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Building cultural capital through value-driven leadership : a case study in an international finance company /Ackerman, Mariana. January 2006 (has links)
Thesis (M.Com. (Psychology)) - Rhodes University, 2007. / For a thesis in partial fulfilment of the degree of Masters in Research Psychology.
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Leading change the study of a leadership team in transition /Nichols, Christopher A. January 2007 (has links) (PDF)
Thesis (Ed.D.)--University of North Carolina at Greensboro, 2007. / Title from PDF t.p. (viewed Oct. 22, 2007). Directed by Ulrich C. Reitzug; submitted to the School of Education. Includes bibliographical references (p. 122-125).
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Social security reform and its impact on Chinese firms during transitionLu, Jin, January 2007 (has links)
Thesis (Ph. D.)--Ohio State University, 2007. / Title from first page of PDF file. Includes bibliographical references (p. 115-123).
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The contextual aspects of change in management accounting systems in transition economies : a Chinese case study : a thesis submitted in fulfilment of the requirements for the degree of Master of Commerce, Department of Accountancy, Finance and Information Systems, University of Canterbury, Christchurch, New Zealand /Liu, Lawrence Z. Q. January 2006 (has links)
Thesis (M. Com.)--University of Canterbury, 2006. / Typescript (photocopy). Includes bibliographical references. Also available via the World Wide Web.
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Transition of authority from one generation of lay leaders to another case studies of rural churches /Bressert, Robert G. January 2005 (has links)
Thesis (D. Min.)--Dallas Theological Seminary, 2005. / Includes abstract. Includes bibliographical references (leaves 124-127).
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The social dynamics of sustainability : an inductive exploration of sustainability as social construction /Kurucz, Elizabeth C. January 2005 (has links)
Thesis (Ph.D.)--York University, 2005. Graduate Programme in Administrative Studies. / Typescript. Includes bibliographical references (leaves 472-489). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://wwwlib.umi.com/cr/yorku/fullcit?pNR11590
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Organizational change in education a case study of school-to-work /Licklider, Mary M. January 2000 (has links)
Thesis (Ph. D.)--University of Missouri-Columbia, 2000. / Typescript. Vita. Includes bibliographical references (leaves 696-718). Also available on the Internet.
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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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ORGANISATIONSFÖRÄNDRING -ELLER BARA FÖRÄNDRADE ARBETSSÄTT : En kvalitativ studie om dataskyddsförordningens påverkan på verksamma inom rekrytering- och bemanningsbranschenEngström, Carl, Eriksson, Emma January 2018 (has links)
Från och med den 25:e maj 2018 kommer hanteringen av personuppgifter regleras på samma sätt i alla EU-länder. Tidigare har det varit upp till varje land att tolka direktivet om skydd av personuppgifter,vilket resulterat i att Sverige efterlevt personuppgiftslagen (PuL). I samband med den snabba teknikutvecklingen uppkommer ett behov av ett tydligare och mer enhetligt ramverk.Dataskyddsförordningen, förkortat GDPR, syftar till att stärka skyddet för privatpersoner vid hantering av personuppgifter. Den främsta skillnaden i jämförelse mot personuppgiftslagen är att företag inte längre kan äga uppgifter - utan bara låna dem.Studien riktar sig mot en organisation som är verksam inom rekrytering- och bemanningsbranschen.Syftet med studien är att undersöka medarbetarnas upplevelser inför införandet av dataskyddsförordningen samt förklara dessa upplevelser ur ett organisatoriskt förändringsperspektiv.Insamling av data skedde med hjälp av sex semistrukturerade intervjuer på Rekryteringsföretaget AB.De intervjuade har olika befattningar inom omställning, rekrytering och bemanning. Materialet bearbetades därefter med stöd i en innehållsanalys.Vad som framkom under intervjuerna var en gemensam uppfattning om att den information som förmedlats ut vid tidpunkten för studien var undermålig. Det fanns en medvetenhet och allmän uppfattning hos medarbetarna om vad dataskyddsförordningen innebär, men huruvida studiens deltagare ansåg sig som förberedda var något som varierade. Resultatet visar att i vilken omfattning och på vilket sätt dataskyddsförordningen kommer påverka deltagarna i det dagliga arbetet ännu inte var explicit. Ur ett organisatoriskt förändringsperspektiv har motstånd mot kommande förändring inte identifieras bland de tillfrågade. Det står dock klart att upplevelsen av organisationsförändringen skiljer sig bland studiens deltagare. Detta kan delvis förklaras med anledning av att de innehar varierande mängd information kring förändringen. En ömsesidig upplevelse av tillit till organisationen och ett förtroende till beslutsfattarna konstaterades. Slutsatsen som uppdagas är att sannolikheten till uppslutning bakom förändringen ökar. Vidare skulle fortsatta studier inom området för sociala relationers inverkan på arbetsplatser uppmuntras. Med fokus på förtroendet och tillitens betydelse inom organisationsförändring finns spännande aspekter att belysa.
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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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