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. |
Im Buch
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Seite 41
... Frustration and Aggression The relationship among aggressive behaviour , feelings of aggres- sion and frustration has long been a known psychological concept.1 Any of us could become frustrated if our personal desires and needs came ...
... Frustration and Aggression The relationship among aggressive behaviour , feelings of aggres- sion and frustration has long been a known psychological concept.1 Any of us could become frustrated if our personal desires and needs came ...
Seite 43
... frustration , a person might give up trying altogether and become indifferent , apathetic , passive or resigned . There are other outlets for feelings of frustration . A person might direct his aggressive feelings towards others who are ...
... frustration , a person might give up trying altogether and become indifferent , apathetic , passive or resigned . There are other outlets for feelings of frustration . A person might direct his aggressive feelings towards others who are ...
Seite 72
... frustration of those involved . This will occur because of the additional pressures imposed on them . Their frustration will mount also because of the increased limitations on their free- dom to act . Finally , their frustration will ...
... frustration of those involved . This will occur because of the additional pressures imposed on them . Their frustration will mount also because of the increased limitations on their free- dom to act . Finally , their frustration will ...
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