasts on small areas, and function as codi- fications of an exquisite taste, underlining the luxurious touch of the commod- ity. In fact, with one exception, 8 all the commercials mentioned above clearly follow this strategy, as opposed to gaudy, screaming, and saturated colours for lower cost products....

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  • The book includes guidance on the requirements of Chapter VIII (Watchkeeping) of the IMO STCW Convention, the latest changes to Radio Regulatuions and the use of AIS and modern navigation and charting systems. It also includes bridge and emergency checklists for use by ships' masters and navigating officers. A copy should be carried on board every ship. The new edition is also accompanied by a CD version of the text with a search' function.

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  • Like other parts of the economy, the challenge for the public service is to find new ways of working smarter. The business of modern government is increasingly complex and continually challenging. In such a dynamic environment the public sector needs high quality performance information so that it can be responsive to citizens in a rapidly changing world. This framework is a commitment to that end. Our organisations are committed to high quality performance information and to supporting the public sector in improving performance information and performance management. ...

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  • Organisational Behaviour This unit helps managers to understand the dynamics of individual and group behaviour in organisations, and how different forms of organisational structure and leadership can influence that behaviour. It enhances managers’ ability to understand attitudes and to predict, explain and control behaviour in organisations. The unit links conceptual tools and experiential activities to understanding organisations and managing the change process.

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  • Data on organic production was obtained from two sources. As a first step data was gathered from organic certifying organisations. The National Association for Sustainable Agriculture Australia, Biological Farmers of Australia/Australian Certified Organic, Tasmanian Organic- Dynamic Producers and Safe Food Production Queensland provided data. The data gathered from certifiers has a number of limitations. Firstly, only the certifying organisations that charge a levy based on sales were able to supply data on farm production. The data that was provided is not consistent and often incomplete.

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  • It will not have escaped the notice of anybody who happens to be living in Europe at this time that the organisation of health care services has been and continues to be in a seemingly permanent state of flux. In some countries this is perhaps more noticeable than others, but no health system is free of the challenge of change. The dynamic for this process has been primarily, but not solely, one of controlling costs, but the modernising of health services delivery within Europe has proved to be not simply one of financial stringencies....

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  • Bài 6 trình bày chức năng tổ chức của quản trị (Organizing: building a dynamic organisation). Chương này gồm có những nội dung chính sau: Những khái niệm cơ bản về tổ chức, những cơ sở xây dựng cơ cấu tổ chức, thiết kế tổ chức.

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  • What drives development? How much of the process is determined by people’s assets, skills, and opportunities; by the regulatory environment; or by the location, arrangement, and dynamics of interconnected economic activities? Whereas the first two of these criteria have attracted considerable attention, much less research has been directed at the influence of the intensity and degree of concentration of economic activity. A study of how industrial clusters are organised and function should contribute to a better understanding of this issue.

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  • Multiprotein assemblies play major roles in most pathways involved in cell regulation and signaling. Weak binary interactions are transformed co-operatively into very specifi c systems, which achieve sensitivity, specifi city and temporal control. Due to the complexity and transience of these regulatory and signaling systems, a combination of in vivo, cell, biochemical, biophysical, and structural approaches is needed to investigate their structures and dynamics.

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  • The efficiency of light harvesting in higher plant photosynthesis is regulated in response to external environmental conditions. Under conditions of excess light, the normally highly efficient light-harvesting system of photo-system II is switched into a state in which unwanted, potentially harmful, energy is dissipated as heat.

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