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Wir leben in einer VUCA-Welt mit immer neuen Herausforderungen. Das Thema Personal- und Organisationsentwicklung muss daher neu gedacht werden. Christian Flesch erklärt, wie Sie eine werteorientierte Lernkultur in Ihrem Unternehmen etablieren bzw. festigen und somit Mitarbeitende langfristig gewinnen und binden. Er führt Sie dabei in die Methode des von ihm entwickelten Personalentwicklungs-Checks (=PE-Check°) ein, um mit diesem eine solide Analyse Ihrer Personalentwicklung erstellen zu können. Anhand eines fiktiven Versicherungsunternehmens durchläuft er mit Ihnen dabei alle Phasen des PE-Checks°. Sein Buch dient als Werkzeugkoffer mit sofort in der Praxis anwendbaren Tools. Inhalte: - Grundlagen der Personalentwicklung - Megatrends und ihr Einfluss auf die Personalentwicklung - Lernkultur und Führungskräfte-Entwicklung - Neueste Erkenntnisse aus dem Organizational Learning - Der PE-Check°: Unternehmens- und Mitarbeitendenbefragung, Unternehmenskennzahlen - Die XYZ-Versicherung und der PE-Check° Digitale Extras: - Fragebögen - Checklisten - Ablaufpläne.
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Values, attitudes, and behaviors constitute an organization's culture and employees both share and use them on a daily basis in their work. This book aims to briefly portray a new interpretation of organizational culture varying from the profusion of literature in the following ways: it attempts to include how cultures are created organically or through consistent planning and action in different organizations such as education, business, and health; focusing more on change, innovation, and learning opportunities. It also aims to provide leaders with experiences and reflections on how to initiate an organizational culture change. Finally, this book is expected to extend new perspectives and practices for both potential and actual managers of organizations contributing to the current debate on how to transform organizations into innovative and learning cultures.
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The evolution of the Italian health system, which went from the establishment of the National Health Service in 1978 to the corporate management introduced with the reforms of the 1990s, requires a thorough knowledge of the effects of organizational change on the medical profession. Starting from this consideration, this volume focuses on the results of the corporatising process in terms of professional identity. The research, conducted among medical specialists operating in the territorial structures of two Tuscan Health Authorities, shows a transitioning figure, which hints at a new form of medical professionalism. L'evoluzione del sistema sanitario italiano, che dall'istituzione del Servizio Sanitario Nazionale nel 1978 è passato alla gestione aziendalistica introdotta con le riforme degli anni Novanta, richiede una conoscenza approfondita degli effetti del mutamento organizzativo sulla professione medica. A partire da questa considerazione, il volume si concentra sugli esiti del processo di aziendalizzazione in termini di identità professionale. La ricerca, condotta tra medici specialisti operanti nelle strutture territoriali di due ASL toscane, mostra una figura in transizione, che lascia intravedere un nuovo professionalismo medico.
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La 4è de couv. indique : "Pour la première fois, Reed Hastings, le co-fondateur et président de Netflix, nous révèle comment il a bâti la plateforme vidéo dont les films et les séries sont plébiscités dans le monde entier. Créé en 1997, Netflix a révolutionné l'industrie de la distribution et de la production audiovisuelle par sa créativité et sa technologie. La règle de Netflix, c'est qu'il n'y a pas de règles : maximiser la densité des talents sans limite de rémunération, prôner la confiance, la franchise et la transparence, éliminer les contrôles - horaires, vacances, frais - sont parmi les recommandations qui permettent à chacun de prendre les meilleures décisions. Avec Erin Meyer, professeur à l'INSEAD Business School, Reed Hastings nous raconte l'histoire d'une entreprise au succès fulgurant - fascinante pour certains, inquiétante pour d'autres - qui n'a pas hésité à remettre en question les codes classiques du management."
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The evolution of the Italian health system, which went from the establishment of the National Health Service in 1978 to the corporate management introduced with the reforms of the 1990s, requires a thorough knowledge of the effects of organizational change on the medical profession. Starting from this consideration, this volume focuses on the results of the corporatising process in terms of professional identity. The research, conducted among medical specialists operating in the territorial structures of two Tuscan Health Authorities, shows a transitioning figure, which hints at a new form of medical professionalism. L'evoluzione del sistema sanitario italiano, che dall'istituzione del Servizio Sanitario Nazionale nel 1978 è passato alla gestione aziendalistica introdotta con le riforme degli anni Novanta, richiede una conoscenza approfondita degli effetti del mutamento organizzativo sulla professione medica. A partire da questa considerazione, il volume si concentra sugli esiti del processo di aziendalizzazione in termini di identità professionale. La ricerca, condotta tra medici specialisti operanti nelle strutture territoriali di due ASL toscane, mostra una figura in transizione, che lascia intravedere un nuovo professionalismo medico.
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« Une certaine culture caractérise l'entreprise et la distingue des autres dans son apparence et surtout dans ses façons de réagir aux situations courantes de la vie professionnelle, comme traiter avec un marché, définir son standard d'efficacité ou régler des problèmes de personnel. Si cette culture d'entreprise semble être une réalité ressentie par chacun, il est rare que l'on cherche à la définir. Maurice Thévenet propose une description de ce qui constitue cette culture, et analyse en quoi elle est une ressource essentielle des organisations que le management doit prendre en compte. »--Page 4 de la couverture.
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