Creating the functionally competent organization :: an open systems approach /
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Westport, Conn. :
Quorum Books,
2002.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Beschreibung: | 1 online resource (xiv, 267 pages) |
| Bibliographie: | Includes bibliographical references (pages 229-260) and indexes. |
| ISBN: | 0313011729 9780313011726 9781567205329 1567205321 1280908475 9781280908477 9786610908479 6610908478 |
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| 100 | 1 | |a Olmstead, Joseph A., |d 1921- |1 https://id.oclc.org/worldcat/entity/E39PCjGvHfwPTpd8qRMPkJtYKb |0 http://id.loc.gov/authorities/names/no95038711 | |
| 245 | 1 | 0 | |a Creating the functionally competent organization : |b an open systems approach / |c Joseph A. Olmstead. |
| 260 | |a Westport, Conn. : |b Quorum Books, |c 2002. | ||
| 300 | |a 1 online resource (xiv, 267 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
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| 504 | |a Includes bibliographical references (pages 229-260) and indexes. | ||
| 588 | 0 | |a Print version record. | |
| 546 | |a English. | ||
| 505 | 0 | |a Cover -- Creating the Functionally Competent Organization -- Contents -- Tables and Figures -- TABLES -- FIGURES -- Preface -- Chapter 1 Introduction -- RATIONALE -- Essential Human Factors -- THE ORGANIZATION CONCEPT -- CHANGE MANAGEMENT -- THE PLAN OF THIS BOOK -- Part I-Functionally Competent Organizations: Theory -- Part II-Requirements for Performance -- Part III-Functionally Competent Organizations: Application -- Part I Functionally Competent Organizations: Theory -- Chapter 2 Organizations and Their Functions -- INTRODUCTION -- Conditions in the Modern World -- ORGANIZATIONAL EFFECTIVENESS -- Required Capabilities -- ESSENTIAL HUMAN FACTORS -- THE TYPICAL ORGANIZATION -- Organizational Structure -- Leaders -- Command and Control -- Organizational Process -- PROBLEMS IN ORGANIZATIONAL FUNCTIONING -- Some General Pitfalls -- Effects of Operating Pressures -- Coping with Pressures -- CONCEPT OF ORGANIZATIONAL COMPETENCE -- Dangers of Overcontrol -- INDIVIDUAL COMPETENCIES -- GROUP COMPETENCIES -- THE COMPETENCE MODEL -- MANAGING CHANGE -- RELEVANCE FOR ORGANIZATIONS -- Rapid-Response Organizations -- Other Organizations -- Chapter 3 Theoretical Background -- STRUCTURAL THEORIES -- GROUP THEORIES -- INDIVIDUAL THEORIES -- Fitting the Person to the Organization -- Fitting the Organization to the Person -- DECISION THEORIES -- THE ISSUES AND A RESOLUTION -- GENERAL SYSTEMS THEORY -- ORGANIZATIONAL PROCESSES -- Chapter 4 Research Results -- ORGANIZATIONAL COMPETENCE -- The Research Context and Strategy -- THE COMPETENCE MODEL -- Components of Competence -- Organizational Processes -- TESTS OF THE MODEL -- Project FORGE -- Method -- Results -- Conclusions -- Project Cardinal Point -- Method -- Process Performance: Observation and Feedback -- Data -- Results -- Process Performance and Combat Outcomes -- Impact of Feedback -- Conclusions. | |
| 505 | 8 | |a HEW Studies -- Method -- Impact Variables -- Results -- Determinants of Agency Performance -- Organizational Competence -- Determinants of Competence -- Significance of Organizational Competence -- IMPLICATIONS -- Chapter 5 Functionally Competent Organizations -- ORGANIZATIONAL ATTRIBUTES -- COMPONENTS OF ORGANIZATIONAL COMPETENCE -- INDICATORS OF QUALITY -- DETERMINANTS OF COMPETENCE -- The Role of Integration -- Conditions Conducive to Integration -- Factors Affecting Integration -- Roles -- Goals -- Norms -- Group Relations -- IMPLICATIONS -- The Competence Model -- Part II Requirements for Performance -- Chapter 6 Performance of Individuals -- INDIVIDUAL COMPETENCIES -- Competency Defined -- Utility -- Rationale -- Research on Competencies -- Performance of Individuals -- ELEMENTS IN PERFORMANCE -- DETERMINANTS OF PERFORMANCE -- Factors within an Individual -- Factors within the Leaders or Supervisors -- Factors within the Work Situation -- AN IMPACT MODEL OF PERFORMANCE -- UTILITY OF THE IMPACT MODEL -- Some Competencies for Rank-and-File Personnel -- Chapter 7 Performance of Groups -- GROUP: A DEFINITION -- EFFECTS OF COHESIVENESS -- Implications for Training -- CHARACTERISTICS OF AN IDEAL GROUP -- ORGANIZATIONS AS SYSTEMS OF GROUPS -- Determinants of Effectiveness -- Tasks and Organization -- Superordinate Goals -- Similarity of Personnel -- Common Experiences -- Success Experiences -- Organizational Stability -- Communication -- Interpersonal Conflict -- Cooperation and Competition -- Reward System -- Administrative Practices -- Effects of Group Size -- IMPLICATIONS -- Group Competencies -- Part III Functionally Competent Oganizations: Application -- Chapter 8 Integration in Organizations -- BASIC CONCEPTS -- Organizational Effectiveness -- ESSENTIAL ORGANIZATIONAL PROPERTIES -- DEVELOPING ORGANIZATIONS AS SYSTEMS. | |
