Organisations have diversified through different era with new technologies and new strategies input. Managing people in an organisation has always been foremost priority for all the organisations to get competitive advantage. Organisational Culture is perhaps the single most important factor accounting for success or the failure of an organisation. In 1992For instance‚ in 1992‚ Kotter and Heskett conducted a long-term study of the largest ten to eleven high-performing companies in each of twenty-two
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Introduction Why Change Management are important Definition of Change Management Definition of Change Definition of Management Types of Change Developmental Change Transitional Change Transformational Change Theories of Change Management Lewin’s Theory Beckhard’s Theory Thurley’s Theory Bridges’s Theory Kotter’s Theory Others Realities applications of the theories Lewin’s Theory Beckhard’s Theory Thurley’s Theory Bridges’s Theory Kotter’s Theory Others
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H. (1995)‚ Managing Organizational Behaviour Dryden‚ ‚ Toronto‚ Chapters 10‚ 19. Volberda‚ H.W. (1992)‚ Organizational Flexibility Change and Preservation: A Flexibility Audit & Redesign Model‚ Wolters - Noordhoff‚ Chapter 3‚ 4‚ 6. Walton‚ E. and Nadler‚ D. (1994)‚ “Diagnosis for organization design”‚ in Howard and Associates (Eds)‚ Diagnosis for Organizational Change‚ The Guilford Press‚ New York‚ NY‚ pp. 85-105. Wiggenhorn‚ W. (1990)‚ “Motorola U: when training becomes an education”‚ Harvard Business
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Programs‚ 2nd ed.‚ Berrett Koehler‚ San Francisco.: McGraw-Hill Kirkpatrick‚ D McLagan P. A. (1989). Models for HRD Practice. Ttraining and development journal‚ Vol. 41(9) McLagan P McLagan P. A. (1983) Models for Excellence‚ Washington D.C.‚ ASTD Press Nadler‚ L.(1984) The handbook of human resource development Pareek‚ U. & Rao T.V. (1998) Pioneering Human Resources Development: the L&T System:Ahmedabad; Academy of Human resources Development‚(publications of the original consultancy reports‚ 1975
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Cornell Hospitality Quarterly http://cqx.sagepub.com/ Leading Change with the 5-P Model : ’ ’Complexing ’ ’ the Swan and Dolphin Hotels at Walt Disney World Robert Ford‚ William Heisler and William Mccreary Cornell Hospitality Quarterly 2008 49: 191 DOI: 10.1177/0010880407306361 The online version of this article can be found at: http://cqx.sagepub.com/content/49/2/191 Published by: http://www.sagepublications.com On behalf of: The Center for Hospitality Research of Cornell University
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Organizational Issues in the Introduction of New Technologies Ralph Katz and Thomas J. Allen June 1984 1582-84 Organizational Issues in the Introduction of New Technologies by Professor(s) Ralph Katz and Thomas J. Allen More than ever before‚ organizations competing in today ’s world of high technology are faced with the challenges of "dualism"‚ that is‚ functioning efficiently today while planning and innovating effectively for tomorrow. Not only must these organizations
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Perceptions on the Training and Development Function: An Empirical Study of the Middle East Abstract The present study aims to determine perceptions on the training and development function in Middle East organizations. Using a purposive sample of 150 HR practitioners from Saudi Arabia‚ Kuwait‚ Dubai and Lebanon‚ the study found that there is a perception that candidates for supervisory and management roles are adequately trained to take on their jobs. However‚ they were uncertain about
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Strategic Management Journal‚ 6‚ 257-272. Mintzberg‚ H. and J.B. Quinn (1992)‚ The Strategy Process: Concepts and Contexts‚ Prentice-Hall International Editions. Mintzberg‚ H. (1994)‚ The Rise and Fall of Strategic Planning‚ Prentice Hall International. Nadler‚ D.A. (1994)‚ Collaborative Strategic Thinking‚ Planning Review‚ 22‚ 5‚ 30-31+. Näsi‚ J. (1991)‚ Strategic Thinking as Doctrine: Development of Focus areas and new insights Prahalad‚ C.K. and G. Hamel (1994)‚ Competing for the future‚ Boston: Harvard
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Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations Author(s): Wanda J. Orlikowski Source: Organization Science‚ Vol. 11‚ No. 4 (Jul. - Aug.‚ 2000)‚ pp. 404-428 Published by: INFORMS Stable URL: http://www.jstor.org/stable/2640412 . Accessed: 25/03/2013 09:57 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit
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Joumal of Change Management‚ Vol. 4‚ No. 4‚ 309-325‚ December 2004 i"\ l\ Kurt Lewin and complexity theories: back to the future? BERNARD BURNES Manchester School of Management‚ University of Manchester Institute of Science and Technology‚ Manchester‚ UK ABSTRACT Many writers acknowledge the significance of Kurt Lewin ’s contribution to organizational change. However‚ over the last 20 years‚ where the focus has been on rapid‚ transformational change‚ Lewin ’s work has increasingly
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