作者:Schabracq, Marc J. 出版年:2007-10 页数:262 定价:520.00元 ISBN:9780470014837 豆瓣评分 目前无人评价 评价: 写笔记 写书评 加入购书单 分享到 内容简介· ··· To alter an organization’s culture, change agents must first understand its attitudes, beliefs and assumptions. Marc Schabracq’s...
Organizational ChangeOrganizational CultureManagement CultureSummarizes 59 organisational change efforts that had culture change as an objective. Culture change was a common type of organisational change and usually occurred in combination with other types of change. The success rate for culture change was ...
The research questions were grounded in the literature of leadership, organizational culture, and planned change. Research results consisted of: (a) the internal and external forces driving organizational changes, (b) the unanticipated consequences of the change process, (c) the extent to which...
Changing organizational culture: using the CEO cancer gold standard policy initiatives to promote health and wellness at a school of public health. Changing Organizational Culture: Using the CEO Cancer Gold Standard Policy Initiatives to Promote Health and Wellness at a School of Public Health. BioMed...
organizational culture may seem too gossamer an idea, too inexact. organizational culture, or the social norms of a company, describes how that company operates, how employees interact, and how decisions are made. to be fair, culture is more felt and experienced than seen or measured—and it ...
The main purpose of this book is to help managers, change agents, and scholars to understand, diagnose, and facilitate the change of an organization's culture in order to enhance its effectiveness. Diagnosing and Changing Organizational Culture presents three forms of assistance: (1) validated ...
Changing an Organizational Culture John W. Smith Jr John W. Smith Jr Thechangingof thecultureof an organization has both the pros and cons. Ultimately‚ it is the job of the OD Consultant to ensure that both management and the employees are both on the same page heading in the same dire...
The University of Toronto’s Roger Martin says that leaders need to adopt a retail mindset, by focusing on how employees interact on an individual level.
“由于变革意味着引入与当下组织文化迥异的新鲜事物,文化创新往往比文化维系更为艰难。 当创新发生时,新的事物就会覆盖或取代旧的事物, 而人们常常会对此变化采取抵抗行为, 当然,他们这么做有他们的充足原因。 所以,文化变革或文化创新要想取得成功,就一定要让员工信服,变革带来的收获要比损失多。” ...