| 505 | 8 | |a The Essence of Organizational Management -- Conditions Conducive to Performance -- Developmental Activities -- Organizational Properties -- A Clear Role System -- Common Superordinate Goals -- Shared Norms of Performance and Behavior -- A Stable and Efficient Communications System -- Effective Group Relations -- A Stable and Efficient Organizational System -- Purposes Served by Properties -- REQUIRED MANAGER FUNCTIONS -- Formulating Objectives and Roles -- Developing Core Personnel -- Formulating Ground Rules for Working -- Developing an Effective Communication System -- Developing a High Level of Motivation -- Setting Standards of Performance -- A MODEL FOR ORGANIZATIONAL INTEGRATION -- Assessment of Training and Development Models -- Attributes of a Practical Training and Development Model -- CONCEPT OF INTEGRATION -- THE INTEGRATION MODEL -- Necessary Organizational Properties -- Necessary Developmental Activities -- Assessment Issues -- Manipulability -- Measurability -- Evaluation of the Integration Model -- IMPLICATIONS -- Chapter 9 Competence Operationally Defined -- THE NATURE OF ORGANIZATIONAL COMPETENCE -- Organizational Attributes -- Concept of Organizational Competence -- IMPLEMENTING ORGANIZATIONAL COMPETENCE -- Identifying Critical Environments -- Sensing -- Search and Acquisition -- Processing -- Storing -- Interpreting -- Quality Requirements -- Communicating Information -- Quality Requirements -- Decision Making -- Quality Requirements -- Stabilizing -- Quality Requirements -- Communicating Implementation -- Aborted Decisions -- Quality Requirements -- Coping Actions -- Quality Requirements -- Feedback -- Quality Requirements -- CRITERIA OF QUALITY -- IMPLICATIONS -- Chapter 10 A Model for Organizational Effectiveness -- AN ORGANIZATIONAL EFFECTIVENESS MODEL -- Organizational Conditions -- Training Activities. | |
| 505 | 8 | |a Cognitive Role Training -- Experiential Training -- Operations Training -- Integration -- Role/Process Performance -- Teamwork/Process Performance -- Utility of the Model -- Potential Uses -- IMPROVING COMPETENCE IN EXISTING ORGANIZATIONS -- The Adaptive-Coping Cycle -- Analyzing and Assessing Organizational Performance -- A General Framework for Analysis -- Questions about Organizational Competence -- Define the Organization -- Identifying the Processes -- ASSESSING ORGANIZATIONAL COMPETENCE -- Qualitative Assessment -- Quantitative Assessment -- Public Comparisons of Scores between Units Are Not Recommended -- An Alternative Procedure -- DEVELOPMENTAL ACTIVITIES -- Developing Favorable Conditions -- Importance of Leadership -- TRAINING ACTIVITIES -- Special Role Training -- Experiential Training -- Operations Training -- IMPROVING COMPETENCE -- IMPLICATIONS -- Chapter 11 Elements of Organizational Effectiveness -- THE CONTEXT OF WORK -- Components of the Work Context -- Developing Favorable Work Contexts -- Structural Aspects -- Climate -- Conditions Conducive to Performance -- Implementation Requirements -- FACTORS THAT CONTROL PERFORMANCE -- Effective Use of Human Resources -- Effective Management -- Effective Leadership -- Effective Training -- IMPLICATIONS -- Chapter 12 Summary and Conclusions -- SOME BASIC CONCEPTS -- Organizational Effectiveness -- Organizations as Open Systems -- Organizational Competence -- Competence as Flexibility -- Integration -- FACTORS AFFECTING INTEGRATION -- Roles -- Goals -- Norms -- Group Relations -- Teamwork -- TRAINING AND DEVELOPMENT -- CONCLUSION -- RELEVANCE FOR RAPID-RESPONSE ORGANIZATIONS -- RELEVANCE FOR OTHER ORGANIZATIONS -- Annotated Bibliography -- Author Index -- Subject Index -- About the Author. | |
| 650 | 0 | |a Organizational effectiveness. |0 http://id.loc.gov/authorities/subjects/sh85095526 | |
| 650 | 0 | |a Performance |x Management. | |
| 650 | 0 | |a Performance |x Evaluation. | |
| 650 | 0 | |a Performance technology |x Management. | |
| 650 | 6 | |a Efficacité organisationnelle. | |
| 650 | 6 | |a Rendement au travail |x Gestion. | |
| 650 | 6 | |a Personnel |x Évaluation. | |
| 650 | 7 | |a SOCIAL SCIENCE |x Holidays (non-religious) |2 bisacsh | |
| 650 | 7 | |a Organizational effectiveness |2 fast | |
| 650 | 7 | |a Performance |x Evaluation |2 fast | |
| 650 | 7 | |a Performance |x Management |2 fast | |
| 758 | |i has work: |a Creating the functionally competent organization (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFPv96bFvbhTV6cjB3DQbd |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Olmstead, Joseph A., 1921- |t Creating the functionally competent organization. |d Westport, Conn. : Quorum Books, 2002 |z 1567205321 |w (DLC) 2001049181 |w (OCoLC)47623981 |
| 856 | 4 | 0 | |l FWS01 |p ZDB-4-EBA |q FWS_PDA_EBA |u https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=86623 |3 Volltext |
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Datensatz im Suchindex
| DE-BY-FWS_katkey | ZDB-4-EBA-ocm52740809 |
|---|---|
| _version_ | 1816881609188573185 |
| adam_text | |
| any_adam_object | |
| author | Olmstead, Joseph A., 1921- |
| author_GND | http://id.loc.gov/authorities/names/no95038711 |
| author_facet | Olmstead, Joseph A., 1921- |
| author_role | |
| author_sort | Olmstead, Joseph A., 1921- |
| author_variant | j a o ja jao |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.9 .O46 2002eb |
| callnumber-search | HD58.9 .O46 2002eb |
| callnumber-sort | HD 258.9 O46 42002EB |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBA |
| contents | Cover -- Creating the Functionally Competent Organization -- Contents -- Tables and Figures -- TABLES -- FIGURES -- Preface -- Chapter 1 Introduction -- RATIONALE -- Essential Human Factors -- THE ORGANIZATION CONCEPT -- CHANGE MANAGEMENT -- THE PLAN OF THIS BOOK -- Part I-Functionally Competent Organizations: Theory -- Part II-Requirements for Performance -- Part III-Functionally Competent Organizations: Application -- Part I Functionally Competent Organizations: Theory -- Chapter 2 Organizations and Their Functions -- INTRODUCTION -- Conditions in the Modern World -- ORGANIZATIONAL EFFECTIVENESS -- Required Capabilities -- ESSENTIAL HUMAN FACTORS -- THE TYPICAL ORGANIZATION -- Organizational Structure -- Leaders -- Command and Control -- Organizational Process -- PROBLEMS IN ORGANIZATIONAL FUNCTIONING -- Some General Pitfalls -- Effects of Operating Pressures -- Coping with Pressures -- CONCEPT OF ORGANIZATIONAL COMPETENCE -- Dangers of Overcontrol -- INDIVIDUAL COMPETENCIES -- GROUP COMPETENCIES -- THE COMPETENCE MODEL -- MANAGING CHANGE -- RELEVANCE FOR ORGANIZATIONS -- Rapid-Response Organizations -- Other Organizations -- Chapter 3 Theoretical Background -- STRUCTURAL THEORIES -- GROUP THEORIES -- INDIVIDUAL THEORIES -- Fitting the Person to the Organization -- Fitting the Organization to the Person -- DECISION THEORIES -- THE ISSUES AND A RESOLUTION -- GENERAL SYSTEMS THEORY -- ORGANIZATIONAL PROCESSES -- Chapter 4 Research Results -- ORGANIZATIONAL COMPETENCE -- The Research Context and Strategy -- THE COMPETENCE MODEL -- Components of Competence -- Organizational Processes -- TESTS OF THE MODEL -- Project FORGE -- Method -- Results -- Conclusions -- Project Cardinal Point -- Method -- Process Performance: Observation and Feedback -- Data -- Results -- Process Performance and Combat Outcomes -- Impact of Feedback -- Conclusions. HEW Studies -- Method -- Impact Variables -- Results -- Determinants of Agency Performance -- Organizational Competence -- Determinants of Competence -- Significance of Organizational Competence -- IMPLICATIONS -- Chapter 5 Functionally Competent Organizations -- ORGANIZATIONAL ATTRIBUTES -- COMPONENTS OF ORGANIZATIONAL COMPETENCE -- INDICATORS OF QUALITY -- DETERMINANTS OF COMPETENCE -- The Role of Integration -- Conditions Conducive to Integration -- Factors Affecting Integration -- Roles -- Goals -- Norms -- Group Relations -- IMPLICATIONS -- The Competence Model -- Part II Requirements for Performance -- Chapter 6 Performance of Individuals -- INDIVIDUAL COMPETENCIES -- Competency Defined -- Utility -- Rationale -- Research on Competencies -- Performance of Individuals -- ELEMENTS IN PERFORMANCE -- DETERMINANTS OF PERFORMANCE -- Factors within an Individual -- Factors within the Leaders or Supervisors -- Factors within the Work Situation -- AN IMPACT MODEL OF PERFORMANCE -- UTILITY OF THE IMPACT MODEL -- Some Competencies for Rank-and-File Personnel -- Chapter 7 Performance of Groups -- GROUP: A DEFINITION -- EFFECTS OF COHESIVENESS -- Implications for Training -- CHARACTERISTICS OF AN IDEAL GROUP -- ORGANIZATIONS AS SYSTEMS OF GROUPS -- Determinants of Effectiveness -- Tasks and Organization -- Superordinate Goals -- Similarity of Personnel -- Common Experiences -- Success Experiences -- Organizational Stability -- Communication -- Interpersonal Conflict -- Cooperation and Competition -- Reward System -- Administrative Practices -- Effects of Group Size -- IMPLICATIONS -- Group Competencies -- Part III Functionally Competent Oganizations: Application -- Chapter 8 Integration in Organizations -- BASIC CONCEPTS -- Organizational Effectiveness -- ESSENTIAL ORGANIZATIONAL PROPERTIES -- DEVELOPING ORGANIZATIONS AS SYSTEMS. The Essence of Organizational Management -- Conditions Conducive to Performance -- Developmental Activities -- Organizational Properties -- A Clear Role System -- Common Superordinate Goals -- Shared Norms of Performance and Behavior -- A Stable and Efficient Communications System -- Effective Group Relations -- A Stable and Efficient Organizational System -- Purposes Served by Properties -- REQUIRED MANAGER FUNCTIONS -- Formulating Objectives and Roles -- Developing Core Personnel -- Formulating Ground Rules for Working -- Developing an Effective Communication System -- Developing a High Level of Motivation -- Setting Standards of Performance -- A MODEL FOR ORGANIZATIONAL INTEGRATION -- Assessment of Training and Development Models -- Attributes of a Practical Training and Development Model -- CONCEPT OF INTEGRATION -- THE INTEGRATION MODEL -- Necessary Organizational Properties -- Necessary Developmental Activities -- Assessment Issues -- Manipulability -- Measurability -- Evaluation of the Integration Model -- IMPLICATIONS -- Chapter 9 Competence Operationally Defined -- THE NATURE OF ORGANIZATIONAL COMPETENCE -- Organizational Attributes -- Concept of Organizational Competence -- IMPLEMENTING ORGANIZATIONAL COMPETENCE -- Identifying Critical Environments -- Sensing -- Search and Acquisition -- Processing -- Storing -- Interpreting -- Quality Requirements -- Communicating Information -- Quality Requirements -- Decision Making -- Quality Requirements -- Stabilizing -- Quality Requirements -- Communicating Implementation -- Aborted Decisions -- Quality Requirements -- Coping Actions -- Quality Requirements -- Feedback -- Quality Requirements -- CRITERIA OF QUALITY -- IMPLICATIONS -- Chapter 10 A Model for Organizational Effectiveness -- AN ORGANIZATIONAL EFFECTIVENESS MODEL -- Organizational Conditions -- Training Activities. Cognitive Role Training -- Experiential Training -- Operations Training -- Integration -- Role/Process Performance -- Teamwork/Process Performance -- Utility of the Model -- Potential Uses -- IMPROVING COMPETENCE IN EXISTING ORGANIZATIONS -- The Adaptive-Coping Cycle -- Analyzing and Assessing Organizational Performance -- A General Framework for Analysis -- Questions about Organizational Competence -- Define the Organization -- Identifying the Processes -- ASSESSING ORGANIZATIONAL COMPETENCE -- Qualitative Assessment -- Quantitative Assessment -- Public Comparisons of Scores between Units Are Not Recommended -- An Alternative Procedure -- DEVELOPMENTAL ACTIVITIES -- Developing Favorable Conditions -- Importance of Leadership -- TRAINING ACTIVITIES -- Special Role Training -- Experiential Training -- Operations Training -- IMPROVING COMPETENCE -- IMPLICATIONS -- Chapter 11 Elements of Organizational Effectiveness -- THE CONTEXT OF WORK -- Components of the Work Context -- Developing Favorable Work Contexts -- Structural Aspects -- Climate -- Conditions Conducive to Performance -- Implementation Requirements -- FACTORS THAT CONTROL PERFORMANCE -- Effective Use of Human Resources -- Effective Management -- Effective Leadership -- Effective Training -- IMPLICATIONS -- Chapter 12 Summary and Conclusions -- SOME BASIC CONCEPTS -- Organizational Effectiveness -- Organizations as Open Systems -- Organizational Competence -- Competence as Flexibility -- Integration -- FACTORS AFFECTING INTEGRATION -- Roles -- Goals -- Norms -- Group Relations -- Teamwork -- TRAINING AND DEVELOPMENT -- CONCLUSION -- RELEVANCE FOR RAPID-RESPONSE ORGANIZATIONS -- RELEVANCE FOR OTHER ORGANIZATIONS -- Annotated Bibliography -- Author Index -- Subject Index -- About the Author. |
