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Wie man über Wandel spricht perspektivische Darstellung und interaktive Bearbeitung von Wandel in OrganisationsprozessenVacek, Edelgard January 2008 (has links)
Zugl.: Siegen, Univ., Diss., 2008
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The REMIS approach to rationale-based support for process model evolutionOcampo, Alexis January 2008 (has links)
Zugl.: Kaiserslautern, Techn. Univ., Diss., 2008
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Successful integration in cross-border acquisitions case studies of family business groups in Thailand /Sithikornkul, Chernrerthai. January 2008 (has links)
St. Gallen, Univ., Diss., 2008.
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Wie man über Wandel spricht : perspektivische Darstellung und interaktive Bearbeitung von Wandel in Organisationsprozessen /Vacek, Edelgard. January 2009 (has links)
Zugl.: Diss. Univ. Siegen, 2008.
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Buy-outs in Family Businesses changes in corporate governance, instruments of managerial control, and financial practices /Klöckner, Oliver. January 2009 (has links)
Diss. Techn. Univ. München, 2009. / Business and Economics (German Language) (Springer-11775) (GWV).
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Buy-outs in Family Businesses changes in corporate governance, instruments of managerial control, and financial practices /Klöckner, Oliver. January 2009 (has links)
Diss. Techn. Univ. München, 2009. / Business and Economics (German Language) (Springer-11775) (GWV).
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An exploratory study into various stakeholders' perceptions and experiences of participative management in a high school in the Cala district, Eastern Cape /Stofile, Attwell Mzamane. January 2005 (has links)
Thesis (M. Ed. (Education))--Rhodes University, 2006. / In partial fulfilment of the requirements for the degree of Masters in Education (Education Leadership and Management).
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Change Management in Hochschulen : Die Gestaltung soziokultureller Veränderungsprozesse zur Integration von E-Learning in die Hochschullehre /Schönwald, Ingrid. January 2007 (has links) (PDF)
Thesis (doctoral)--Universität St. Gallen, 2007.
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The integration of project management processes with a methodology to manage a radical innovation projectKatz, Bernard 03 1900 (has links)
Thesis (MScEng (Industrial Engineering))--University of Stellenbosch, 2007. / In today’s business environment it is widely accepted that innovation is key to improving the
economic performance of companies (Van der Panna et al. 2003) and for achieving and
sustaining a competitive advantage in the market place.
Based on the definition of radical innovation, a radical innovation project involves a high level
of “newness” (Damanpour 1996), which in turn leads to high levels of complexity and
uncertainty. However, it is difficult to manage these high levels of complexity and uncertainty
within the structured framework of the traditional project management bodies of knowledge
(Williams 2005). The following problem was thus formulated: Project management concepts
alone, captured in the various bodies of knowledge, are not sufficient enough to successfully
manage radical innovation projects. Companies therefore struggle to gain a competitive
advantage through innovation, as the implementation of the radical innovation is seldom
successful.
The thesis presents a methodology termed the “Innovation Implementation Methodology”
(IIM), which combines a range of components and concepts that support radical innovation
projects. The IIM combines concepts such as knowledge management, project and team
integration, project principles, design objectives, prototypes and risk and change
management into four main components. Each component provides a different view of the
radical innovation project. These views include:
• A view of the different levels of detail required,
• A view of the roles and responsibilities,
• A view of the project structure and team integration, and
• A scientific and experimental view.
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Initial Implementation of Organizational Change Development of a Methodology to Minimize Tactical Barriers and Maximize Strategic FocusJanuary 2011 (has links)
abstract: As global competition continues to grow more disruptive, organizational change is an ever-present reality that affects companies in all industries at both the operational and strategic level. Organizational change capabilities have become a necessary aspect of existence for organizations in all industries worldwide. Research suggests that more than half of all organizational change efforts fail to achieve their original intended results, with some studies quoting failure rates as high as 70 percent. Exasperating this problem is the fact that no single change methodology has been universally accepted. This thesis examines two aspect of organizational change: the implementation of tactical and strategic initiatives, primarily focusing on successful tactical implementation techniques. This research proposed that tactical issues typically dominate the focus of change agents and recipients alike, often to the detriment of strategic level initiatives that are vital to the overall value and success of the organizational change effort. The Delphi method was employed to develop a tool to facilitate the initial implementation of organizational change such that tactical barriers were minimized and available resources for strategic initiatives were maximized. Feedback from two expert groups of change agents and change facilitators was solicited to develop the tool and evaluate its impact. Preliminary pilot testing of the tool confirmed the proposal and successfully served to minimize tactical barriers to organizational change. / Dissertation/Thesis / M.S. Construction 2011
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