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Finding your way in the consulting jungle [[electronic resource] ] : a guidebook for organization development practitioners / / Arthur M. Freedman, Richard E. Zackrison ; foreword by Richard Beckhard
| Finding your way in the consulting jungle [[electronic resource] ] : a guidebook for organization development practitioners / / Arthur M. Freedman, Richard E. Zackrison ; foreword by Richard Beckhard |
| Autore | Freedman Arthur M. <1937-> |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass/Pfeiffer, c2001 |
| Descrizione fisica | 1 online resource (273 p.) |
| Disciplina | 001/.068 |
| Altri autori (Persone) | ZackrisonRichard E |
| Soggetto topico | Business consultants |
| ISBN |
1-280-35087-3
9786610350872 0-470-24030-X 0-7879-5919-7 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Finding Your Way in the Consulting Jungle; Contents; Foreword to the Series; Introduction to the Series; Statement of the Board; Acknowledgments; Introduction; 1. Contacts with Potential Client Systems; Promotional and Marketing Options; A Strategy for Marketing Your Services; What's in a Name?; Summary; 2. Does the Organization Need a Consultant?; Does the Organization Really Need a Consultant?; What Are the Agents' Perceptions of the Organization's Current Situation?; Assessing Organizational Readiness; Framing How the Organization Can Use an OD Consultant; Summary; 3. Types of Consultants
The Four Types of ConsultantsWhich Type of Consultant Is Needed?; Multidisciplinary Consulting Teams; Matching Consultants with Purpose; Summary; 4. Consulting Philosophy; Achieving Organizational Effectiveness; Treating the Entire Organization; Focusing on Causes, Not on Symptoms; Intervening at the Strategic Level, Rather Than Offering a Quick Fix; Identifying, Developing, and Utilizing Client Resources; Enabling Self-Determination for the Future; Dealing with Immediate, Real-Life Realities; Using a Holistic "Helicopter" Perspective; Summary; 5. Consultant Competence; Four Competencies Don't Confuse Experience with CompetenceSummary; 6. The Selection Interview; Avoiding Mistaken Identity; Doing Continuous Self-Assessment; Preparing for the Interview; Participating in the Selection Interview; Summary; 7. Consulting Proposals and Contracts; Proposals; Contracts; Summary; 8. Management of Change; Managing Implementation; Change Resisters and Change Seekers; Resistance to Change; Responses to Change Stimuli; Plans for Complex Systems Change; Formula for Facilitating Effective Change; Summary; 9. Consultant Ethics; Values of OD Consultants; The Ethical Dilemma An Integrated Code of Professional ConductSummary; References; About the Authors; About the Editors; Index |
| Record Nr. | UNINA-9910822172903321 |
Freedman Arthur M. <1937->
|
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| San Francisco, : Jossey-Bass/Pfeiffer, c2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Handbook of organizational consultation / / edited by Robert T. Golembiewski
| Handbook of organizational consultation / / edited by Robert T. Golembiewski |
| Edizione | [2nd ed., rev. and expanded.] |
| Pubbl/distr/stampa | New York : , : Marcel Dekker, , 2000 |
| Descrizione fisica | 1 online resource (1068 p.) |
| Disciplina | 001/.068 |
| Altri autori (Persone) | GolembiewskiRobert T |
| Collana | Public administration and public policy |
| Soggetto topico | Consultants |
| Soggetto genere / forma | Electronic books. |
| ISBN |
0-429-27129-8
1-4822-8990-3 0-585-37487-2 1-280-13960-9 0-203-90967-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
chapter 1 Six Orientations for the Reader -- chapter 2 Development, Transition, or Transformation -- chapter 3 Selecting and Energizing a Team -- chapter 4 Managers and Project Leaders Conducting Their Own Action Research Interventions -- chapter 5 Linking Measurement to Motivation -- chapter 6 The Consulcube -- chapter 7 Values, People, and Organizations / Robert Tannenbaum Sheldon Davis -- chapter 8 Five Stages for Self-Evaluating Organizations -- chapter 9 Preventing Regression in Team Building -- chapter 10 The Psychological Contract -- chapter 11 Models of Development and Issues They Raise for Consultants -- chapter 12 Operating Systems Interventions -- chapter 13 American Quality -- chapter 14 Team Building and its Risks -- chapter 15 Using the Search Conference Technique for Team Socialization and Strategies Planning -- chapter 16 Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management -- chapter 17 Preentry Issues Revisited -- chapter 18 Applying Action Research to Public Sector Problems -- chapter 19 Using Large System Designs and Action Research to Develop Interorganizational Networks -- chapter 20 Perceiving, Evaluating, and Responding to Change -- chapter 21 Making Team Work -- chapter 22 Sociotechnical Systems Consultation -- chapter 23 Performance Appraisal Techniques and Applications -- chapter 24 Managing Organizational Conflict -- chapter 25 A Two-Phase Planning Process for Managing Change in Organizations -- chapter 26 Micro and Macro Perspectives on Gain Sharing -- chapter 27 Goal-Setting Programs -- chapter 28 Enlivening Developmental Relationships -- chapter 29 Strategies for Organizational Transition -- chapter 30 Organizational Effectiveness and Development at Different Stages of Growth -- chapter 31 Sexual Harassment -- chapter 32 A Statement of Values and Ethics by Professionals in Organization and Human Systems Development -- chapter 33 Issues in Ending Consultancies -- chapter 34 Alternative Models for Structuring Work -- chapter 35 Aspects of -- chapter 36 Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too -- chapter 37 Burnout as a Focus for Consultants -- chapter 38 Career-Planning Design -- chapter 39 Competence via Regenerative Systems -- chapter 40 Contexual Soecificity in Consultation -- chapter 41 Continued Employability -- chapter 42 Demotion Design -- chapter 43 Diversity as Shining Goal or Sham? -- chapter 44 Easing the Rigors of Mergers -- chapter 45 Features of Energizing Data -- chapter 46 Fine-Tuning Appreciative Inquiry -- chapter 47 Flexi Time and Employee Control Over Work -- chapter 48 Giving Effective Feedback -- chapter 49 Group Norms as Levers for Consultants -- chapter 50 Humans as Need-Fulfilling -- chapter 51 Lessons From Downsizing -- chapter 52 Managerial Responses to Transitions in Adult Development -- chapter 53 Managing Transitions -- chapter 54 Model This, Model That -- chapter 55 Musings About Transformation -- chapter 56 Organization Cultures via Distinguising Assumptions -- chapter 57 Organizational Development in the Family -- chapter 58 Organization Stages and Consultant Choice Making -- chapter 59 Perspectives on My Consulting Practice -- chapter 60 Process and Structure as Central in Total Quality Management -- chapter 61 -- chapter 62 Psychological Contracts at Work -- chapter 63 Resilience and Change at Three Levels -- chapter 64 Risking Consultative Relationships to Stay Really Alive -- chapter 65 Role Analysis Technique -- chapter 66 Role Negotiation as a Controlling Design.
chapter 67 Sensing Groups in Consultation -- chapter 68 Sociopathology in Today's Organizations -- chapter 69 Stakeholders in Consultation -- chapter 70 Success Rates in Planned Change -- chapter 71 The Dominant Intervention Theory and Its Selected Shortfalls / Robert T. Golembiewski -- chapter 72 The Intervenor's World -- chapter 73 Three Models of Learning -- chapter 74 Toward a Process Orientation -- chapter 75 Town Meeting as a Super-Optimum Solution in a Cutback Mode -- chapter 76 Vision or Core Mission -- chapter 77 Voluntary Organizations -- chapter 78 Confrontation Design -- chapter 79 Third-Party Consultation -- chapter 80 High-Performing Teams -- chapter 81 Quality of Work Life for Consultants -- chapter 82 The Interview as a Consulting Tool -- chapter 83 The Perils of Intensive Management Training and How to Avoid Them -- chapter 84 Facilitating Organizational Change Through Survey/Feedback and Implementation -- chapter 85 Approaches to Organizational Needs Assessment -- chapter 86 How Consultants can Anticipate and Trigger Group Development -- chapter 87 Productivity and the Quality of Work Life -- chapter 88 Forecasting the Future -- chapter 89 Project Management for Organizational Consulting -- chapter 90 How to Give Meaningful Praise -- chapter 91 Managing the Older Worker -- chapter 92 Emotions and Consultancy -- chapter 93 Knowing and Surfacing Organizational Culture -- chapter 94 Cross-Culture Perspectives -- chapter 95 A Model for Negotiation -- chapter 96 Organizational Innovation as the Management of Interdependence in Networks -- chapter 97 Downsizing as Mode of Organizational Change -- chapter 98 Ethical Issues in Organizational Consultation -- chapter 99 Essential Competencies for Internal and External OD Consultants -- chapter 100 Organizing in the Knowledge