| ctrlnum | (OCoLC)52740809 |
| dewey-full | 394.26973 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 394 - General customs |
| dewey-raw | 394.26973 |
| dewey-search | 394.26973 |
| dewey-sort | 3394.26973 |
| dewey-tens | 390 - Customs, etiquette, folklore |
| discipline | Sozial-/Kulturanthropologie / Empirische Kulturwissenschaft |
| format | Electronic eBook |
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Olmstead.</subfield></datafield><datafield tag="260" ind1=" " ind2=" "><subfield code="a">Westport, Conn. :</subfield><subfield code="b">Quorum Books,</subfield><subfield code="c">2002.</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 online resource (xiv, 267 pages)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">computer</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">online resource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="347" ind1=" " ind2=" "><subfield code="a">data file</subfield></datafield><datafield tag="504" ind1=" " ind2=" "><subfield code="a">Includes bibliographical references (pages 229-260) and indexes.</subfield></datafield><datafield tag="588" ind1="0" ind2=" "><subfield code="a">Print version record.</subfield></datafield><datafield tag="546" ind1=" " ind2=" "><subfield code="a">English.</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">Cover -- Creating the Functionally Competent Organization -- Contents -- Tables and Figures -- TABLES -- FIGURES -- Preface -- Chapter 1 Introduction -- RATIONALE -- Essential Human Factors -- THE ORGANIZATION CONCEPT -- CHANGE MANAGEMENT -- THE PLAN OF THIS BOOK -- Part I-Functionally Competent Organizations: Theory -- Part II-Requirements for Performance -- Part III-Functionally Competent Organizations: Application -- Part I Functionally Competent Organizations: Theory -- Chapter 2 Organizations and Their Functions -- INTRODUCTION -- Conditions in the Modern World -- ORGANIZATIONAL EFFECTIVENESS -- Required Capabilities -- ESSENTIAL HUMAN FACTORS -- THE TYPICAL ORGANIZATION -- Organizational Structure -- Leaders -- Command and Control -- Organizational Process -- PROBLEMS IN ORGANIZATIONAL FUNCTIONING -- Some General Pitfalls -- Effects of Operating Pressures -- Coping with Pressures -- CONCEPT OF ORGANIZATIONAL COMPETENCE -- Dangers of Overcontrol -- INDIVIDUAL COMPETENCIES -- GROUP COMPETENCIES -- THE COMPETENCE MODEL -- MANAGING CHANGE -- RELEVANCE FOR ORGANIZATIONS -- Rapid-Response Organizations -- Other Organizations -- Chapter 3 Theoretical Background -- STRUCTURAL THEORIES -- GROUP THEORIES -- INDIVIDUAL THEORIES -- Fitting the Person to the Organization -- Fitting the Organization to the Person -- DECISION THEORIES -- THE ISSUES AND A RESOLUTION -- GENERAL SYSTEMS THEORY -- ORGANIZATIONAL PROCESSES -- Chapter 4 Research Results -- ORGANIZATIONAL COMPETENCE -- The Research Context and Strategy -- THE COMPETENCE MODEL -- Components of Competence -- Organizational Processes -- TESTS OF THE MODEL -- Project FORGE -- Method -- Results -- Conclusions -- Project Cardinal Point -- Method -- Process Performance: Observation and Feedback -- Data -- Results -- Process Performance and Combat Outcomes -- Impact of Feedback -- Conclusions.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">HEW Studies -- Method -- Impact Variables -- Results -- Determinants of Agency Performance -- Organizational Competence -- Determinants of Competence -- Significance of Organizational Competence -- IMPLICATIONS -- Chapter 5 Functionally Competent Organizations -- ORGANIZATIONAL ATTRIBUTES -- COMPONENTS OF ORGANIZATIONAL COMPETENCE -- INDICATORS OF QUALITY -- DETERMINANTS OF COMPETENCE -- The Role of Integration -- Conditions Conducive to Integration -- Factors Affecting Integration -- Roles -- Goals -- Norms -- Group Relations -- IMPLICATIONS -- The Competence Model -- Part II Requirements for Performance -- Chapter 6 Performance of Individuals -- INDIVIDUAL COMPETENCIES -- Competency Defined -- Utility -- Rationale -- Research on Competencies -- Performance of Individuals -- ELEMENTS IN PERFORMANCE -- DETERMINANTS OF PERFORMANCE -- Factors within an Individual -- Factors within the Leaders or Supervisors -- Factors within the Work Situation -- AN IMPACT MODEL OF PERFORMANCE -- UTILITY OF THE IMPACT MODEL -- Some Competencies for Rank-and-File Personnel -- Chapter 7 Performance of Groups -- GROUP: A DEFINITION -- EFFECTS OF COHESIVENESS -- Implications for Training -- CHARACTERISTICS OF AN IDEAL GROUP -- ORGANIZATIONS AS SYSTEMS OF GROUPS -- Determinants of Effectiveness -- Tasks and Organization -- Superordinate Goals -- Similarity of Personnel -- Common Experiences -- Success Experiences -- Organizational Stability -- Communication -- Interpersonal Conflict -- Cooperation and Competition -- Reward System -- Administrative Practices -- Effects of Group Size -- IMPLICATIONS -- Group Competencies -- Part III Functionally Competent Oganizations: Application -- Chapter 8 Integration in Organizations -- BASIC CONCEPTS -- Organizational Effectiveness -- ESSENTIAL ORGANIZATIONAL PROPERTIES -- DEVELOPING ORGANIZATIONS AS SYSTEMS.