From the Profane to the Sacred: Small Groups as Vehicles for Cultural ChangeInterchange, 1990 - 64 من الصفحات |
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الصفحة
Small Groups as Vehicles for Cultural Change Tim Dalmau. Tim Dalmau and Bob Dick from the profane to the Sacred Small groups as vehicles for cultural change ( Revised ) Onterchange וו Tim Dalmau and Bob Dick from the profane to. Front ...
Small Groups as Vehicles for Cultural Change Tim Dalmau. Tim Dalmau and Bob Dick from the profane to the Sacred Small groups as vehicles for cultural change ( Revised ) Onterchange וו Tim Dalmau and Bob Dick from the profane to. Front ...
الصفحة
Small Groups as Vehicles for Cultural Change Tim Dalmau. וו Tim Dalmau and Bob Dick from the profane to the.
Small Groups as Vehicles for Cultural Change Tim Dalmau. וו Tim Dalmau and Bob Dick from the profane to the.
الصفحة
Small Groups as Vehicles for Cultural Change Tim Dalmau. Tim Dalmau and Bob Dick from the profane to the Sacred Small groups as vehicles for cultural change ( Revised ) An interchange resource document ISBN 1 875260 07 2 v2.02 : 940818 ...
Small Groups as Vehicles for Cultural Change Tim Dalmau. Tim Dalmau and Bob Dick from the profane to the Sacred Small groups as vehicles for cultural change ( Revised ) An interchange resource document ISBN 1 875260 07 2 v2.02 : 940818 ...
الصفحة
عذرًا، محتوى هذه الصفحة مقيَّد.
عذرًا، محتوى هذه الصفحة مقيَّد.
الصفحة
عذرًا، محتوى هذه الصفحة مقيَّد.
عذرًا، محتوى هذه الصفحة مقيَّد.
المحتوى
Introduction | 1 |
a state of mind | 10 |
The function of small groups in cultural change | 16 |
What culture? | 28 |
five approaches | 39 |
Resolving polarities | 46 |
54 | |
عبارات ومصطلحات مألوفة
approaches attitude Australian Australian Public Service become behaviour beliefs car pools change agent change in organisations change program chief executive officer collaborative individualism collective collective unconscious common conflict and culture cooperative individualism coordinating corporate culture Cunnington and Limerick Dalmau and Dick David Limerick develop effect employees example experience focus function future goals Griffith University identify implementation innovation intentional cultural change involve leadership maintain metastrategic vision Network 87 paper number of different organisation's culture organisational change organisational culture paradox participation person political problems quality circles redesign relationships response Richard Bandler ritual and celebration role rubber band Schein second watershed senior managers sense of shared shared history shared meaning skills small groups social system stories strategic issues structures sub-culture subordinates sustained cultural change symbols systems theory taught solutions taught strategies techniques theory-in-use things unconscious unfreezing unitary culture vehicle walk-talk pair whole organisation workplace