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The Global ETD Search service is a free service for researchers
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Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
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Showing 41 to 48 of 48 (0.125 seconds)Spelling suggestions: "subject:"achange agent"" "subject:"anhange agent""
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NotOkay: Camisetas con impacto social / NotOkay: T-shirts with social impactCastillo Willis, Sergio Renato, Cifuentes Roca, Hugo, Flores Rengifo, Dafna Fernanda, Porras Torpoco, Paul Bryan, Quispe Fortes, Susana Victoria 01 December 2020 (has links)
El Perú es un país con muchas características positivas, sin embargo, la mala gestión de los gobiernos y la propia falta de empatía y conciencia del pueblo hacen que se generen actos de violencia entre los ciudadanos. No obstante, las personas, sobre todo los jóvenes, tienen el deseo de cambiar esta realidad y lo hacen mediante la divulgación y transmisión de información, apoyo a organizaciones que realizan actividades con fines sociales y tomando acción con respecto a su círculo cercano en su día a día. Es por esto que NotOkay brinda una propuesta que busca potenciar el apoyo en el proceso de concientizar a los peruanos sobre estos problemas sociales. En esta, se convierte al usuario en un agente de cambio. Ya que, además de generar conciencia a través de la visibilización de un problema social, brindará apoyo económico a un artista y a una organización sin fines de lucro que vele por una problemática social específica. Todo esto a través de la compra de una camiseta con algodón de calidad y un estampado nítido, el cual refleja un problema social de una manera creativa y que sea entendible a primera vista. / Peru is a country with many positive characteristics, however, the mismanagement of governments and the people's own lack of empathy and awareness cause acts of violence to be generated among citizens. However, people, especially young people, have the desire to change this reality and they do so by disseminating and transmitting information, supporting organizations that carry out activities with social purposes and taking action with respect to their close circle in their day a day. This is why NotOkay offers a proposal that seeks to enhance support in the process of raising awareness among Peruvians about these social problems. In this, the user becomes an agent of change. Since, in addition to generating awareness through the visibility of a social problem, it will provide financial support to an artist and a non-profit organization that looks after a specific social problem. All this through the purchase of a t-shirt with quality cotton and a clear print, which reflects a social problem in a creative way and that is understandable at first glance. / Trabajo de investigación
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Die effek van leierskap op verandering in 'n nie-winsgewende organisasieViljoen, Aletta Magrietha 11 1900 (has links)
Text in Afrikaans, summary in Afrikaans and English / Hierdie studie is onderneem om die effek van leierskap op verandering in 'n nie-winsgewende
organisasie te bepaal. 'n Literatuur- en 'n empiriese studie is onderneem. Literatuur beklemtoon
dat verandering 'n realiteit in 'n organisasie is, 'n veranderingsagent die proses moet dryf en dat
die transformasieleierskapstyl die gewenste styl vir veranderingsbestuur is. Navorsing toon dat
verandering vanwee ekstreme invloede wel voorkom. Verwarring ten opsigte van wie die rol en
verantwoordelikheid as veranderingsagent moet vertolk kom egter in die navorsing na vore. Die
wyse en frekwensie waarop kommunikasie ten opsigte van verandering plaasgevind het, word oor
die algemeen positief deur die respondente ervaar, maar respondente toon egter ook positiewe en
negatiewe gedragsreaksies aan ten opsigte van verandering. Respondente toon dat die
transformasieleierskapstyl met leierskapsgedrag/-kenmerke wat verband hou met integriteit,
toeganklikheid en objektlwiteit hul tot deelname aan verandering motiveer. Navorsing toon ook
