A Manager's Guide to Making ChangesWiley, 1966 - 186 Seiten Occupational psychology comprising a study of the role of the manager in influencing employees attitudes towards changes - covers management attitude and knowledge of human behaviour, communication, group dynamics, etc. |
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Seite 24
... consider some examples of cultural beliefs and behav- ioural norms that exist both in British and in some American business organizations . Despite the general acceptability of the positive values that have been attached to these ...
... consider some examples of cultural beliefs and behav- ioural norms that exist both in British and in some American business organizations . Despite the general acceptability of the positive values that have been attached to these ...
Seite 76
... consider how right in the short run the Luddites were . Machine looms destroyed the jobs of thousands of handloom weavers . They were introduced with- out consultation , without any regard to human values , and they had dire ...
... consider how right in the short run the Luddites were . Machine looms destroyed the jobs of thousands of handloom weavers . They were introduced with- out consultation , without any regard to human values , and they had dire ...
Seite 90
... consider the possibilities of making concessions or compromises . In cases where those affected by a change are likely to sustain economic , personal or social losses that are both real and unavoidable , management should consider ...
... consider the possibilities of making concessions or compromises . In cases where those affected by a change are likely to sustain economic , personal or social losses that are both real and unavoidable , management should consider ...
Inhalt
Defining Change and its Causes | 1 |
How People are Affected by Changes 96 | 9 |
Factors that Influence an Individuals Attitudes Towards | 17 |
Urheberrecht | |
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Häufige Begriffe und Wortgruppen
able acceptance accomplishment achieve action alter analyse anticipate approach balance sheet bargaining become beliefs and norms benefits cause changing situation communications phase concerned conflict consequence consider cultural beliefs depends desired develop discussion elements employees ensure environment expectations extent factors Fawley fears Flanders flexible frustration Furthermore gains genuity goals group action Harvard Business Review ideas identify implement a change improve increased individual industrial engineers influence initial introduced and implemented involved levels machine management's manager's managers and supervisors manner ment mentation method minimize resistance modify needs objectives operation organization organizational organizational climate originator participation particular change persuasion PETER DRUCKER possible probably problems production proposed questions reactions realized reasons for resistance redundancy regard relationships relevant resistance to change resistant behaviour resistant feelings responsibility result Scanlon plan senior management significant skills specific staff specialists status subordinates success suggestions tend tion trust understanding union workers