標(biāo)題: Titlebook: Change 2.0; Beyond Organisationa Joachim Klewes,Ralf Langen Book 2008 Springer-Verlag Berlin Heidelberg 2008 Change Communication.Change Ma [打印本頁(yè)] 作者: 債務(wù)人 時(shí)間: 2025-3-21 16:23
書(shū)目名稱Change 2.0影響因子(影響力)
書(shū)目名稱Change 2.0影響因子(影響力)學(xué)科排名
書(shū)目名稱Change 2.0網(wǎng)絡(luò)公開(kāi)度
書(shū)目名稱Change 2.0網(wǎng)絡(luò)公開(kāi)度學(xué)科排名
書(shū)目名稱Change 2.0被引頻次
書(shū)目名稱Change 2.0被引頻次學(xué)科排名
書(shū)目名稱Change 2.0年度引用
書(shū)目名稱Change 2.0年度引用學(xué)科排名
書(shū)目名稱Change 2.0讀者反饋
書(shū)目名稱Change 2.0讀者反饋學(xué)科排名
作者: Cardioversion 時(shí)間: 2025-3-21 23:41
Quantenphysik der VielteilchensystemeWhy do staff resist change processes? What basic human needs, desires and emotions are behind this resistance? And how can companies take these psychological mechanisms into account in their change projects? The “Model of Twelve Success Factors in Change Processes” reveals how executives can permanently win over their staff to change.作者: 類人猿 時(shí)間: 2025-3-22 02:39
The human factor in change processes: Success factors from a socio-psychological point of viewWhy do staff resist change processes? What basic human needs, desires and emotions are behind this resistance? And how can companies take these psychological mechanisms into account in their change projects? The “Model of Twelve Success Factors in Change Processes” reveals how executives can permanently win over their staff to change.作者: 時(shí)代錯(cuò)誤 時(shí)間: 2025-3-22 05:12
https://doi.org/10.1007/978-3-540-77495-2Change Communication; Change Management; Corporate Communication; Employee Participation; Pleon; Transfor作者: 符合規(guī)定 時(shí)間: 2025-3-22 10:06
978-3-642-09623-5Springer-Verlag Berlin Heidelberg 2008作者: 膽小懦夫 時(shí)間: 2025-3-22 14:15 作者: 膽小懦夫 時(shí)間: 2025-3-22 18:51 作者: 顧客 時(shí)間: 2025-3-22 23:17
Die Physik des deformierbaren K?rpersghtenment or the transformation of the political, economic and societal systems in Eastern Europe after the Cold War — were given decisive momentum by the respectively dominant idea systems, e.g. the nation state, democracy and human rights. The inspiration for these mega-transformations, which caus作者: VEIL 時(shí)間: 2025-3-23 04:09
Ekbert Hering,Rolf Martin,Martin Stohrerith partners in alliances, joint ventures or other cooperative arrangements. Therefore, appropriate tools have to be developed to manage change in alliances. This contribution shows how suitable construction and management of alliances may facilitate change and what specifics have to be considered i作者: 縮減了 時(shí)間: 2025-3-23 07:22 作者: MIRE 時(shí)間: 2025-3-23 10:23 作者: AORTA 時(shí)間: 2025-3-23 16:13
,Spezielle Relativit?tstheorie,nd to their staff. In this context, the limits of a command-and-control approach by management, or a tell-and-sell approach in corporate communication, soon become clear in a change process, so that such methods rarely achieve the desired success. Employee engagement and communication approaches tha作者: 食草 時(shí)間: 2025-3-23 21:37 作者: SMART 時(shí)間: 2025-3-23 23:35 作者: sigmoid-colon 時(shí)間: 2025-3-24 04:02
Ekbert Hering,Rolf Martin,Martin Stohreristory is strongly tied to the clear business principles of the owning family. First, the interests of the group take priority over those of the owning family. Second, the Oetker Group banks on self-financed growth with a strict diversification strategy in order to compensate risks within the group:作者: 對(duì)手 時(shí)間: 2025-3-24 10:09
Ekbert Hering,Rolf Martin,Martin Stohrerrt, to communication failures (Kotter and Cohen 2002). We have spent the last two years studying an organisation that faced a particularly difficult change challenge. The study reveals some interesting insights. The National Health Service (NHS) Greater Glasgow and Clyde faced a difficult task in th作者: cumber 時(shí)間: 2025-3-24 11:30 作者: 機(jī)械 時(shí)間: 2025-3-24 18:06 作者: labyrinth 時(shí)間: 2025-3-24 22:00 作者: morale 時(shí)間: 2025-3-25 01:47