dat leierskapspotensiaal en die behoefte aan leierskapsontwikkeling by respondente teenwoordig
is. Navorsing het bevestig dat leierskap 'n effek op verandering in 'n nie-winsgewende organisasie het. / This research aims to establish whether leadership has an effect on change in a not-for-profit
organisation. A literature and empirical study were conducted. Literature indicated that change in
organisations is a reality and that organisations need to appoint change agents in order to facilitate
the change process. Research has shown that change in not-for-profit organisation was caused by
external influences and indicated that confusion exists as to whom the role and responsibility of
change agent belongs to. Respondents indicated that they were generally positive about the
frequency and way in which change was communicated but they indicated both positive and
negative behavioral reactions to change. The transformational leadership style is highlighted as
the best leadership style to manage change. The transformational leadership style with leadership
behavior such as integrity, approachability and objectivity motivates respondents to participate in
the change process. Research also indicated that respondents have leadership potential and have
a need for leadership development. This study confirmed that leadership has an effect on change in a not-for-profit organisation. / Social Work / M.Diac. (Maatskaplike Werk-rigting)
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Making a hybrid of Fraktur and Helvetica : Investigating typography's connection to power, from a historical perspective in a contemporary contextBager, Freja January 2018 (has links)
Throughout history and in today’s society, typography has been and still is without doubt a great part of communication. Behrens, an important designer from the modernist movement, believed that after architecture, typography provided “…the most characteristic picture of a period” and “…development of people”. Typography carries meaning and associations, built on the contexts and the design it is used in, that finally creates a typographic image. The Blackletter style Fraktur, and Helvetica were born to serve a purpose connected to power. Important for this research is to understand in detail, the origin of that power and its position: Blackletter portrays features of the Gothic architecture, expressing religious emotions and civic pride, intended for effective writing, and was predominant in religious and educational contexts. This improvement of writing was a necessity for the development of the society during the medieval times; for both educational and financial reasons. As Fraktur became a symbol of Germany, the today’s connotations towards oppression and Nazism were inevitable as the Third Reich continued to use it until it was banned in 1941. Meanwhile, the post war modernism in the 20th Century, sought objectivity, simplicity and readability in their design, to erase any carried meaning or associations that could have a misleading effect on the information. This period of time paved way for a corporate culture, with approaches towards rationalist and functionalist methods, that expresses authority and reliability. Achieving brand recognition for a wide range of products and contexts was required by the graphic designers. Through workshops that document people’s associations and comments on the shapes and typographic images that both Helvetica and Fraktur create, and visual research made in forms of sketching and adding Fraktur features to signs of institutions and public sectors, I have investigated Fraktur’s tainted image of oppression and political sentiments with the help of Helvetica as the contemporary norm.
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Die effek van leierskap op verandering in 'n nie-winsgewende organisasieViljoen, Aletta Magrietha 11 1900 (has links)
Text in Afrikaans, summary in Afrikaans and English / Hierdie studie is onderneem om die effek van leierskap op verandering in 'n nie-winsgewende
organisasie te bepaal. 'n Literatuur- en 'n empiriese studie is onderneem. Literatuur beklemtoon
