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Có 20+ tài liệu thuộc chủ đề "chiến lược quản lý"

Luận văn về 'Một số giải pháp nhằm tăng cường công tác quản lý và sử dụng nguồn Hỗ trợ phát triển chính'

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Một số giải pháp nhằm tăng cường công tác quản lý và sử dụng nguồn Hỗ trợ phát triển chính thức (ODA) ở Việt Nam trong giai đoạn hiện nay. II, Vai trò của viện trợ trong phát triển kinh tế xã hội. 1, Viện trợ tài chính ở các n ước đ ang phát triển có c ơ chế...

Tiểu luận - Một số vấn đề về quản lý chất lượng trong các doanh nghiệp công nghiệp

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Một số vấn đề về quản lý chất lượng trong các doanh. Phần I: Thực chất và vai trò của quản lý chất lượng. Phần II: Yêu cầu và đặc điểm của quản lý chất lượng. Phần III: Nội dung của quản lý chất lượng. Ở phần này trình bày những hoạt động chủ yếu của quản lý chất lượng...

Lãnh đạo và chiến lược xây dựng lòng trung thành

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Lãnh đạo và chiến lược xây dựng lòng trung thành. Khi một tổ chức gặp khó khăn, khách hàng và ngay cả nhân viên thường có xu hướng bỏ đi tìm đối tác mới, nơi làm việc mới. làm thế nào để giữ chân họ, khiến họ không ra đi vì luôn sẵn có lòng trung thành với tổ chức,...

Practicing Organization Development (A guide for Consultants) - Part 75

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W Bridger, H., 367 Bridges, W Bright, D., 556 Brinkerhoff, L., 5, 376 Brodbeck, P. R., 138 Byrd, D., 102. H Caldreis, F., 522. Darrow, C., 387 Darwent, C., 479 Daubman, K., 531 David, M. De Goffau, G., 429 De Leede, J., 429 Deal, T., 24 Deane, M., 97 Deming, J. Dinkin, D., 15 Dirndorfer, W., 75 Donaldson, T., 496...

Practicing Organization Development (A guide for Consultants) - Part 1

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About This Book. Organization development (OD) is about planned change. What can you achieve with this book?. How is this book organized?. Part 4, the final part of the book, addresses some special issues in OD: global OD, values, appreciative inquiry, human systems dynamics, technology, consultant issues, and looking to the future.. The CD-ROM that accompanies this book provides reproducible...

Practicing Organization Development (A guide for Consultants) - Part 2

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The Personhood of the Consultant:. CONTENTS OF THE CD-ROM. Changing the Language of Change The History of OD and the NTL Institute The Business Process of Change. A Contemporary Definition of OD. Appendix I: A Self-Assessment Tool for OD Competencies Appendix II: Future OD Practice and Practitioner Competencies Exhibit 1.1: A Worksheet for Reflecting on Your Assumptions Figure 3.1: Origins...

Practicing Organization Development (A guide for Consultants) - Part 3

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PRACTICING ORGANIZATION CHANGE AND DEVELOPMENT. O n behalf of the advisory board, I am pleased to be a part of and to support the (re)launching of the Practicing Organization Change and Development Series. We challenged extant assumptions about the field of organization change, change management, and organization development. and we agreed that there’s a story that needs to be told...

Practicing Organization Development (A guide for Consultants) - Part 4

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Practicing Organization Development: A Guide for Consultants (2nd ed.) is about facilitating these and other organizational changes. But this book is not about just any type of organizational change. The book is about organization development (OD). Organization development may be defined as “a system-wide application of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures,...

Practicing Organization Development (A guide for Consultants) - Part 5

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For each question posed below, write your answers in the space provided. What do you believe about change in the world generally?. What do you believe about change in today’s organizations?. What do you believe are the biggest challenges facing decision makers in orga- nizational change efforts?. What do you believe are your own strengths and weaknesses in enacting the...

Practicing Organization Development (A guide for Consultants) - Part 6

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It is interactive. It is relational.. It is super-engaging. It is participative. But facilitators of organization change are not in control of the change effort. If an inap- propriate tool is chosen, it may not bend and relate to the living personality of the system.. It is in regard to his well-known contribution to the OD field titled Process Consul-...

Practicing Organization Development (A guide for Consultants) - Part 7

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An important experiment in work redesign was conducted for coal miners by a team of Tavistock researchers at about the same time that laboratory training was introduced in the United States. The researchers’ advice, when imple- mented, improved productivity and restored absenteeism rates to historically low levels in the organization.. Process Consultation. Process consultation can be defined as the creation...

Practicing Organization Development (A guide for Consultants) - Part 8

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The ideology of the company is thus centered on customer service as the most important single commitment of the organization.. But then suppose that employees in the company’s call center are well aware that the company is not honoring warranties on a defective product. “what the organization’s leaders say they want” and “what the organization’s leaders actually do.” That difference,...

Practicing Organization Development (A guide for Consultants) - Part 9

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One strategy is centered in the people of the organization: The consul- tant with the participants secures pledges from top managers and other stakeholders to continue the change effort after the consultant leaves.. A second strategy is centered in the structure of the organization: Top managers charge specific people with an explicit mandate to ensure con- tinuation of the change...

Practicing Organization Development (A guide for Consultants) - Part 10

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In some cases, it’s a good idea to start with a bang—a striking catharsis or a euphoric liftoff! In other cases a quiet start can be more effective as a team searches for early wins in a sensitive situation. In either case, a flawless beginning can do much to commit the entire top team to supporting engagement and involvement of...

Practicing Organization Development (A guide for Consultants) - Part 11

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completed a brief survey on the status of the department action plan.. What the best change practice they had observed in the organization the past week was. What one wish they had for the larger system to change in the imme- diate future to increase results. One manufacturing client in the midst of dramatically transforming the entire enterprise just to...

Practicing Organization Development (A guide for Consultants) - Part 12

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On the Shoulders of Giants. high-performance/high-satisfaction team development, leadership and man- agement coaching, the stages in the consulting process. You may know personally some of the people on whose shoulders you are standing. certainly you have read the works of earlier “elders” who have shaped your work, but many of those who attempted to improve their social systems are lost...

Practicing Organization Development (A guide for Consultants) - Part 13

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Trist realized immediately the connection between England’s business recovery and what he had just seen, putting together the therapeutic work Bion had done with leaderless groups and Lewin’s work in small group dynamics. Teams, it appeared, if given the proper support and resources, could manage their own work—and produce at high lev- els. Because of our fifty years of OD...

Practicing Organization Development (A guide for Consultants) - Part 14

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Another process that developed as the impact of the larger environment became of greater concern was a process called Open System Planning, a methodology for recognizing and addressing external forces that impacted the organization, be they government agencies, customers, suppliers, or clients. The methodol- ogy recognized the need to adapt to emerging trends, but also the possibility of influencing some...

Practicing Organization Development (A guide for Consultants) - Part 15

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cafeterias, supervise workplace security, and generally oversee “employee wel- fare.” It is no mistake that, in some British organizations, the HR director is called the “welfare officer.” It is the legacy of this past.. In the 1950s and 1960s, modern human resource management was born. Fol- lowing a difficult recession in the late 1950s, economists and management thinkers alike began...

Practicing Organization Development (A guide for Consultants) - Part 16

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Similarly, consultants make it a point to meet those who have been through the induction training recently or those who are in the process of being inducted into the company and record their opinions about ways to improve the induction training method.. Is the organization’s HRD structure adequate to manage the HRD in the company? To address this question, HRD...