The Leadership Quarterly 21 (2010) 422–438 Contents lists available at ScienceDirect The Leadership Quarterly j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / l e a q u a Leadership competencies for implementing planned organizational change Julie Battilana a‚⁎‚ Mattia Gilmartin b‚1‚ Metin Sengul c‚2‚ Anne-Claire Pache d‚3‚ Jeffrey A. Alexander e‚4 a b c d e Harvard Business School‚ Soldiers Field Road‚ Boston‚ MA 02163‚ USA Hunter-Bellevue School of Nursing‚ 425 East
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| | | |Project 1A— Design and develop a competency-based learning program | | |
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Response Essay #4 Technology in Context The readings from Bijker‚ Klinenberg‚ and Kimmelman collectively address the issue of storm water management within a variety of contexts: from its historical development to examples of successful strategies worldwide. Climate change is a global reality‚ and is prompting national responses to manage the severe weather it brings. Ultimately‚ the contexts affecting US water management strategy today have and will make the difference between the failures of
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about technological momentum as a point between two opposite ideas; social constructivism and technological determinism. This raises questions as to what exactly the relationship is between technological momentum and soft determinism. Both ideas deal with the effect society has on technology and the effect that technology has on society. I will argue that while both ideas seem to be the same‚ there are important distinctions to make between the two. One is that Hughes’s idea of technological momentum
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Emerging Organizational Forms: Work and Organization in the 21st Century We live in a dynamic world and the dynamism continues to grow. As the dynamism progresses‚ newer paradigms of strategy‚ organization and work are explored to maintain a balance and cope with the pace. The transformation of business activity‚ through technological development‚ the shorter life-cycle of business ideas and products‚ and the need for new skills requires new strategies and new forms of work organization. Hence‚
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incorporated the said program in our curriculum because we believe that this would make our graduates responsive to the needs of business and government. Consequently‚ we are requesting your support and cooperation by accommodating them in your organization. We believe that you can very well provide the most relevant exposure to our future managers‚ thus ensuring the continuity of supply of highly qualified personnel. In this regard‚ I would like to recommend Alyssa Jean H. Cala‚ third year
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The relationship between Job Satisfaction and Organizational Commitment in organizations By Hanan Yosrey Mohamed Research Methodology Paper Submitted to the Management Department At the Faculty of Management Technology The German University in Cairo Student registration number: 25-2329 Group number: T-03 Date: Monday April 28th‚ 2014 Supervisor: Dr. Sherwat Elwan Name of TA: Monica Labib 1. Methodology Research gap A large part of the success in the industrial and managerial
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Title: “The Level of Motivation and the Teaching Competency of High School Teachers in Laguna College of Business and Arts‚ A.Y. 2012-2013. CHAPTER I INTRODUCTION Profession is a calling requiring specialized knowledge and often long and intensive preparation including instruction in skills and methods as well as in the scientific‚ historical or scholarly principles underlying such skills and methods. A person who has a profession can be called a professional. It has different types of
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t he H ealt h and Safety Execut ive (HSE) . H SE inspect ors seek to secure 1 compliance with the law and may ref er t o t his guidance as illustrating good pract ice. Introduction 1 This guidance on competence applies to ev eryone‚ in all industry sectors‚ whose decisions and w ork with safety-related systems can affect health and safety. The aim is for all people within scope to be suitably qualified and experienced for their own work ac tivities ‚ roles and responsibilities . 2 A safety-related
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opposing perspectives are addressed‚ and the organization‚ development‚ substance‚ and style are appropriate to purpose‚ audience‚ and a range of formal and informal tasks. (CCSS: SL.11-12.4) b. Make strategic use of digital media (e.g.‚ textual‚ graphical‚ audio‚ visual‚ and interactive elements) in presentations to enhance understanding of findings‚ reasoning‚ and evidence and to add interest. (CCSS: SL.11-12.5) c. Adapt speech to a variety of contexts and tasks‚ demonstrating a command of formal
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