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 17
... questions in the minds of those involved . Each person will then find that many of these questions will evoke feelings and attitudes . These derive both from his own individual personality and background of experience , and from a ...
... questions in the minds of those involved . Each person will then find that many of these questions will evoke feelings and attitudes . These derive both from his own individual personality and background of experience , and from a ...
Seite 29
... questions should serve to illustrate the range of possibilities . Certainly , no single individual would have all these questions about any one change . Moreover , this list should not be considered as a complete compilation of all the ...
... questions should serve to illustrate the range of possibilities . Certainly , no single individual would have all these questions about any one change . Moreover , this list should not be considered as a complete compilation of all the ...
Seite 96
... questions that are being asked ... not only what is to happen , but also how , why , when , where and to whom . * There must be a way to confirm that real understanding has been achieved . All of the above media can fulfil the first two ...
... questions that are being asked ... not only what is to happen , but also how , why , when , where and to whom . * There must be a way to confirm that real understanding has been achieved . All of the above media can fulfil the first two ...
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