Age -- chapter 101 An Intersection -- chapter 102 A Typology of Change Programs -- chapter 103 Group Support Systems -- chapter 104 Privacy -- chapter 105 Organizational Change as Applied Art -- chapter 106 Process Consulting Guidelines for Development Assistance, With Case Study -- chapter 107 Techniques for the Management of Organizational Change -- chapter 108 The Production of Usable Knowledge -- chapter 109 Process Consulting in a Content Field -- chapter 110 A Burnout Workshop -- chapter 111 Burnout in Organizational Consultation -- chapter 112 Managing Organizational Change -- chapter 113 Employee Assistance Programs and Workplace Consultation -- chapter 114 Tailored Management Development as a Vehicle for Strategy Implementation -- chapter 115 Models of Consultation -- chapter 116 Time Management Hints -- chapter 117 Creating the Learning Organization -- chapter 118 Creating Work Cultures With Competitive Advantage -- chapter 119 Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach -- chapter 120 Self-Awareness -- chapter 121 Values, People, and Organizations -- chapter 122 Defective Group Decisions -- chapter 123 Roles in Group Development -- chapter 124 Strategic Planning -- chapter 125 Culture-Focused T Group -- chapter 126 Consulting as Empowerment -- chapter 127 Critical Factors in Team Success -- chapter 128 Rethinking Organization Development for the learning Organization -- chapter 129 Developing Effective Community Groups -- chapter 130 Using Success as a Framework for Community-Based Needs Assessment. |
| Record Nr. | UNINA-9910458104703321 |
| New York : , : Marcel Dekker, , 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Handbook of organizational consultation / / edited by Robert T. Golembiewski
| Handbook of organizational consultation / / edited by Robert T. Golembiewski |
| Edizione | [2nd ed., rev. and expanded.] |
| Pubbl/distr/stampa | New York : , : Marcel Dekker, , 2000 |
| Descrizione fisica | 1 online resource (1068 p.) |
| Disciplina | 001/.068 |
| Altri autori (Persone) | GolembiewskiRobert T |
| Collana | Public administration and public policy |
| Soggetto topico | Consultants |
| ISBN |
0-429-27129-8
1-4822-8990-3 0-585-37487-2 1-280-13960-9 0-203-90967-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
chapter 1 Six Orientations for the Reader -- chapter 2 Development, Transition, or Transformation -- chapter 3 Selecting and Energizing a Team -- chapter 4 Managers and Project Leaders Conducting Their Own Action Research Interventions -- chapter 5 Linking Measurement to Motivation -- chapter 6 The Consulcube -- chapter 7 Values, People, and Organizations / Robert Tannenbaum Sheldon Davis -- chapter 8 Five Stages for Self-Evaluating Organizations -- chapter 9 Preventing Regression in Team Building -- chapter 10 The Psychological Contract -- chapter 11 Models of Development and Issues They Raise for Consultants -- chapter 12 Operating Systems Interventions -- chapter 13 American Quality -- chapter 14 Team Building and its Risks -- chapter 15 Using the Search Conference Technique for Team Socialization and Strategies Planning -- chapter 16 Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management -- chapter 17 Preentry Issues Revisited -- chapter 18 Applying Action Research to Public Sector Problems -- chapter 19 Using Large System Designs and Action Research to Develop Interorganizational Networks -- chapter 20 Perceiving, Evaluating, and Responding to Change -- chapter 21 Making Team Work -- chapter 22 Sociotechnical Systems Consultation -- chapter 23 Performance Appraisal Techniques and Applications -- chapter 24 Managing Organizational Conflict -- chapter 25 A Two-Phase Planning Process for Managing Change in Organizations -- chapter 26 Micro and Macro Perspectives on Gain Sharing -- chapter 27 Goal-Setting Programs -- chapter 28 Enlivening Developmental Relationships -- chapter 29 Strategies for Organizational Transition -- chapter 30 Organizational Effectiveness and Development at Different Stages of Growth -- chapter 31 Sexual Harassment -- chapter 32 A Statement of Values and Ethics by Professionals in Organization and Human Systems Development -- chapter 33 Issues in Ending Consultancies -- chapter 34 Alternative Models for Structuring Work -- chapter 35 Aspects of -- chapter 36 Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too -- chapter 37 Burnout as a Focus for Consultants -- chapter 38 Career-Planning Design -- chapter 39 