References: Argenti‚ P. (2009) Corporate Communication. 5th ed. Singapore: Mc Graw Hill. Carnall‚ C. (2007) Managing Change in Organisations. 5th ed. Essex: Prentice-Hall. Dolphin‚ R. (1999) The Fundamentals of Corporate Communications. Butterworth-Heinemann. Jimmieson‚ N. et al. (2004) A Longitudinal Study of Employee Adaptation to Organizational
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References: Berry‚ S.‚ Carnall‚ M.‚ & Spiller‚ P.‚ (2006) “Airline Hubs: Costs‚ Mark-ups and the Implications of Customer Heterogeneity’ in Lee‚ D. (ed)”‚ Advances in Airline Economics‚ vol. 1‚ Competition Policy and Antitrust‚ Elsevier‚ Cambridge‚ USA. Binggeli‚ U.‚ &
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Pfeiffer. Isaksen‚ S. and Tidd‚ J. (2006) Meeting the Innovation Challenge: Leadership for Transformation and Growth. Brighton‚ UK‚ University of Sussex. Von stamm‚ B Adair‚ J. (2007) Leadership for Innovation. Great Britain‚ Kogan Page Limited. Carnall‚ C Holbeche‚ L. (2006) Understanding Change Theory‚ Implementation and Success. Great Britain‚ Elsevier. Senior‚ B Blanchard‚ H. (2011) A Leader Lives in Each of Us. Available from http://docs.google.com/viewer? [Accessed 03 January 2012]. Amabile
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Cited: Kelly‚ M. A. & MeGee‚ M. (1998/1999). Report from the study tour teen sexuality education in the Netherlands‚ France‚ and Germany. SIECUS Report (Vol. 27 Iss. 2; pg. 11‚ 4 pgs). New York. Carnall‚ Douglas‚ Karcher‚ Lie‚ Leiv Gunnar‚ Sheldon‚ Tony‚ et al. British Medical Journal (International Edition) 16 December‚ 1995. Vol. 311‚ Iss.
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Resistance to change may be categorized into three groups of factors (Mabin‚ Forgeson & Green‚ 2001): organizational‚ group and individual. Organizational factors are caused by threats presented by unknown or unwelcome organizational structure and process change and threats induced by the environment inside or outside of the organization. Group cohesiveness and social norms under threat and participation in decision-making not properly attended would trigger resistance to change. Individual factors
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flux and transformation‚ retrieved from http://www.super-business.net/Knowledge-Management/850.html Sinan KEBAPCI‚ Hakan ERKAL‚ Change Management Level Spring 2009‚ Baltic Business School‚ retrieved from http://www.scribd.com/doc/53196314/28/Colin-Carnall%E2%80%9Fs-Change-Management-Model
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1. A description of the student’s current educational leadership/management role There is increasing evidence identifying medical leadership as one of the most important elements for driving service quality within the NHS‚ this has led recently to more focus on leadership development for all doctors‚ starting earlier and continuing throughout their careers. There is also an increased drive to see doctors take on more significant leadership roles throughout the healthcare system. Leadership schemes
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References: Burns‚ B. (2009). Managing Change. Harlow: Pearson Education Ltd. Cameron‚ E.‚ & Green‚ M. (2007). Making Sense of Change Management. London: Kogan Page Ltd. Carnall‚ C. (2003). Managing Change in Organisations. Harlow: Pearson Education Ltd. Chermack‚ T.‚ & Kasshanna‚ B. (2007). The use and misuse of SWOT analysis and implications for HRD professionals . Human Resource Development International ‚ 383-399
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References: Banner‚ David K.‚ Gagne‚ T Elaine. (c1995)‚ Designing effective organizations: traditional & transformational views‚ Sage Publications‚ Thousand Oaks‚ Calif Carnall‚ Colin A. (1997)‚ Strategic change‚ Butterworth-Heinemann‚ Oxford Galbraith‚ J.R. (1997)‚ Organization Design‚ Addison-Wesley‚ Reading‚ Massachusetts Hampton‚ David R. (c1981)‚ Contemporary management‚ 2nd edition‚ McGraw-Hill‚ New York Hickson‚ David
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SCHOOL: UNIVERSITY OF GREENWHICH / ZCAS COURSE NAME: BA HONS BUSINESS PURCHASING & SUPPLY CHAIN MANAGEMENT SUBMISION DATE: 14/09/2012 SUBMITTED BY: GIFT SACHIHONGO (COPPERBELT CLASS) STUDENT NO: SUBJECT: STRATEGIC MANGEMENT PORTFOLIO: MANAGING CHANGE AT FASILANE Inside Dyson Case Study Questions Dyson is a private company that engages in the development‚ design‚ and manufacture of high-performance appliances for different uses. Products from the company
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