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Inleiding tot de sociologie, uitgaand van de dagelijkse ervaringen zoals we die in de loop van ons leven opdoen.

Sociologie. --- Sociology --- sociology --- sociologie --- Arbeids- en organisatiepsychologie --- Management. --- Sociology.

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Major changes within and between organizations are now generally negotiated by the parties that have a stake in the consequences of the changes. This was not always so. In 1965, with A Behavioral Theory of Labor Negotiations, Richard Walton and Robert McKersie laid the analytical foundation for much of the innovation in the practice of negotiation that has occurred over the last thirty-nine years. Since that time, however, the field has undergone significant changes, and Walton and McKersie's ideas have been applied to a wide variety of situations beyond labor negotiations.Negotiations and Change represents the next generation of thinking. Experts on negotiations, management, and organizational behavior take stock of what has been learned since 1965. They extend and apply the concepts of Walton and McKersie and of other leaders in the study of negotiations to a broad range of business, professional, and personal concerns: workplace teams, conflict management systems, corporate governance, and environmental disputes. While building on those foundations, the essays demonstrate the continued robustness and relevance of Walton and McKersie's behavioral theory by suggesting ways it could be used to improve the management of change. Returning to its roots, the volume concludes with a retrospective by Richard Walton and Robert McKersie.

Negotiation in business. --- Business --- Management --- Negotiation in business --- E-books --- Arbeids- en organisatiepsychologie --- management.

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Elke CEO of directeur kan u vertellen wat zijn organisatie doet. Sommige leggen ook uit hoe ze het doen, maar slechts enkele kunnen duidelijk uitleggen waaróm ze het doen.Sinek beschrijft het principe van de Gouden Cirkel: eerst het Waarom, dan pas het wat en hoe. Het Waarom kan nooit geld of winst zijn, dat zijn resultaten. Het Waarom bepaalt het (voort)bestaan. Waarom bent u gaan ondernemen ? Waarom kopen klanten bij u en niet bij andere n? Simon Sinek onderzocht de grote, inspirerende leiders en ontdekte dat mensen als Steve Jobs en Martin Luther King oppervlakkig gezien misschien weinig gemeen hebben, maar allemaal het Waarom als basis hebben. Ook ontdekte hij dat organisaties en leiders die de waarom-vraag als uitgangspunt nemen succesvoller, invloedrijker en innovatiever zijn. Ze vormen een bron van inspiratie voor hun medewerkers en creëren grote loyaliteit.Bron : http://www.managementboek.nl

sociale psychologie --- management --- leidinggeven --- ondernemen --- Social psychology --- 366.41 --- Coaching --- Leidinggeven --- Leadership --- coachen, cultuur, leiderschap, leiding geven, management, samenwerken, succes, motiveren --- organisatiekunde --- innovatiemanagement --- PXL-Business 2017 --- Geschiedenis --- Gedrag --- Psychologie --- Management --- Managementvaardigheden --- Organisatiepsychologie --- 366.4 --- ondernemerschap --- innovatie --- bedrijfseconomie, leer van de organisatie, bedrijfsleiding - management --- Leiderschap --- Arbeids- en organisatiepsychologie --- Geneeskunde --- Techniek (wetenschap) --- Atlas --- Museum --- Man --- Volwassene --- Bedrijfspsychologie

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Our daily experiences at work provide us with endless opportunities to learn - which is the principle underlying action learning. If you want to understand the benefits of being part of an AL programme, or would like to set one up but need to know more, t

Active learning. --- Executives --- Arbeids- en organisatiepsychologie --- Training of. --- personeelsbeleid en -opleiding. --- Active learning --- 658.4071245 --- Action learning --- Activity learning --- Activity teaching --- Learning --- Experiential learning --- Executive training --- Executives, Training of --- Management development --- Management training --- Assessment centers (Personnel management procedure) --- Training of

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Organizational Behaviour bridges the gap between OB and HRM, and the interrelated nature of these fields of study that are more often than not treated separately. It helps the reader to relate the OB canon to their experiences in the world of work and organizations and prompts them to question the way relationships around employment are managed within these institutions.

Organizational behavior. --- Personnel management. --- Comportement organisationnel --- Personnel --- Direction --- 331.6 --- 331.3 --- Arbeids- en organisatiepsychologie --- Personeelsbeleid. Human resources management. Strategisch HRM --- #KVHB:Organisatie --- #KVHB:Personeelsbeleid --- #KVHB:Arbeids- en organisatiepsychologie --- Business & economics --- Human resources & personnel management. --- Workplace culture. --- Comportement organisationnel. --- Direction. --- Organizational behavior --- Personnel management --- Corporations --- Employment management --- Human resource management --- Human resources management --- Manpower utilization --- Personnel administration --- Management --- Public administration --- Employees --- Employment practices liability insurance --- Supervision of employees --- Behavior in organizations --- Organization --- Psychology, Industrial --- Social psychology --- Direction du personnel.