Competence via Regenerative Systems -- chapter 40 Contexual Soecificity in Consultation -- chapter 41 Continued Employability -- chapter 42 Demotion Design -- chapter 43 Diversity as Shining Goal or Sham? -- chapter 44 Easing the Rigors of Mergers -- chapter 45 Features of Energizing Data -- chapter 46 Fine-Tuning Appreciative Inquiry -- chapter 47 Flexi Time and Employee Control Over Work -- chapter 48 Giving Effective Feedback -- chapter 49 Group Norms as Levers for Consultants -- chapter 50 Humans as Need-Fulfilling -- chapter 51 Lessons From Downsizing -- chapter 52 Managerial Responses to Transitions in Adult Development -- chapter 53 Managing Transitions -- chapter 54 Model This, Model That -- chapter 55 Musings About Transformation -- chapter 56 Organization Cultures via Distinguising Assumptions -- chapter 57 Organizational Development in the Family -- chapter 58 Organization Stages and Consultant Choice Making -- chapter 59 Perspectives on My Consulting Practice -- chapter 60 Process and Structure as Central in Total Quality Management -- chapter 61 -- chapter 62 Psychological Contracts at Work -- chapter 63 Resilience and Change at Three Levels -- chapter 64 Risking Consultative Relationships to Stay Really Alive -- chapter 65 Role Analysis Technique -- chapter 66 Role Negotiation as a Controlling Design.
chapter 67 Sensing Groups in Consultation -- chapter 68 Sociopathology in Today's Organizations -- chapter 69 Stakeholders in Consultation -- chapter 70 Success Rates in Planned Change -- chapter 71 The Dominant Intervention Theory and Its Selected Shortfalls / Robert T. Golembiewski -- chapter 72 The Intervenor's World -- chapter 73 Three Models of Learning -- chapter 74 Toward a Process Orientation -- chapter 75 Town Meeting as a Super-Optimum Solution in a Cutback Mode -- chapter 76 Vision or Core Mission -- chapter 77 Voluntary Organizations -- chapter 78 Confrontation Design -- chapter 79 Third-Party Consultation -- chapter 80 High-Performing Teams -- chapter 81 Quality of Work Life for Consultants -- chapter 82 The Interview as a Consulting Tool -- chapter 83 The Perils of Intensive Management Training and How to Avoid Them -- chapter 84 Facilitating Organizational Change Through Survey/Feedback and Implementation -- chapter 85 Approaches to Organizational Needs Assessment -- chapter 86 How Consultants can Anticipate and Trigger Group Development -- chapter 87 Productivity and the Quality of Work Life -- chapter 88 Forecasting the Future -- chapter 89 Project Management for Organizational Consulting -- chapter 90 How to Give Meaningful Praise -- chapter 91 Managing the Older Worker -- chapter 92 Emotions and Consultancy -- chapter 93 Knowing and Surfacing Organizational Culture -- chapter 94 Cross-Culture Perspectives -- chapter 95 A Model for Negotiation -- chapter 96 Organizational Innovation as the Management of Interdependence in Networks -- chapter 97 Downsizing as Mode of Organizational Change -- chapter 98 Ethical Issues in Organizational Consultation -- chapter 99 Essential Competencies for Internal and External OD Consultants -- chapter 100 Organizing in the Knowledge Age -- chapter 101 An Intersection -- chapter 102 A Typology of Change Programs -- chapter 103 Group Support Systems -- chapter 104 Privacy -- chapter 105 Organizational Change as Applied Art -- chapter 106 Process Consulting Guidelines for Development Assistance, With Case Study -- chapter 107 Techniques for the Management of Organizational Change -- chapter 108 The Production of Usable Knowledge -- chapter 109 Process Consulting in a Content Field -- chapter 110 A Burnout Workshop -- chapter 111 Burnout in Organizational Consultation -- chapter 112 Managing Organizational Change -- chapter 113 Employee Assistance Programs and Workplace Consultation -- chapter 114 Tailored Management Development as a Vehicle for Strategy Implementation -- chapter 115 Models of Consultation -- chapter 116 Time Management Hints -- chapter 117 Creating the Learning Organization -- chapter 118 Creating Work Cultures With Competitive Advantage -- chapter 119 Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach -- chapter 120 Self-Awareness -- chapter 121 Values, People, and Organizations -- chapter 122 Defective Group Decisions -- chapter 123 Roles in Group Development -- chapter 124 Strategic Planning -- chapter 125 Culture-Focused T Group -- chapter 126 Consulting as Empowerment -- chapter 127 Critical Factors in Team Success -- chapter 128 Rethinking Organization Development for the learning Organization -- chapter 129 Developing Effective Community Groups -- chapter 130 Using Success as a Framework for Community-Based Needs Assessment. |
