The Experts below are selected from a list of 33447 Experts worldwide ranked by ideXlab platform
Xu Gui-hua - One of the best experts on this subject based on the ideXlab platform.
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Recognition of Organizational Transformation and Work Stress——A Case Study of State-Owned Commercial Banks
Journal of Nanjing Forestry University, 2010Co-Authors: Xu Gui-huaAbstract:The role of the state-owned commercial banks has been switched and their development environment has been changing after the entry of WTO.It is found that employees' recognition of Organizational Transformation,work stress and work performance are greatly related with one another.Therefore,during the process of organization Transformation,state-owned commercial banks should develop a good communication with its employees and offer them help to make them fit in with the new role physically and spiritually after the reform of banks.
Jun Nakamura - One of the best experts on this subject based on the ideXlab platform.
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visualization of the change process of organization members unconscious perception in Organizational Transformation
Procedia Computer Science, 2020Co-Authors: Sanetake Nagayoshi, Jun NakamuraAbstract:Abstract Organizations may change their strategies in order to respond to changes in the environment or to change management policies due to a change in management. In order to effectively implement the strategy, the unconscious perception of the Organizational members who are the bearers of the strategy must also change, but how should the leaders (often managers) who lead the Organizational Transformation recognize that the unconscious perception of the Organizational members is changing? In this paper, authors introduce a method developed by themselves to visualize the unconscious perception of Organizational members. Authors then compare the unconscious perception of employees before and after the change of management in a small and medium-sized company in Japan and visualize the changes. Authors also consider the relationship between these changes and the changes in strategy in the SME with the president changes. As a result, authors speculate that the method developed by the authors may have been successful in describing the change in employees’ unconscious perception.
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KES - Visualization of the Change Process of Organization Members’ Unconscious Perception in Organizational Transformation
Procedia Computer Science, 2020Co-Authors: Sanetake Nagayoshi, Jun NakamuraAbstract:Abstract Organizations may change their strategies in order to respond to changes in the environment or to change management policies due to a change in management. In order to effectively implement the strategy, the unconscious perception of the Organizational members who are the bearers of the strategy must also change, but how should the leaders (often managers) who lead the Organizational Transformation recognize that the unconscious perception of the Organizational members is changing? In this paper, authors introduce a method developed by themselves to visualize the unconscious perception of Organizational members. Authors then compare the unconscious perception of employees before and after the change of management in a small and medium-sized company in Japan and visualize the changes. Authors also consider the relationship between these changes and the changes in strategy in the SME with the president changes. As a result, authors speculate that the method developed by the authors may have been successful in describing the change in employees’ unconscious perception.
Wanda J Orlikowski - One of the best experts on this subject based on the ideXlab platform.
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improvising Organizational Transformation over time a situated change perspective
Information Systems Research, 1996Co-Authors: Wanda J OrlikowskiAbstract:In this paper, I outline a perspective on Organizational Transformation which proposes change as endemic to the practice of organizing and hence as enacted through the situated practices of Organizational actors as they improvise, innovate, and adjust their work routines over time. I ground this perspective in an empirical study which examined the use of a new information technology within one organization over a two-year period. In this organization, a series of subtle but nonetheless significant changes were enacted over time as Organizational actors appropriated the new technology into their work practices, and then experimented with local innovations, responded to unanticipated breakdowns and contingencies, initiated opportunistic shifts in structure and coordination mechanisms, and improvised various procedural, cognitive, and normative variations to accommodate their evolving use of the technology. These findings provide the empirical basis for a practice-based perspective on Organizational transfor...
Margaret Benefiel - One of the best experts on this subject based on the ideXlab platform.
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The second half of the journey: Spiritual leadership for Organizational Transformation
The Leadership Quarterly, 2005Co-Authors: Margaret BenefielAbstract:Abstract This article proposes a conceptual framework for spiritual leadership of Organizational Transformation. It begins by pointing out two challenges unaddressed in the current theories of spiritual leadership: 1) the growing epistemological critique of the existing empirical studies of Organizational spirituality and 2) the need for a more robust and sophisticated understanding of the “spiritual” aspect of “spiritual leadership.” It addresses the challenges by drawing on Burrell and Morgan's Organizational paradigms, Bernard Lonergan's philosophy, Daniel Helminiak's extension of Lonergan's work, and understandings of spiritual Transformation from the field of spirituality. It illustrates spiritual leadership for Organizational Transformation by examining the case of Reell Precision Manufacturing.
Sanetake Nagayoshi - One of the best experts on this subject based on the ideXlab platform.
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visualization of the change process of organization members unconscious perception in Organizational Transformation
Procedia Computer Science, 2020Co-Authors: Sanetake Nagayoshi, Jun NakamuraAbstract:Abstract Organizations may change their strategies in order to respond to changes in the environment or to change management policies due to a change in management. In order to effectively implement the strategy, the unconscious perception of the Organizational members who are the bearers of the strategy must also change, but how should the leaders (often managers) who lead the Organizational Transformation recognize that the unconscious perception of the Organizational members is changing? In this paper, authors introduce a method developed by themselves to visualize the unconscious perception of Organizational members. Authors then compare the unconscious perception of employees before and after the change of management in a small and medium-sized company in Japan and visualize the changes. Authors also consider the relationship between these changes and the changes in strategy in the SME with the president changes. As a result, authors speculate that the method developed by the authors may have been successful in describing the change in employees’ unconscious perception.
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KES - Visualization of the Change Process of Organization Members’ Unconscious Perception in Organizational Transformation
Procedia Computer Science, 2020Co-Authors: Sanetake Nagayoshi, Jun NakamuraAbstract:Abstract Organizations may change their strategies in order to respond to changes in the environment or to change management policies due to a change in management. In order to effectively implement the strategy, the unconscious perception of the Organizational members who are the bearers of the strategy must also change, but how should the leaders (often managers) who lead the Organizational Transformation recognize that the unconscious perception of the Organizational members is changing? In this paper, authors introduce a method developed by themselves to visualize the unconscious perception of Organizational members. Authors then compare the unconscious perception of employees before and after the change of management in a small and medium-sized company in Japan and visualize the changes. Authors also consider the relationship between these changes and the changes in strategy in the SME with the president changes. As a result, authors speculate that the method developed by the authors may have been successful in describing the change in employees’ unconscious perception.