dat verandering 'n realiteit in 'n organisasie is, 'n veranderingsagent die proses moet dryf en dat
die transformasieleierskapstyl die gewenste styl vir veranderingsbestuur is. Navorsing toon dat
verandering vanwee ekstreme invloede wel voorkom. Verwarring ten opsigte van wie die rol en
verantwoordelikheid as veranderingsagent moet vertolk kom egter in die navorsing na vore. Die
wyse en frekwensie waarop kommunikasie ten opsigte van verandering plaasgevind het, word oor
die algemeen positief deur die respondente ervaar, maar respondente toon egter ook positiewe en
negatiewe gedragsreaksies aan ten opsigte van verandering. Respondente toon dat die
transformasieleierskapstyl met leierskapsgedrag/-kenmerke wat verband hou met integriteit,
toeganklikheid en objektlwiteit hul tot deelname aan verandering motiveer. Navorsing toon ook
dat leierskapspotensiaal en die behoefte aan leierskapsontwikkeling by respondente teenwoordig
is. Navorsing het bevestig dat leierskap 'n effek op verandering in 'n nie-winsgewende organisasie het. / This research aims to establish whether leadership has an effect on change in a not-for-profit
organisation. A literature and empirical study were conducted. Literature indicated that change in
organisations is a reality and that organisations need to appoint change agents in order to facilitate
the change process. Research has shown that change in not-for-profit organisation was caused by
external influences and indicated that confusion exists as to whom the role and responsibility of
change agent belongs to. Respondents indicated that they were generally positive about the
frequency and way in which change was communicated but they indicated both positive and
negative behavioral reactions to change. The transformational leadership style is highlighted as
the best leadership style to manage change. The transformational leadership style with leadership
behavior such as integrity, approachability and objectivity motivates respondents to participate in
the change process. Research also indicated that respondents have leadership potential and have
a need for leadership development. This study confirmed that leadership has an effect on change in a not-for-profit organisation. / Social Work / M.Diac. (Maatskaplike Werk-rigting)
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| 45 |
Entwicklung und Nachweisführung einer Methodik zur Einführung und Stabilisierung von veränderten Prozessen in der ProduktentwicklungWalliser, Frank-Steffen 30 April 1999 (has links)
Die Bewältigung des organisatorischen Wandels gehört seit je zu den Anforderungen an jede Unter-nehmung. Aus unterschiedlichen Gründen sind - zyklisch oder kontinuierlich - Anpassungen der Organisation an neue Gegebenheiten notwendig. Die Arbeit versucht aus Sicht der Arbeitswissenschaft die speziellen Anforderungen des organisatorischen Wandels für den Bereich der Produktentwicklung aufzuarbeiten. Neben den Zielen der persönlichkeitsförderlichen Arbeitsgestaltung wurde besonderer Wert auf das Erreichen stabiler Zustände nach einer Prozeßveränderung gelegt.
Aus den theoretischen Überlegungen zur Theorie der Handlungsregulation und der geistigen Arbeit wurde ein Hypothesensystem aus acht Elementen für Tätigkeitsgestaltung und Implementierung erstellt. Anhand eines betrieblichen Fallbeispiels innerhalb des FuE-Zentrums eines Automobilherstellers wurden diese Hypothesen mit Hilfe arbeits- und organisationspsychologischer Verfahren (TBS-GA, JDS, FIT, BMS-GA) und eigener Kenngrößen validiert. Als Stabilitätskriterien wurden die Durchlaufzeit und die erlebte Kooperation und Kommunikation herangezogen.
Während der beobachteten Dauer von etwa 27 Monaten verkürzten sich die Durch-laufzeiten um etwa 75% und stabilisierten sich auf diesem Niveau. Die erlebte Kooperation und Kommunikation verbesserte sich erheblich bei gleichzeitig leicht verbesserten Werten der psychischen Beanspruchung.
Weitere Erfahrungen des Fallbeispiels wurden als Heuristik mit zahlreichen Beispielen und Steuerungsinstrumenten für den erfolgreichen organisatorischen Wandel dargestellt.