| Record Nr. | UNINA-9910784882003321 |
| New York : , : Marcel Dekker, , 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Handbook of organizational consultation / / edited by Robert T. Golembiewski
| Handbook of organizational consultation / / edited by Robert T. Golembiewski |
| Edizione | [2nd ed., rev. and expanded.] |
| Pubbl/distr/stampa | New York : , : Marcel Dekker, , 2000 |
| Descrizione fisica | 1 online resource (1068 p.) |
| Disciplina | 001/.068 |
| Altri autori (Persone) | GolembiewskiRobert T |
| Collana | Public administration and public policy |
| Soggetto topico | Consultants |
| ISBN |
0-429-27129-8
1-4822-8990-3 0-585-37487-2 1-280-13960-9 0-203-90967-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
chapter 1 Six Orientations for the Reader -- chapter 2 Development, Transition, or Transformation -- chapter 3 Selecting and Energizing a Team -- chapter 4 Managers and Project Leaders Conducting Their Own Action Research Interventions -- chapter 5 Linking Measurement to Motivation -- chapter 6 The Consulcube -- chapter 7 Values, People, and Organizations / Robert Tannenbaum Sheldon Davis -- chapter 8 Five Stages for Self-Evaluating Organizations -- chapter 9 Preventing Regression in Team Building -- chapter 10 The Psychological Contract -- chapter 11 Models of Development and Issues They Raise for Consultants -- chapter 12 Operating Systems Interventions -- chapter 13 American Quality -- chapter 14 Team Building and its Risks -- chapter 15 Using the Search Conference Technique for Team Socialization and Strategies Planning -- chapter 16 Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management -- chapter 17 Preentry Issues Revisited -- chapter 18 Applying Action Research to Public Sector Problems -- chapter 19 Using Large System Designs and Action Research to Develop Interorganizational Networks -- chapter 20 Perceiving, Evaluating, and Responding to Change -- chapter 21 Making Team Work -- chapter 22 Sociotechnical Systems Consultation -- chapter 23 Performance Appraisal Techniques and Applications -- chapter 24 Managing Organizational Conflict -- chapter 25 A Two-Phase Planning Process for Managing Change in Organizations -- chapter 26 Micro and Macro Perspectives on Gain Sharing -- chapter 27 Goal-Setting Programs -- chapter 28 Enlivening Developmental Relationships -- chapter 29 Strategies for Organizational Transition -- chapter 30 Organizational Effectiveness and Development at Different Stages of Growth -- chapter 31 Sexual Harassment -- chapter 32 A Statement of Values and Ethics by Professionals in Organization and Human Systems Development -- chapter 33 Issues in Ending Consultancies -- chapter 34 Alternative Models for Structuring Work -- chapter 35 Aspects of -- chapter 36 Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too -- chapter 37 Burnout as a Focus for Consultants -- chapter 38 Career-Planning Design -- chapter 39 Competence via Regenerative Systems -- chapter 40 Contexual Soecificity in Consultation -- chapter 41 Continued Employability -- chapter 42 Demotion Design -- chapter 43 Diversity as Shining Goal or Sham? -- chapter 44 Easing the Rigors of Mergers -- chapter 45 Features of Energizing Data -- chapter 46 Fine-Tuning Appreciative Inquiry -- chapter 47 Flexi Time and Employee Control Over Work -- chapter 48 Giving Effective Feedback -- chapter 49 Group Norms as Levers for Consultants -- chapter 50 Humans as Need-Fulfilling -- chapter 51 Lessons From Downsizing -- chapter 52 Managerial Responses to Transitions in Adult Development -- chapter 53 Managing Transitions -- chapter 54 Model This, Model That -- chapter 55 Musings About Transformation -- chapter 56 Organization Cultures via Distinguising Assumptions -- chapter 57 Organizational Development in the Family -- chapter 58 Organization Stages and Consultant Choice Making -- chapter 59 Perspectives on My Consulting Practice -- chapter 60 Process and Structure as Central in Total Quality Management -- chapter 61 -- chapter 62 Psychological Contracts at Work -- chapter 63 Resilience and Change at Three Levels -- chapter 64 Risking Consultative Relationships to Stay Really Alive -- chapter 65 Role Analysis Technique -- chapter 66 Role Negotiation as a Controlling Design.