http://image.papertrans.cn/c/image/223660.jpg作者: OCTO 時(shí)間: 2025-3-25 07:06
Change management in alliancesith partners in alliances, joint ventures or other cooperative arrangements. Therefore, appropriate tools have to be developed to manage change in alliances. This contribution shows how suitable construction and management of alliances may facilitate change and what specifics have to be considered in the change management of alliances.作者: 根除 時(shí)間: 2025-3-25 10:37 作者: Heretical 時(shí)間: 2025-3-25 14:07 作者: wall-stress 時(shí)間: 2025-3-25 17:51
Ekbert Hering,Rolf Martin,Martin Stohrerith partners in alliances, joint ventures or other cooperative arrangements. Therefore, appropriate tools have to be developed to manage change in alliances. This contribution shows how suitable construction and management of alliances may facilitate change and what specifics have to be considered in the change management of alliances.作者: 加強(qiáng)防衛(wèi) 時(shí)間: 2025-3-25 22:27 作者: Oversee 時(shí)間: 2025-3-26 04:07 作者: helper-T-cells 時(shí)間: 2025-3-26 05:11 作者: FUME 時(shí)間: 2025-3-26 09:53
Quantenphysik der Vielteilchensystemeany or organisation is a vital organism with a heart, soul and identity all of its own. It can be shaped and modified, but cannot be bent without causing damage. At its most effective, change management draws life from the authentic values at the core of the company and its leadership.作者: Volatile-Oils 時(shí)間: 2025-3-26 13:29
It may come as a surprise: Successful change management is mainly a matter of letting it happenany or organisation is a vital organism with a heart, soul and identity all of its own. It can be shaped and modified, but cannot be bent without causing damage. At its most effective, change management draws life from the authentic values at the core of the company and its leadership.作者: NIB 時(shí)間: 2025-3-26 19:22
Book 2008 practitoners‘ perspective. Consultants from Pleon, Europe‘s leading communications agency, as well as managers and academics share their experience with change communication and offer valuable insights on what engagement - if tackled correctly - can do for organisations: it adds to the internal trust and external reputation. .作者: 佛刊 時(shí)間: 2025-3-26 21:10
Das elektrische und das magnetische Feldiders of medicines and health services are under great pressure to change, not only from the classic ‘customers’ (prescribing doctors, pharmacists), but also from insurers and the respective governments — through regulation and intervention in the market. This affects both classic pharmaceutical companies and healthcare service providers.作者: Intersect 時(shí)間: 2025-3-27 03:48 作者: Rotator-Cuff 時(shí)間: 2025-3-27 08:28
Ekbert Hering,Rolf Martin,Martin Stohrermore than 70 active brands combine into Germany’s largest private brewery group. The delicate balance between change and consistency as well as the compensation of risks within the group had the highest priority.作者: 禍害隱伏 時(shí)間: 2025-3-27 13:06
Accelerated change dynamics within the healthcare industry: Just a trend, or is there more to it?iders of medicines and health services are under great pressure to change, not only from the classic ‘customers’ (prescribing doctors, pharmacists), but also from insurers and the respective governments — through regulation and intervention in the market. This affects both classic pharmaceutical companies and healthcare service providers.作者: 饒舌的人 時(shí)間: 2025-3-27 17:06
The power of ideas — Reputation management and successful change from this observation for corporate change processes and what role can be played in this context by active reputation management. A concrete example from the financial sector will be given to show how the observance of the laws of modern reputation management can become the key to successful change management.作者: Allodynia 時(shí)間: 2025-3-27 19:16 作者: cravat 時(shí)間: 2025-3-27 22:55
