From the Profane to the Sacred: Small Groups as Vehicles for Cultural ChangeInterchange, 1990 - 64 من الصفحات |
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