This book introduces SCMS as an alternative to traditional control systems, emphasizing the interplay between diagnostic and interactive social controls to shape organizational belief and boundary systems.
This book introduces SCMS as an alternative to traditional control systems, emphasizing the interplay between diagnostic and interactive social controls to shape organizational belief and boundary systems.
Joshua D. Burton is a Chief Financial Officer, Organizational Change Consultant, Credentialed Mediator, Researcher, Scholar, and Author. Joshua earned his bachelor's degree from the Colorado Technical University in Criminal Justice, his MBA master's degree from the Colorado Technical University in Mediation and Dispute Resolution, and his DM doctoral degree from the Colorado Technical University in Management with an emphasis on Organizational Change and Leadership. Barbara Carter is a Professor at Colorado Technical University, teaching leadership and organizational development classes. Barbara serves on the dissertation committee for doctoral research at Colorado Technical University and presents at Doctoral Symposia. She is an experienced Instructional Designer with a demonstrated history of consulting and facilitating adult learning. Barbara completed a Doctor of Management with specialization in Organizational Development and Change from the Colorado Technical University.
Inhaltsangabe
Introduction Chapter 1: The Social Change Model for Systems Chapter 2: Assessing the Organizational Climate on a System Chapter 3: Identifying Challenges Chapter 4: Identifying Social Characteristics within the Challenges Chapter 5: Developing the Social Strategies Chapter 6: Implementing Social Strategies to Design and Change an Organizational System Chapter 7: Reassessing the Organizational Climate on a System Chapter 8: Monitoring Progress Chapter 9: Applying the Social Change Model for Systems through the Use of Case Studies Chapter 10: Summary
Introduction Chapter 1: The Social Change Model for Systems Chapter 2: Assessing the Organizational Climate on a System Chapter 3: Identifying Challenges Chapter 4: Identifying Social Characteristics within the Challenges Chapter 5: Developing the Social Strategies Chapter 6: Implementing Social Strategies to Design and Change an Organizational System Chapter 7: Reassessing the Organizational Climate on a System Chapter 8: Monitoring Progress Chapter 9: Applying the Social Change Model for Systems through the Use of Case Studies Chapter 10: Summary
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