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Essence of Organizational Management -- Conditions Conducive to Performance -- Developmental Activities -- Organizational Properties -- A Clear Role System -- Common Superordinate Goals -- Shared Norms of Performance and Behavior -- A Stable and Efficient Communications System -- Effective Group Relations -- A Stable and Efficient Organizational System -- Purposes Served by Properties -- REQUIRED MANAGER FUNCTIONS -- Formulating Objectives and Roles -- Developing Core Personnel -- Formulating Ground Rules for Working -- Developing an Effective Communication System -- Developing a High Level of Motivation -- Setting Standards of Performance -- A MODEL FOR ORGANIZATIONAL INTEGRATION -- Assessment of Training and Development Models -- Attributes of a Practical Training and Development Model -- CONCEPT OF INTEGRATION -- THE INTEGRATION MODEL -- Necessary Organizational Properties -- Necessary Developmental Activities -- Assessment Issues -- Manipulability -- Measurability -- Evaluation of the Integration Model -- IMPLICATIONS -- Chapter 9 Competence Operationally Defined -- THE NATURE OF ORGANIZATIONAL COMPETENCE -- Organizational Attributes -- Concept of Organizational Competence -- IMPLEMENTING ORGANIZATIONAL COMPETENCE -- Identifying Critical Environments -- Sensing -- Search and Acquisition -- Processing -- Storing -- Interpreting -- Quality Requirements -- Communicating Information -- Quality Requirements -- Decision Making -- Quality Requirements -- Stabilizing -- Quality Requirements -- Communicating Implementation -- Aborted Decisions -- Quality Requirements -- Coping Actions -- Quality Requirements -- Feedback -- Quality Requirements -- CRITERIA OF QUALITY -- IMPLICATIONS -- Chapter 10 A Model for Organizational Effectiveness -- AN ORGANIZATIONAL EFFECTIVENESS MODEL -- Organizational Conditions -- Training Activities.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Cognitive Role Training -- Experiential Training -- Operations Training -- Integration -- Role/Process Performance -- Teamwork/Process Performance -- Utility of the Model -- Potential Uses -- IMPROVING COMPETENCE IN EXISTING ORGANIZATIONS -- The Adaptive-Coping Cycle -- Analyzing and Assessing Organizational Performance -- A General Framework for Analysis -- Questions about Organizational Competence -- Define the Organization -- Identifying the Processes -- ASSESSING ORGANIZATIONAL COMPETENCE -- Qualitative Assessment -- Quantitative Assessment -- Public Comparisons of Scores between Units Are Not Recommended -- An Alternative Procedure -- DEVELOPMENTAL ACTIVITIES -- Developing Favorable Conditions -- Importance of Leadership -- TRAINING ACTIVITIES -- Special Role Training -- Experiential Training -- Operations Training -- IMPROVING COMPETENCE -- IMPLICATIONS -- Chapter 11 Elements of Organizational Effectiveness -- THE CONTEXT OF WORK -- Components of the Work Context -- Developing Favorable Work Contexts -- Structural Aspects -- Climate -- Conditions Conducive to Performance -- Implementation Requirements -- FACTORS THAT CONTROL PERFORMANCE -- Effective Use of Human Resources -- Effective Management -- Effective Leadership -- Effective Training -- IMPLICATIONS -- Chapter 12 Summary and Conclusions -- SOME BASIC CONCEPTS -- Organizational Effectiveness -- Organizations as Open Systems -- Organizational Competence -- Competence as Flexibility -- Integration -- FACTORS AFFECTING INTEGRATION -- Roles -- Goals -- Norms -- Group Relations -- Teamwork -- TRAINING AND DEVELOPMENT -- CONCLUSION -- RELEVANCE FOR RAPID-RESPONSE ORGANIZATIONS -- RELEVANCE FOR OTHER ORGANIZATIONS -- Annotated Bibliography -- Author Index -- Subject Index -- About the Author.</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield 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| id | ZDB-4-EBA-ocm52740809 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-27T13:15:26Z |
| institution | BVB |
| isbn | 0313011729 9780313011726 9781567205329 1567205321 1280908475 9781280908477 9786610908479 6610908478 |
| language | English |
| oclc_num | 52740809 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xiv, 267 pages) |
| psigel | ZDB-4-EBA |
| publishDate | 2002 |
| publishDateSearch | 2002 |
| publishDateSort | 2002 |
| publisher | Quorum Books, |
| record_format | marc |
| spelling | Olmstead, Joseph A., 1921- https://id.oclc.org/worldcat/entity/E39PCjGvHfwPTpd8qRMPkJtYKb http://id.loc.gov/authorities/names/no95038711 Creating the functionally competent organization : an open systems approach / Joseph A. Olmstead. Westport, Conn. : Quorum Books, 2002. 1 online resource (xiv, 267 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier data file Includes bibliographical references (pages 229-260) and indexes. Print version record. English. Cover -- Creating the Functionally Competent Organization -- Contents -- Tables and Figures -- TABLES -- FIGURES -- Preface -- Chapter 1 Introduction -- RATIONALE -- Essential Human Factors -- THE ORGANIZATION CONCEPT -- CHANGE MANAGEMENT -- THE PLAN OF THIS BOOK -- Part I-Functionally Competent Organizations: Theory -- Part II-Requirements for Performance -- Part III-Functionally Competent Organizations: Application -- Part I Functionally Competent Organizations: Theory -- Chapter 2 Organizations and Their Functions -- INTRODUCTION -- Conditions in the Modern World -- ORGANIZATIONAL EFFECTIVENESS -- Required Capabilities -- ESSENTIAL HUMAN FACTORS -- THE TYPICAL ORGANIZATION -- Organizational Structure -- Leaders -- Command and Control -- Organizational Process -- PROBLEMS IN ORGANIZATIONAL FUNCTIONING -- Some General Pitfalls -- Effects of Operating Pressures -- Coping with Pressures -- CONCEPT OF ORGANIZATIONAL COMPETENCE -- Dangers of Overcontrol -- INDIVIDUAL COMPETENCIES -- GROUP COMPETENCIES -- THE COMPETENCE MODEL -- MANAGING CHANGE -- RELEVANCE FOR ORGANIZATIONS -- Rapid-Response Organizations -- Other Organizations -- Chapter 3 Theoretical Background -- STRUCTURAL THEORIES -- GROUP THEORIES -- INDIVIDUAL THEORIES -- Fitting the Person to the Organization -- Fitting the Organization to the Person -- DECISION THEORIES -- THE ISSUES AND A RESOLUTION -- GENERAL SYSTEMS THEORY -- ORGANIZATIONAL PROCESSES -- Chapter 4 Research Results -- ORGANIZATIONAL COMPETENCE -- The Research Context and Strategy -- THE COMPETENCE MODEL -- Components of Competence -- Organizational Processes -- TESTS OF THE MODEL -- Project FORGE -- Method -- Results -- Conclusions -- Project Cardinal Point -- Method -- Process Performance: Observation and Feedback -- Data -- Results -- Process Performance and Combat Outcomes -- Impact of Feedback -- Conclusions. HEW Studies -- Method -- Impact Variables -- Results -- Determinants of Agency Performance -- Organizational Competence -- Determinants of Competence -- Significance of Organizational Competence -- IMPLICATIONS -- Chapter 5 Functionally Competent Organizations -- ORGANIZATIONAL ATTRIBUTES -- COMPONENTS OF ORGANIZATIONAL COMPETENCE -- INDICATORS OF QUALITY -- DETERMINANTS OF COMPETENCE -- The Role of Integration -- Conditions Conducive to Integration -- Factors Affecting Integration -- Roles -- Goals -- Norms -- Group Relations -- IMPLICATIONS -- The Competence Model -- Part II Requirements for Performance -- Chapter 6 Performance of Individuals -- INDIVIDUAL COMPETENCIES -- Competency Defined -- Utility -- Rationale -- Research on Competencies -- Performance of Individuals -- ELEMENTS IN PERFORMANCE -- DETERMINANTS OF PERFORMANCE -- Factors within an Individual -- Factors within the Leaders or Supervisors -- Factors within the Work Situation -- AN IMPACT MODEL OF PERFORMANCE -- UTILITY OF THE IMPACT MODEL -- Some Competencies for Rank-and-File Personnel -- Chapter 7 Performance of Groups -- GROUP: A DEFINITION -- EFFECTS OF COHESIVENESS -- Implications for Training -- CHARACTERISTICS OF AN IDEAL GROUP -- ORGANIZATIONS AS SYSTEMS OF GROUPS -- Determinants of Effectiveness -- Tasks and Organization -- Superordinate Goals -- Similarity of Personnel -- Common Experiences -- Success Experiences -- Organizational Stability -- Communication -- Interpersonal Conflict -- Cooperation and Competition -- Reward System -- Administrative Practices -- Effects of Group Size -- IMPLICATIONS -- Group Competencies -- Part III Functionally Competent Oganizations: Application -- Chapter 8 Integration in Organizations -- BASIC CONCEPTS -- Organizational Effectiveness -- ESSENTIAL ORGANIZATIONAL PROPERTIES -- DEVELOPING ORGANIZATIONS AS SYSTEMS. The Essence of Organizational Management -- Conditions Conducive to Performance -- Developmental Activities -- Organizational Properties -- A Clear Role System -- Common Superordinate Goals -- Shared Norms of Performance and Behavior -- A Stable and Efficient Communications System -- Effective Group Relations -- A Stable and Efficient Organizational System -- Purposes Served by Properties -- REQUIRED MANAGER FUNCTIONS -- Formulating Objectives and Roles -- Developing Core Personnel -- Formulating Ground Rules for Working -- Developing an Effective Communication System -- Developing a High Level of Motivation -- Setting Standards of Performance -- A MODEL FOR ORGANIZATIONAL INTEGRATION -- Assessment of Training and Development Models -- Attributes of a Practical Training and Development Model -- CONCEPT OF INTEGRATION -- THE INTEGRATION MODEL -- Necessary Organizational Properties -- Necessary Developmental Activities -- Assessment Issues -- Manipulability -- Measurability -- Evaluation of the Integration Model -- IMPLICATIONS -- Chapter 9 Competence Operationally Defined -- THE NATURE OF ORGANIZATIONAL COMPETENCE -- Organizational Attributes -- Concept of Organizational Competence -- IMPLEMENTING ORGANIZATIONAL COMPETENCE -- Identifying Critical Environments -- Sensing -- Search and Acquisition -- Processing -- Storing -- Interpreting -- Quality Requirements -- Communicating Information -- Quality Requirements -- Decision Making -- Quality Requirements -- Stabilizing -- Quality Requirements -- Communicating Implementation -- Aborted Decisions -- Quality Requirements -- Coping Actions -- Quality Requirements -- Feedback -- Quality Requirements -- CRITERIA OF QUALITY -- IMPLICATIONS -- Chapter 10 A Model for Organizational Effectiveness -- AN ORGANIZATIONAL EFFECTIVENESS MODEL -- Organizational Conditions -- Training Activities. Cognitive Role Training -- Experiential Training -- Operations Training -- Integration -- Role/Process Performance -- Teamwork/Process Performance -- Utility of the Model -- Potential Uses -- IMPROVING COMPETENCE IN EXISTING ORGANIZATIONS -- The Adaptive-Coping Cycle -- Analyzing and Assessing Organizational Performance -- A General Framework for Analysis -- Questions about Organizational Competence -- Define the Organization -- Identifying the Processes -- ASSESSING ORGANIZATIONAL COMPETENCE -- Qualitative Assessment -- Quantitative Assessment -- Public Comparisons of Scores between Units Are Not Recommended -- An Alternative Procedure -- DEVELOPMENTAL ACTIVITIES -- Developing Favorable Conditions -- Importance of Leadership -- TRAINING ACTIVITIES -- Special Role Training -- Experiential