chapter 67 Sensing Groups in Consultation -- chapter 68 Sociopathology in Today's Organizations -- chapter 69 Stakeholders in Consultation -- chapter 70 Success Rates in Planned Change -- chapter 71 The Dominant Intervention Theory and Its Selected Shortfalls / Robert T. Golembiewski -- chapter 72 The Intervenor's World -- chapter 73 Three Models of Learning -- chapter 74 Toward a Process Orientation -- chapter 75 Town Meeting as a Super-Optimum Solution in a Cutback Mode -- chapter 76 Vision or Core Mission -- chapter 77 Voluntary Organizations -- chapter 78 Confrontation Design -- chapter 79 Third-Party Consultation -- chapter 80 High-Performing Teams -- chapter 81 Quality of Work Life for Consultants -- chapter 82 The Interview as a Consulting Tool -- chapter 83 The Perils of Intensive Management Training and How to Avoid Them -- chapter 84 Facilitating Organizational Change Through Survey/Feedback and Implementation -- chapter 85 Approaches to Organizational Needs Assessment -- chapter 86 How Consultants can Anticipate and Trigger Group Development -- chapter 87 Productivity and the Quality of Work Life -- chapter 88 Forecasting the Future -- chapter 89 Project Management for Organizational Consulting -- chapter 90 How to Give Meaningful Praise -- chapter 91 Managing the Older Worker -- chapter 92 Emotions and Consultancy -- chapter 93 Knowing and Surfacing Organizational Culture -- chapter 94 Cross-Culture Perspectives -- chapter 95 A Model for Negotiation -- chapter 96 Organizational Innovation as the Management of Interdependence in Networks -- chapter 97 Downsizing as Mode of Organizational Change -- chapter 98 Ethical Issues in Organizational Consultation -- chapter 99 Essential Competencies for Internal and External OD Consultants -- chapter 100 Organizing in the Knowledge Age -- chapter 101 An Intersection -- chapter 102 A Typology of Change Programs -- chapter 103 Group Support Systems -- chapter 104 Privacy -- chapter 105 Organizational Change as Applied Art -- chapter 106 Process Consulting Guidelines for Development Assistance, With Case Study -- chapter 107 Techniques for the Management of Organizational Change -- chapter 108 The Production of Usable Knowledge -- chapter 109 Process Consulting in a Content Field -- chapter 110 A Burnout Workshop -- chapter 111 Burnout in Organizational Consultation -- chapter 112 Managing Organizational Change -- chapter 113 Employee Assistance Programs and Workplace Consultation -- chapter 114 Tailored Management Development as a Vehicle for Strategy Implementation -- chapter 115 Models of Consultation -- chapter 116 Time Management Hints -- chapter 117 Creating the Learning Organization -- chapter 118 Creating Work Cultures With Competitive Advantage -- chapter 119 Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach -- chapter 120 Self-Awareness -- chapter 121 Values, People, and Organizations -- chapter 122 Defective Group Decisions -- chapter 123 Roles in Group Development -- chapter 124 Strategic Planning -- chapter 125 Culture-Focused T Group -- chapter 126 Consulting as Empowerment -- chapter 127 Critical Factors in Team Success -- chapter 128 Rethinking Organization Development for the learning Organization -- chapter 129 Developing Effective Community Groups -- chapter 130 Using Success as a Framework for Community-Based Needs Assessment. |
| Record Nr. | UNINA-9910814349503321 |
| New York : , : Marcel Dekker, , 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Management of knowledge-intensive companies [[electronic resource] /] / Mats Alvesson
| Management of knowledge-intensive companies [[electronic resource] /] / Mats Alvesson |
| Autore | Alvesson Mats <1956-> |
| Edizione | [Reprint 2011] |
| Pubbl/distr/stampa | Berlin ; ; New York, : Walter de Gruyter, 1995 |
| Descrizione fisica | 1 online resource (380 p.) |
