Welcome to our book review site go-pdf.online!
You may have to Search all our reviewed books and magazines, click the sign up button below to create a free account.
The NTL Handbook of Organization Development and Change
The NTL Handbook of Organization Development and Change is an essential tool for both practitioners and students who want to know how to effectively bring about meaningful and sustainable change in organizations. Featuring contributions from leading practitioners, academics, and scholars in the field, each chapter comprehensively explores a key aspect of organization development including core theories and methods, OD in the international and world setting, practical applications, the future of OD, and many others. Co-published with the NTL Institute, a long-time leader and champion for the field, The NTL Handbook of Organization Development and Change boasts an extensive range of knowledge, experience, and methods integrated by a philosophical system that underscores the vital mission of OD as well as provides expert guidance in the art and science of making organizational development and change work.
Gestalt Practice
Gestalt Practice is a must-read for organization development consultants, executive coaches, corporate leaders and managers, Human Resource professionals, community and institutional leaders, Gestalt practitioners in general and students who want to learn from renowned experts how to effectively bring about meaningful and sustainable change using Gestalt theory and methods. It will have appeal to those who wish to understand how to use Gestalt in their personal and professional lives.Chapters highlight tips for application and practice from one of the major categories: Roots of Gestalt Practice, Gestalt Practice at Multiple Levels of System, Gestalt Approach to Change Management, and, perhap...
Rethinking Culture
Organizational or corporate ‘culture’ is the most overused and least understood word in business, if not society. While the topic has been an object of keen academic interest for nearly half a century, theorists and practitioners still struggle with the most basic questions: What is organizational culture? Can it be measured? Is it a dependent or independent variable? Is it causal in organizational performance, and, if so, how? Paradoxically, managers and practitioners ascribe cultural explanations for much of what constitutes organizational behavior in organizations, and, moreover, believe culture can be engineered to their own designs for positive business outcomes. What explains this ...
Preparing for High Impact Organizational Change
Preparing for High Impact Change: Experiential Learning and Practice provides an overview of change processes for teaching, facilitating, and coping with change. Tested high-impact exercises in the book will prepare change leaders at all organizational levels to deal with the myriad of challenges inherent in the process of organizational change. This book is a resource for consultants, educators, students and practitioners in corporate training and development roles.
Creating Conversational Leadership
This series presents and discusses new and innovative approaches to knowledge sharing used by organizational management in all fields of work. The authors provide critical analysis of issues and present solutions to selected knowledge leadership challenges in all workplace environments. It thereby contributes to improvements in knowledge management, knowledge services, knowledge strategy development, and knowledge sharing within the organization.
Report of the Proceedings of the ... Meeting of the Convention of American Instructors of the Deaf
List of members in 15th-
Covert Processes at Work
Outlines methodologies for diagnosing and dealing with the "hidden" or covert factors that can subtly sabotage even the most meticulously planned change processes.
Peer-to-Peer Leadership
Our leadership models are stuck in an Industrial Age, top-down mentality. But in our complex, data-drenched, 24/7 world, there is simply too much information coming from too many different directions too quickly for any one leader or group to stay on top of it. Hierarchy is breaking down everywhere—why should leadership be any different? Inspired by the peer-to-peer model of computing used in social networking and crowdsource technologies, Mila Baker shows a new way to lead. Organizations, she says, must become networks of "equipotent" nodes of power—peer leaders. The job of the leader is now to set the overall goals and direction and optimize the health of that network, not tell it what...
Jones and Sufrin's EU Competition Law
The most comprehensive resource for students on EU competition law; extracts from key cases, academic works, and legislation are paired with incisive critique and commentary from an expert author team.