Training -- Operations Training -- IMPROVING COMPETENCE -- IMPLICATIONS -- Chapter 11 Elements of Organizational Effectiveness -- THE CONTEXT OF WORK -- Components of the Work Context -- Developing Favorable Work Contexts -- Structural Aspects -- Climate -- Conditions Conducive to Performance -- Implementation Requirements -- FACTORS THAT CONTROL PERFORMANCE -- Effective Use of Human Resources -- Effective Management -- Effective Leadership -- Effective Training -- IMPLICATIONS -- Chapter 12 Summary and Conclusions -- SOME BASIC CONCEPTS -- Organizational Effectiveness -- Organizations as Open Systems -- Organizational Competence -- Competence as Flexibility -- Integration -- FACTORS AFFECTING INTEGRATION -- Roles -- Goals -- Norms -- Group Relations -- Teamwork -- TRAINING AND DEVELOPMENT -- CONCLUSION -- RELEVANCE FOR RAPID-RESPONSE ORGANIZATIONS -- RELEVANCE FOR OTHER ORGANIZATIONS -- Annotated Bibliography -- Author Index -- Subject Index -- About the Author. Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Performance Management. Performance Evaluation. Performance technology Management. Efficacité organisationnelle. Rendement au travail Gestion. Personnel Évaluation. SOCIAL SCIENCE Holidays (non-religious) bisacsh Organizational effectiveness fast Performance Evaluation fast Performance Management fast has work: Creating the functionally competent organization (Text) https://id.oclc.org/worldcat/entity/E39PCFPv96bFvbhTV6cjB3DQbd https://id.oclc.org/worldcat/ontology/hasWork Print version: Olmstead, Joseph A., 1921- Creating the functionally competent organization. Westport, Conn. : Quorum Books, 2002 1567205321 (DLC) 2001049181 (OCoLC)47623981 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=86623 Volltext |
| spellingShingle | Olmstead, Joseph A., 1921- Creating the functionally competent organization : an open systems approach / Cover -- Creating the Functionally Competent Organization -- Contents -- Tables and Figures -- TABLES -- FIGURES -- Preface -- Chapter 1 Introduction -- RATIONALE -- Essential Human Factors -- THE ORGANIZATION CONCEPT -- CHANGE MANAGEMENT -- THE PLAN OF THIS BOOK -- Part I-Functionally Competent Organizations: Theory -- Part II-Requirements for Performance -- Part III-Functionally Competent Organizations: Application -- Part I Functionally Competent Organizations: Theory -- Chapter 2 Organizations and Their Functions -- INTRODUCTION -- Conditions in the Modern World -- ORGANIZATIONAL EFFECTIVENESS -- Required Capabilities -- ESSENTIAL HUMAN FACTORS -- THE TYPICAL ORGANIZATION -- Organizational Structure -- Leaders -- Command and Control -- Organizational Process -- PROBLEMS IN ORGANIZATIONAL FUNCTIONING -- Some General Pitfalls -- Effects of Operating Pressures -- Coping with Pressures -- CONCEPT OF ORGANIZATIONAL COMPETENCE -- Dangers of Overcontrol -- INDIVIDUAL COMPETENCIES -- GROUP COMPETENCIES -- THE COMPETENCE MODEL -- MANAGING CHANGE -- RELEVANCE FOR ORGANIZATIONS -- Rapid-Response Organizations -- Other Organizations -- Chapter 3 Theoretical Background -- STRUCTURAL THEORIES -- GROUP THEORIES -- INDIVIDUAL THEORIES -- Fitting the Person to the Organization -- Fitting the Organization to the Person -- DECISION THEORIES -- THE ISSUES AND A RESOLUTION -- GENERAL SYSTEMS THEORY -- ORGANIZATIONAL PROCESSES -- Chapter 4 Research Results -- ORGANIZATIONAL COMPETENCE -- The Research Context and Strategy -- THE COMPETENCE MODEL -- Components of Competence -- Organizational Processes -- TESTS OF THE MODEL -- Project FORGE -- Method -- Results -- Conclusions -- Project Cardinal Point -- Method -- Process Performance: Observation and Feedback -- Data -- Results -- Process Performance and Combat Outcomes -- Impact of Feedback -- Conclusions. HEW Studies -- Method -- Impact Variables -- Results -- Determinants of Agency Performance -- Organizational Competence -- Determinants of Competence -- Significance of Organizational Competence -- IMPLICATIONS -- Chapter 5 Functionally Competent Organizations -- ORGANIZATIONAL ATTRIBUTES -- COMPONENTS OF ORGANIZATIONAL COMPETENCE -- INDICATORS OF QUALITY -- DETERMINANTS OF COMPETENCE -- The Role of Integration -- Conditions Conducive to Integration -- Factors Affecting Integration -- Roles -- Goals -- Norms -- Group Relations -- IMPLICATIONS -- The Competence Model -- Part II Requirements for Performance -- Chapter 6 Performance of Individuals -- INDIVIDUAL COMPETENCIES -- Competency Defined -- Utility -- Rationale -- Research on Competencies -- Performance of Individuals -- ELEMENTS IN PERFORMANCE -- DETERMINANTS OF PERFORMANCE -- Factors within an Individual -- Factors within the Leaders or Supervisors -- Factors within the Work Situation -- AN IMPACT MODEL OF PERFORMANCE -- UTILITY OF THE IMPACT MODEL -- Some Competencies for Rank-and-File Personnel -- Chapter 7 Performance of Groups -- GROUP: A DEFINITION -- EFFECTS OF COHESIVENESS -- Implications for Training -- CHARACTERISTICS OF AN IDEAL GROUP -- ORGANIZATIONS AS SYSTEMS OF GROUPS -- Determinants of Effectiveness -- Tasks and Organization -- Superordinate Goals -- Similarity of Personnel -- Common Experiences -- Success Experiences -- Organizational Stability -- Communication -- Interpersonal Conflict -- Cooperation and Competition -- Reward System -- Administrative Practices -- Effects of Group Size -- IMPLICATIONS -- Group Competencies -- Part III Functionally Competent Oganizations: Application -- Chapter 8 Integration in Organizations -- BASIC CONCEPTS -- Organizational Effectiveness -- ESSENTIAL ORGANIZATIONAL PROPERTIES -- DEVELOPING ORGANIZATIONS AS SYSTEMS. The Essence of Organizational Management -- Conditions Conducive to Performance -- Developmental Activities -- Organizational Properties -- A Clear Role System -- Common Superordinate Goals -- Shared Norms of Performance and Behavior -- A Stable and Efficient Communications System -- Effective Group Relations -- A Stable and Efficient Organizational System -- Purposes Served by Properties -- REQUIRED MANAGER FUNCTIONS -- Formulating Objectives and Roles -- Developing Core Personnel -- Formulating Ground Rules for Working -- Developing an Effective Communication System -- Developing a High Level of Motivation -- Setting Standards of Performance -- A MODEL FOR ORGANIZATIONAL INTEGRATION -- Assessment of Training and Development Models -- Attributes of a Practical Training and Development Model -- CONCEPT OF INTEGRATION -- THE INTEGRATION MODEL -- Necessary Organizational Properties -- Necessary Developmental Activities -- Assessment Issues -- Manipulability -- Measurability -- Evaluation of the Integration Model -- IMPLICATIONS -- Chapter 9 Competence Operationally Defined -- THE NATURE OF ORGANIZATIONAL COMPETENCE -- Organizational Attributes -- Concept of Organizational Competence -- IMPLEMENTING ORGANIZATIONAL COMPETENCE -- Identifying Critical Environments -- Sensing -- Search and Acquisition -- Processing -- Storing -- Interpreting -- Quality Requirements -- Communicating Information -- Quality Requirements -- Decision Making -- Quality Requirements -- Stabilizing -- Quality Requirements -- Communicating Implementation -- Aborted Decisions -- Quality Requirements -- Coping Actions -- Quality Requirements -- Feedback -- Quality Requirements -- CRITERIA OF QUALITY -- IMPLICATIONS -- Chapter 10 A Model for Organizational Effectiveness -- AN ORGANIZATIONAL EFFECTIVENESS MODEL -- Organizational Conditions -- Training Activities. Cognitive Role Training -- Experiential Training -- Operations Training -- Integration -- Role/Process Performance -- Teamwork/Process Performance -- Utility of the Model -- Potential Uses -- IMPROVING COMPETENCE IN EXISTING ORGANIZATIONS -- The Adaptive-Coping Cycle -- Analyzing and Assessing Organizational Performance -- A General Framework for Analysis -- Questions about Organizational Competence -- Define the Organization -- Identifying the Processes -- ASSESSING ORGANIZATIONAL COMPETENCE -- Qualitative Assessment -- Quantitative Assessment -- Public Comparisons of Scores between Units Are Not Recommended -- An Alternative Procedure -- DEVELOPMENTAL ACTIVITIES -- Developing Favorable Conditions -- Importance of Leadership -- TRAINING ACTIVITIES -- Special Role Training -- Experiential Training -- Operations Training -- IMPROVING COMPETENCE -- IMPLICATIONS -- Chapter 11 Elements of Organizational Effectiveness -- THE CONTEXT OF WORK -- Components of the Work Context -- Developing Favorable Work Contexts -- Structural Aspects -- Climate -- Conditions Conducive to Performance -- Implementation Requirements -- FACTORS THAT CONTROL PERFORMANCE -- Effective Use of Human Resources -- Effective Management -- Effective Leadership -- Effective Training -- IMPLICATIONS -- Chapter 12 Summary and Conclusions -- SOME BASIC CONCEPTS -- Organizational Effectiveness -- Organizations as Open Systems -- Organizational Competence -- Competence as Flexibility -- Integration -- FACTORS AFFECTING INTEGRATION -- Roles -- Goals -- Norms -- Group Relations -- Teamwork -- TRAINING AND DEVELOPMENT -- CONCLUSION -- RELEVANCE FOR RAPID-RESPONSE ORGANIZATIONS -- RELEVANCE FOR OTHER ORGANIZATIONS -- Annotated Bibliography -- Author Index -- Subject Index -- About the Author. Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Performance Management. Performance Evaluation. Performance technology Management. Efficacité organisationnelle. Rendement au travail Gestion. Personnel Évaluation. SOCIAL SCIENCE Holidays (non-religious) bisacsh Organizational effectiveness fast Performance Evaluation fast Performance Management fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85095526 |
| title | Creating the functionally competent organization : an open systems approach / |
| title_auth | Creating the functionally competent organization : an open systems approach / |
| title_exact_search | Creating the functionally competent organization : an open systems approach / |
| title_full | Creating the functionally competent organization : an open systems approach / Joseph A. Olmstead. |
| title_fullStr | Creating the functionally competent organization : an open systems approach / Joseph A. Olmstead. |
| title_full_unstemmed | Creating the functionally competent organization : an open systems approach / Joseph A. Olmstead. |
| title_short | Creating the functionally competent organization : |
| title_sort | creating the functionally competent organization an open systems approach |
| title_sub | an open systems approach / |
| topic | Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Performance Management. Performance Evaluation. Performance technology Management. Efficacité organisationnelle. Rendement au travail Gestion. Personnel Évaluation. SOCIAL SCIENCE Holidays (non-religious) bisacsh Organizational effectiveness fast Performance Evaluation fast Performance Management fast |
| topic_facet | Organizational effectiveness. Performance Management. Performance Evaluation. Performance technology Management. Efficacité organisationnelle. Rendement au travail Gestion. Personnel Évaluation. SOCIAL SCIENCE Holidays (non-religious) Organizational effectiveness Performance Evaluation Performance Management |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=86623 |
| work_keys_str_mv | AT olmsteadjosepha creatingthefunctionallycompetentorganizationanopensystemsapproach |