標(biāo)題: Titlebook: Becoming Dynamic; Creating and Sustain David Jackson Book 2000 Palgrave Macmillan, a division of Macmillan Publishers Limited 2000 change m [打印本頁(yè)] 作者: Intermediary 時(shí)間: 2025-3-21 20:07
書目名稱Becoming Dynamic影響因子(影響力)
作者: Irrepressible 時(shí)間: 2025-3-21 22:22 作者: Default 時(shí)間: 2025-3-22 00:23 作者: 遺傳學(xué) 時(shí)間: 2025-3-22 07:10
Dynamic Organisations-the Core Competencies customers, product and process excellence, enabling people and leadership, vision and values) was right or wrong. I have continued to observe successful organisations and have met a great many more that do not make the grade. I have looked at other research in this area. All of this leads me to bel作者: 熱烈的歡迎 時(shí)間: 2025-3-22 09:20
Learning about Dynamic Organisationsations and how they work. I have also found it invaluable to look outside the usual boundaries of management for new lessons and insights. In this chapter I want to set out some of the lessons I have learned from traditional and other sources in my quest to better understand dynamic organisations. I作者: 寬大 時(shí)間: 2025-3-22 14:10
It all Begins with Human Nature Workers are human beings. How could they be treated as anything else? The article went on to describe the dichotomy between ‘the type of boss employees want and the type needed to make companies successful’. This sums up many of the problems we face in organisations today. As the proportion of work作者: frenzy 時(shí)間: 2025-3-22 17:55 作者: Glaci冰 時(shí)間: 2025-3-22 22:54
Creating the Framework for Changeng need to change and identifies the people who will form the core of the team to drive the change forward. Now it is time to think about what the future look likes for people in the organisation. The starting point for this is a framework that describes the organisation as it will be. That framewor作者: Urea508 時(shí)間: 2025-3-23 04:13
Communiactionp is to communicate the vision to the whole organisation. This has to be done quickly but, more importantly, effectively. The people who have been involved in forming the vision understand it because they have worked through its development. They have considered the options and argued their views. T作者: CAJ 時(shí)間: 2025-3-23 07:14 作者: MUMP 時(shí)間: 2025-3-23 10:46 作者: 情愛(ài) 時(shí)間: 2025-3-23 16:24 作者: hyperuricemia 時(shí)間: 2025-3-23 20:17 作者: GRAIN 時(shí)間: 2025-3-23 22:46 作者: 事物的方面 時(shí)間: 2025-3-24 03:26 作者: 滔滔不絕地講 時(shí)間: 2025-3-24 08:10 作者: ROOF 時(shí)間: 2025-3-24 13:49
https://doi.org/10.1057/9780230376502change management; innovation; management; organization; planning作者: 大氣層 時(shí)間: 2025-3-24 17:41 作者: Brocas-Area 時(shí)間: 2025-3-24 20:55 作者: 物種起源 時(shí)間: 2025-3-25 00:42
Building Dynamic OrganisationsI am a firm believer that people have an innate need to understand the ‘big picture’. I will therefore begin this section by providing an overview of what a dynamic organisation is and the process of driving fundamental culture change required in building one.作者: forager 時(shí)間: 2025-3-25 06:23
Waralak Vongdoiwang Siricharoenl fronts with views of how the Internet’s rapid growth will, accordingto many, change every aspect of life. Companies are merging and acquiringto gain an advantage as globalisation of markets increases. And ascompanies grow ever larger and more powerful, governments seek greaterpower of regulation i作者: 苦澀 時(shí)間: 2025-3-25 08:37 作者: Confound 時(shí)間: 2025-3-25 12:36
Lecture Notes in Computer Scienceations and how they work. I have also found it invaluable to look outside the usual boundaries of management for new lessons and insights. In this chapter I want to set out some of the lessons I have learned from traditional and other sources in my quest to better understand dynamic organisations. I作者: 挫敗 時(shí)間: 2025-3-25 17:56 作者: entreat 時(shí)間: 2025-3-25 22:14 作者: Arctic 時(shí)間: 2025-3-26 02:09 作者: aesthetic 時(shí)間: 2025-3-26 04:45 作者: 粗語(yǔ) 時(shí)間: 2025-3-26 09:05 作者: 榮幸 時(shí)間: 2025-3-26 14:44
Chang Ge,Feng jiao Wang,Zhu Gaode the organisation. It can have a superb strategy that is clear and incisive; a sure thing to win huge advantage. But without great leadership, it will have nothing. Values and strategy will remain as ideas and intentions. Of the many companies I have visited and studied, I have never found a great作者: 大雨 時(shí)間: 2025-3-26 19:08 作者: 領(lǐng)巾 時(shí)間: 2025-3-26 21:52 作者: 有罪 時(shí)間: 2025-3-27 02:56 作者: CODA 時(shí)間: 2025-3-27 07:01 作者: 刺激 時(shí)間: 2025-3-27 10:21 作者: Sleep-Paralysis 時(shí)間: 2025-3-27 15:08
Lecture Notes in Computer Sciencepter I want to set out some of the lessons I have learned from traditional and other sources in my quest to better understand dynamic organisations. I share these ideas because they have been so useful in helping me think about organisations in new ways; I hope they have the same value to you作者: 秘方藥 時(shí)間: 2025-3-27 20:41 作者: 商品 時(shí)間: 2025-3-28 00:11
Learning about Dynamic Organisationspter I want to set out some of the lessons I have learned from traditional and other sources in my quest to better understand dynamic organisations. I share these ideas because they have been so useful in helping me think about organisations in new ways; I hope they have the same value to you作者: vitreous-humor 時(shí)間: 2025-3-28 04:39
Dynamic Organisationstion is, but they pursue perfection relentlessly. These organisations know there is no one future. Rather than follow specific visions, they build powerful organisations that constantly improve performance in every way. Their vision is to be the best at everything they do.作者: 打包 時(shí)間: 2025-3-28 08:30
Moritz Schmidt,Claudia Meitingerieve that these four interconnected capabilities are still valid. For those who have not read ., this chapter will review the important points in each area and examine some of the changes that I perceive are taking place.作者: 演講 時(shí)間: 2025-3-28 12:30
Lecture Notes in Computer Sciencek is holistic. It is a sketch that has all the elements but where most of the detail is missing. That will be filled in over time and by a wider constituency. This framework forms the vision that will drive the change作者: SUGAR 時(shí)間: 2025-3-28 17:08
Ruth Stock-Homburg,Lea Heitlingerhey have invested emotional and intellectual energy in it. They have lived through the decisions and understand why they were taken. These are decisions that are going to effect everybody in the organisation.作者: 群島 時(shí)間: 2025-3-28 21:05 作者: 去世 時(shí)間: 2025-3-29 02:25 作者: 小臼 時(shí)間: 2025-3-29 03:57 作者: 并排上下 時(shí)間: 2025-3-29 08:39 作者: Aerate 時(shí)間: 2025-3-29 14:16 作者: aspect 時(shí)間: 2025-3-29 19:08
Rageshwari Munderia,Rajbala Singhs some of these capabilities but to a greater or lesser degree. This first step therefore seeks to understand how well the organisation is currently operating. Jumping into fundamental change without this background information is to invite failure.作者: 熱心助人 時(shí)間: 2025-3-29 23:00 作者: 截?cái)?nbsp; 時(shí)間: 2025-3-30 03:30
