TAILIEUCHUNG - Lecture Organisational behaviour on the Pacific rim: Chapter 17 - Steve McShane, Tony Travaglione

Chapter 17 - Organisational change and development. Chapter learning objectives: identify four forces for change in the business environment, describe the elements of lewin’s force field analysis model, outline six reasons why people resist organisational change, discuss six strategies to minimise resistance to change, outline the role of change agents, define organisation development, discuss three things consultants need to determine in a client relationship. | Organisational change and development Chapter learning objectives Identify four forces for change in the business environment. Describe the elements of Lewin’s force field analysis model. Outline six reasons why people resist organisational change. Discuss six strategies to minimise resistance to change. Outline the role of change agents. Define organisation development. Discuss three things consultants need to determine in a client relationship. Explain how appreciative inquiry differs from the more traditional approach to organisation development. Discuss four ethical issues in organisation development. Courtesy of Centrelink Organisational change at Centrelink Centrelink is transforming several government departments into a centre of excellence for customer service through feedback measures and special training for employees. Some external forces for change Information technology Globalisation & competition Demography Easier information transfer Facilitates global .

• Quản trị kinh doanh
• Organisational behaviour
• Lecture Organisational behaviour
• Pacific Rim
• Hành vi tổ chức
• Organisational change
• Organisational development
• Organisational structure
• Organisational design
• Organisational culture
• Organisational subcultures
• Management & organisational behaviour
• Management behaviour
• Human resource management
• Organisation strategy
• Organisational control
• Principles of management and organisational behaviour
• Principles of management
• Organisation behaviour
• Emotional intelligence
• Organisational settings
• Communication process model
• Socioemotional conflict
• Organisational conflict
• Knowledge management processes
• Organisational memory
• Perspectives of leadership
• Leader behaviour perspective
• Individual behaviour
• Employee motivation
• Individual differences
• Work motivation
• Job satisfaction
• Stress management
• Stress experience
• Team dynamics
• Team effectiveness
• Decision making
• Employee involvement
• Team decision making
• Supporting creativity
• Politics of telecommuting
• Contingencies of power
• Employment relationship
• Career dynamics
• Perception in organisations
• Social identity
• Workplace values
• Ethical conduct
• Motivating employees
• Needs hierarchy theory
• Applied motivation practices
• Job design
• Functions of management
• Human factors
• Group decision making
• Consumer behaviour
• Lecture Consumer behaviour
• Marketing strategy
• Consumer decision process
• Consumer loyalty
• Organisational buying