Use of multipliers in change communication: How credible personal communication can make change effepractical experience in multinational companies such as BMW and Siemens, this article explains, using seven questions, how to choose and prepare those multipliers and how to integrate them into different communication activities.作者: 討厭 時(shí)間: 2025-3-28 05:20 作者: Medley 時(shí)間: 2025-3-28 08:51 作者: Flu表流動(dòng) 時(shí)間: 2025-3-28 13:26 作者: Ergots 時(shí)間: 2025-3-28 17:56
Book 2008tions permanently have to face change, if they want to succeed economically. No small feat, given the high expectations that employees have in times of transformation towards their management. Staff cannot be entirely left out of the process, anymore. This hard-learned lesson is fairly well understo作者: Coordinate 時(shí)間: 2025-3-28 19:54
,Spezielle Relativit?tstheorie,practical experience in multinational companies such as BMW and Siemens, this article explains, using seven questions, how to choose and prepare those multipliers and how to integrate them into different communication activities.作者: 過(guò)份 時(shí)間: 2025-3-29 00:19
,Spezielle Relativit?tstheorie,t do justice to the needs and desires of managers and staff make sustainable successful change processes possible. Social software can be an essential tool of engagement contributing to the success of change processes.作者: 神經(jīng) 時(shí)間: 2025-3-29 04:20
https://doi.org/10.1007/978-3-540-71856-7re of the Federal Employment Agency (Bundesagentur für Arbeit, or BA) to help more people find work. Eleven billion — this was the size of the surplus (in euros) announced by the BA at the end of 2006. This figure proved that it was possible to reform the notoriously cumbersome “mammoth authority” and enable it to succeed.作者: 低能兒 時(shí)間: 2025-3-29 10:35
Ekbert Hering,Rolf Martin,Martin Stohrerat the organisation had a large and change-fatigued group of employees, needed to effect the change very quickly and faced real public scrutiny over the both the change process and performance outcomes. This article explores some of the lessons learnt from this longitudinal and in-depth study of complex, rapid and radical organisational change.作者: 討人喜歡 時(shí)間: 2025-3-29 14:19 作者: 失望昨天 時(shí)間: 2025-3-29 19:31 作者: Cuisine 時(shí)間: 2025-3-29 21:51 作者: 階層 時(shí)間: 2025-3-30 03:11 作者: committed 時(shí)間: 2025-3-30 05:19
It may come as a surprise: Successful change management is mainly a matter of letting it happennies through the turbulent tides of change. But the right navigation methods alone are not enough to ensure the success of change processes. Each company or organisation is a vital organism with a heart, soul and identity all of its own. It can be shaped and modified, but cannot be bent without caus作者: 主動(dòng)脈 時(shí)間: 2025-3-30 11:10
Accelerated change dynamics within the healthcare industry: Just a trend, or is there more to it?o developments that evidently occur repeatedly worldwide but differ greatly from sector to sector. Over the last few years, this has led to a considerable change in the competitive landscape, particularly in the healthcare industry. One of the main causes of this has been — and still is — a radical 作者: extinguish 時(shí)間: 2025-3-30 14:10
The power of ideas — Reputation management and successful changeghtenment or the transformation of the political, economic and societal systems in Eastern Europe after the Cold War — were given decisive momentum by the respectively dominant idea systems, e.g. the nation state, democracy and human rights. The inspiration for these mega-transformations, which caus作者: Biofeedback 時(shí)間: 2025-3-30 19:26 作者: Accrue 時(shí)間: 2025-3-31 00:24
Winning people’s hearts and minds, it must go beyond the plain provision of information and messaging, in order to ensure understanding and create commitment. But this is where most change communication fails, and there are many reasons for this: time constraints, limited resources, lack of management involvement, absence of stimul