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The management of staff development programmes at FET colleges in the Gauteng ProvinceGeel, Pieter Andrew 30 June 2005 (has links)
The fragmented and unequal system of technical and vocational education and training in South Africa is a consequence of the apartheid era. Since 1994 comprehensive legislation has been introduced to create a transformed system of Further Education and Training (FET) guided by the principles of redress, equity and lifelong learning and aimed at producing graduates who can contribute to making South Africa a key player in the global economy. In particular, the Technical College sector requires transformation. This in turn demands new knowledge, attitudes and skills from college managers and educators. Therefore, relevant staff development programmes is a key instrument of change in colleges. Against this background this study examines the management of staff development programmes in FET colleges in Gauteng Province by means of a literature study and an empirical investigation. The former addresses the management of change, human resource management, staff development and organisational development with an emphasis on the application of chaos/complexity theory. Moreover, the dynamic FET landscape in South Africa is sketched and FET policies and legislation since 1994 are discussed. The empirical investigation adopts a qualitative approach using focus group and individual interviews, observation and document analysis to gather data from a small sample of participants: educators and members of senior and middle management. Participants were selected by purposeful sampling from three former Technical Colleges (one previously advantaged and two previously disadvantaged) in Gauteng, which have recently merged to create a new multi-campus college, the Tshwane North College. The findings of the interviews present the experience of participants according to six themes: the management of change; communication during change; stakeholder involvement in change; the impact of FET legislation; human resource management and the role of staff development programmes in this process. These findings were integrated with observations of staff development programmes and their management and analysis of key documents. It was concluded that people are complex and may resist change; during change effective communication, stakeholder participation, adequate funding for staff development and its effective management are essential. Recommendations for the improvement of practice are presented based on the findings of the literature and empirical study. / Educational Studies / D. Ed. (Education Management)
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The management of staff development programmes at FET colleges in the Gauteng ProvinceGeel, Pieter Andrew 30 June 2005 (has links)
The fragmented and unequal system of technical and vocational education and training in South Africa is a consequence of the apartheid era. Since 1994 comprehensive legislation has been introduced to create a transformed system of Further Education and Training (FET) guided by the principles of redress, equity and lifelong learning and aimed at producing graduates who can contribute to making South Africa a key player in the global economy. In particular, the Technical College sector requires transformation. This in turn demands new knowledge, attitudes and skills from college managers and educators. Therefore, relevant staff development programmes is a key instrument of change in colleges. Against this background this study examines the management of staff development programmes in FET colleges in Gauteng Province by means of a literature study and an empirical investigation. The former addresses the management of change, human resource management, staff development and organisational development with an emphasis on the application of chaos/complexity theory. Moreover, the dynamic FET landscape in South Africa is sketched and FET policies and legislation since 1994 are discussed. The empirical investigation adopts a qualitative approach using focus group and individual interviews, observation and document analysis to gather data from a small sample of participants: educators and members of senior and middle management. Participants were selected by purposeful sampling from three former Technical Colleges (one previously advantaged and two previously disadvantaged) in Gauteng, which have recently merged to create a new multi-campus college, the Tshwane North College. The findings of the interviews present the experience of participants according to six themes: the management of change; communication during change; stakeholder involvement in change; the impact of FET legislation; human resource management and the role of staff development programmes in this process. These findings were integrated with observations of staff development programmes and their management and analysis of key documents. It was concluded that people are complex and may resist change; during change effective communication, stakeholder participation, adequate funding for staff development and its effective management are essential. Recommendations for the improvement of practice are presented based on the findings of the literature and empirical study. / Educational Studies / D. Ed. (Education Management)
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Licence to Talk : Sustainability Managers and their Managerial Realities within the Corporate Sustainability ParadoxEl hajjari Borg, Mounia, Sundberg, Elin January 2021 (has links)
While sustainability-dedicated managers and related titles represent a profession that has hardly existed for more than a decade, it is not surprising that the field of research concentrating on these professionals is in itself relatively new. With an increasing demand for corporations to take their social and environmental responsibility, and a corporate sustainability characterized by tension and paradox, we found it of importance to explore the role and entanglements of these professionals. By analysing 17 in-depth interviews with sustainability-dedicated professionals from the private sector in Sweden, our interpretation is that sustainability managers hold the function of selling sustainability, with talk as their main weapon. Expressly, in the intersection between business-case logics and sustainability logics, sustainability managers have to, above all, make a convincing case for sustainability, inwards and outwards. Therefore, they draw dynamically on different narratives which we conceptualise in three roles: the chameleon, the pragmatic, and the nagging manager. Through these roles, we intend to capture the fluidity with which the managers relate and engage with sustainability, and hence we do not mean to ossify a role’s dynamics within a single, static or stereotypical category. We discuss these findings and concepts to the background of previous studies and existing literature.
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