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Practicing Organization Development (A guide for Consultants) - Part 57

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This finding has been supported by research in the field of positive psychology (for a review, see Sekerka &. AI is, in the simplest and most direct sense, the art and practice of crafting positive questions. What we have found in our own lives is that we too move—emotionally, theoretically, relationally, spiritually—in the direction of what we persistently ask questions...

Practicing Organization Development (A guide for Consultants) - Part 58

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Perhaps we will never know because the field of complexity application is as complex as the systems it works within.. What we can do is to use the principles of self-organizing systems, which we’ve learned from complexity theory and practice, to reflect on ourselves as individuals and as a cohort of OD professionals. Within this context, I will try to...

Practicing Organization Development (A guide for Consultants) - Part 59

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These questions and other related issues are emerging as central to the future of OD. Snyder, 2000), learning communities (Kaplan, 2002), and other organizational models have emerged as a result of technology creating new ways to connect individuals, groups, and organiza- tions. As technology becomes even more ingrained into the fabric of the orga- nizations in which we work, using...

Practicing Organization Development (A guide for Consultants) - Part 60

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To support ongoing communication between this geographically dispersed group, a collaborative platform with online discussion areas was chosen to keep some of the creative brainstorming alive between face-to-face gatherings. While we did not determine whether their willingness to participate more fully was due to their greater comfort with written English than with spo- ken English or whether it was due...

Practicing Organization Development (A guide for Consultants) - Part 61

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Yet sorting through the growing body of available technology tools can be a daunting task, especially because many of these tools were not designed to facilitate specific group processes per se, but rather serve as platforms for gen- eral communication, collaboration, learning, and knowledge management.. Table 24.2 lists a number of websites where additional resources and infor- mation about collaborative...

Practicing Organization Development (A guide for Consultants) - Part 62

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Boots-Ebenfield, M., Hester, P., &. Paper presented at E-Learn, conference of the Association for the Advancement of Computing in Education, Phoenix, Arizona.. Bridges, W., &. Bright, D., &. Church, A., Gilbert, M., Oliver, D., Paquet, K., &. Church, A, Waclawski, J., &. Cooperrider, D.L., &. real life in the seminal online community. Henke, R., &. Understanding and winning the never-ending...

Practicing Organization Development (A guide for Consultants) - Part 63

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It is one thing to be aware of one’s strengths and not to be open about them.. But it is another not even to be aware of some of one’s talents. Even genius may be wasted. I have been saddened to see practitioners and interns who have so much more to offer than those possibilities of which they are presently...

Practicing Organization Development (A guide for Consultants) - Part 64

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The journal is, in effect, a place to honestly record one’s thoughts, feelings, current problems, insights, moods, attitudes, and so much more. These are processes for quieting one’s mind and for becoming open to the here-and-now. They can aid in transcending limiting ideas about one’s ego, moving a person inward toward one’s essence—one’s being—and outward into a recognition of one’s...

Practicing Organization Development (A guide for Consultants) - Part 65

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In The Change Leader’s Roadmap, Linda Ackerman Anderson and Dean Anderson (2001) say, “The mindset of the leader has a major impact on the meaning made” of information contained in a busi- ness wake-up call. Projection is probably the most active element that stands in the way of accurate perception.. The point is to recognize that an emotional reaction is...

Practicing Organization Development (A guide for Consultants) - Part 66

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Traditionally, the OD practitioner has been viewed as offering value in bringing the outsider perspective, a view or approach that was not present in the system, or a “marginal” role, which enables greater objectivity and organizational dis- tance (see Argyris, 1970. Acting with an “outsider” perspective is more challenging for the internal OD practitioner than for the external OD prac-...

Practicing Organization Development (A guide for Consultants) - Part 67

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the OD resource is stretched and limited, while leaders in the organization need immediate tools for rapid transformation. However, as the organization progresses from start-up to expansion mode, the internal OD function will likely adapt its accountabilities, grow with the business, create multiple levels of responsibility, or alter reporting relationships and key contacts. As the business matures, the focus of...

Practicing Organization Development (A guide for Consultants) - Part 68

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Last, it is important to consider the set of attitudes that a person must have to be an internal practitioner. The life of the internal is truly one of support. Often the internal does much work in the organization that is never recognized or acknowledged. The internal must be committed to successful outcomes and must be willing to step out...

Practicing Organization Development (A guide for Consultants) - Part 69

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But then you look at modern organizations. People misread communication that is so abbreviated. With that thought as backdrop, think about what speed has deprived you of in the very relation- ships that should nourish you at work and at home.. That is the in- crease in fear.. During that crisis—and the unending series of crises that have fol- lowed...

Practicing Organization Development (A guide for Consultants) - Part 70

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Competency Category: Be Comfortable with Ambiguity. Competency Category: Manage the Separation. Competency Category: See the Whole Picture. Quickly grasp the nature of the system . Link the change effort into ongoing 1 2 3 4 5 processes of the enterprise. Know how data from different parts 1 2 3 4 5 of the system impact each other. 37_962384 appa.qxd AM...

Practicing Organization Development (A guide for Consultants) - Part 71

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www.pfeiffer.com. Knowledge of the psychosocial. minimizing resistance by working on the positive side of the process.. Of the thirty-nine participants, twelve had experience and expertise as internal consultants, eighteen as external consultants, twenty-one as educa- tors in OD, nineteen as managers, and four as futurists.. Phase 3 considers possible implications for practice in organization development—what new or emerging intervention strategies...

Practicing Organization Development (A guide for Consultants) - Part 72

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At Brigham Young University, he has served as chair of the Department of Organizational Behavior, director of the Master’s Program in Organizational Behavior, and on the University Council on Faculty Rank and Status.. T erri Egan is an associate professor of applied behavioral science at Pepper- dine University’s Graziadio School of Business and Management and a core faculty member of...

Practicing Organization Development (A guide for Consultants) - Part 73

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He is a highly sought-after keynote speaker. He is also a founding principal of White Men as Full Diversity Partners. He is an adjunct faculty member at Capella University. He is a recipient of the Minnesota Organization Development Practitioner of the Year Award and is a professional member of NTL Institute for Applied Behavioral Science.. She is president of The...

Practicing Organization Development (A guide for Consultants) - Part 74

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See also Transnational corporations. ing convergence of OD and . See also Convergence. See also OD (organization development). typology of OD interventions, 320e–321e. See also Data Insecurity issues, 589–590. See also OD consultants Internal-design components: described,. survey-feedback- based skill development, 99–100. See also Personal development Interview (HRD audit), 122–123. See also Competencies. See also Internal OD practitioners. on rele- vancy...

Những bài học về quản lý môi trường đô thị ở Singapore

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Chính t ả ẫ ở ộ ố ả ạ ậ ấ ế ớ ừ nh ng bài h c đ t giá v h u qu do s phát tri n công nghi p m nh m làm gia tăng ô nhi m ữ ọ ắ ề ậ ả ự ể ệ ạ ẽ ễ không khí, r i ch...

Để trở thành nhà quản lý hiệu quả: phần 2 - nxb lao động xã hội

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Ibid.". Chúa tể các thần (thần thoại Hy lạp).". Myria (litre): vạn (lít).". Tác giả.". Volkswagen.". Amazon.". Louis.". Tina Brown (sinh năm 1953): Tổng biên tập tạp chí, nhà báo, dẫn chương trình kiêm tác giả cuốn sách The Diana Chronicles (Biên niên sử công nương Diana).". Stephen McConnell 'Steve' Case (sinh năm 1958): Doanh nhân người Mỹ nổi tiếng...