Titlebook: Managing Values; Ethical Change in Or Paul Griseri Textbook 1998Latest edition Palgrave Macmillan, a division of Macmillan Publishers Limit

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书目名称Managing Values影响因子(影响力)




书目名称Managing Values影响因子(影响力)学科排名




书目名称Managing Values网络公开度




书目名称Managing Values网络公开度学科排名




书目名称Managing Values被引频次




书目名称Managing Values被引频次学科排名




书目名称Managing Values年度引用




书目名称Managing Values年度引用学科排名




书目名称Managing Values读者反馈




书目名称Managing Values读者反馈学科排名

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The Dishonest Manager for thinking that this is an academic point, not directly relevant to managerial practice. But this is not so. The key issue is whether a manager can harness the values of the staff to help the organisation achieve its goals. To do this, it is essential that someone could say with confidence what t

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My Values — Other People’s Valuesabout the idea dissolves when we subject it to a searching analysis. Honesty started off as a clear moral value, then we saw situations in which it could be right not to be honest, and eventually we had cases in which it was no longer clear what was the honest course of action — where all possible o

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Value Rigidityts of these. In this chapter we shall look at one of the key boundaries of ethical change — the rigidities that are built into people’s value systems. Far from proving to be a limitation or constraint, these will later be seen as a key resource for promoting ethical change.

FORGO

Consistency and Sympathyt relationship rather than a logically based one. It became apparent that standard models of organisational change will not work directly where values and attitudes are concerned, mainly because the issues are too complex. Insofar as most organisational change involves values to a greater or lesser

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Highest Common Denominatorsalue change in an individual. In this chapter we shall look at an apparently tangential cluster of issues, although we shall see that they consolidate the key points of the preceding argument. They will also, though, give an indication of which approaches to managing people’s ethical views are most

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How Stakeholders Learn an Organisation’s Valuesormed the basis for a model of learning from experience that he and Peter Honey proposed and expounded, and which has been extremely influential on how development processes in organisations are conceived and understood.. The central point that Mumford emphasised, which will provide the keystone of

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