| Disciplina | 001/.068 |
| Collana | De Gruyter studies in organization |
| Soggetto topico |
Consulting firms - Management
Organizational behavior |
| Soggetto genere / forma | Electronic books. |
| ISBN | 3-11-090056-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Front matter -- 1 Introduction -- 2 Description of Enator AB -- 3 Culture Theory -- 4 Qualitative Research and Philosophy of Science -- 5 A Socialization Sequence: Course in Project Management Philosophy -- 6 A Flat Pyramid. A Symbolic Processing of Organizational Structure -- 7 Corporate Culture and the Organizational Climate -- 8 Leadership as Social Integrative Action -- 9 Personnel and the Work Situation -- 10 The Business Concept as a Symbol -- 11 Strategy -- 12 Marketing - External and Internal -- 13 Integration and Contradictions -- 14 Corporate Control via Symbols -- References |
| Record Nr. | UNINA-9910462044503321 |
|
Alvesson Mats <1956->
|
||
| Berlin ; ; New York, : Walter de Gruyter, 1995 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Management of knowledge-intensive companies [[electronic resource] /] / Mats Alvesson
| Management of knowledge-intensive companies [[electronic resource] /] / Mats Alvesson |
| Autore | Alvesson Mats <1956-> |
| Edizione | [Reprint 2011] |
| Pubbl/distr/stampa | Berlin ; ; New York, : Walter de Gruyter, 1995 |
| Descrizione fisica | 1 online resource (380 p.) |
| Disciplina | 001/.068 |
| Collana | De Gruyter studies in organization |
| Soggetto topico |
Consulting firms - Management
Organizational behavior |
| ISBN | 3-11-090056-4 |
| Classificazione | QP 210 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Front matter -- 1 Introduction -- 2 Description of Enator AB -- 3 Culture Theory -- 4 Qualitative Research and Philosophy of Science -- 5 A Socialization Sequence: Course in Project Management Philosophy -- 6 A Flat Pyramid. A Symbolic Processing of Organizational Structure -- 7 Corporate Culture and the Organizational Climate -- 8 Leadership as Social Integrative Action -- 9 Personnel and the Work Situation -- 10 The Business Concept as a Symbol -- 11 Strategy -- 12 Marketing - External and Internal -- 13 Integration and Contradictions -- 14 Corporate Control via Symbols -- References |
| Record Nr. | UNINA-9910785829603321 |
|
Alvesson Mats <1956->
|
||
| Berlin ; ; New York, : Walter de Gruyter, 1995 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Management of knowledge-intensive companies [[electronic resource] /] / Mats Alvesson
| Management of knowledge-intensive companies [[electronic resource] /] / Mats Alvesson |
| Autore | Alvesson Mats <1956-> |
| Edizione | [Reprint 2011] |
| Pubbl/distr/stampa | Berlin ; ; New York, : Walter de Gruyter, 1995 |
| Descrizione fisica | 1 online resource (380 p.) |
| Disciplina | 001/.068 |
| Collana | De Gruyter studies in organization |
| Soggetto topico |
Consulting firms - Management
Organizational behavior |
| ISBN | 3-11-090056-4 |
| Classificazione | QP 210 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Front matter -- 1 Introduction -- 2 Description of Enator AB -- 3 Culture Theory -- 4 Qualitative Research and Philosophy of Science -- 5 A Socialization Sequence: Course in Project Management Philosophy -- 6 A Flat Pyramid. A Symbolic Processing of Organizational Structure -- 7 Corporate Culture and the Organizational Climate -- 8 Leadership as Social Integrative Action -- 9 Personnel and the Work Situation -- 10 The Business Concept as a Symbol -- 11 Strategy -- 12 Marketing - External and Internal -- 13 Integration and Contradictions -- 14 Corporate Control via Symbols -- References |
| Record Nr. | UNINA-9910824788303321 |
|
Alvesson Mats <1956->
|
||
| Berlin ; ; New York, : Walter de Gruyter, 1995 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
