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This book presents a sort of angsty identity crisis and offers many
clear illustrations of the multiple useful and relevant
applications of group relations in different parts of the world,
reflecting on the theory of group relations and its relevance to
contemporary phenomena.
This book presents a sort of angsty identity crisis and offers many
clear illustrations of the multiple useful and relevant
applications of group relations in different parts of the world,
reflecting on the theory of group relations and its relevance to
contemporary phenomena.
This book, the third of its kind, is a compilation of chapters
based on presentations at the third Group Relations international
meeting in Belgirate, Italy during November 2009, plus a number of
think pieces from participants reflecting on their experience of
the meeting. The book takes yet another step in continuing the
discourse, which began in 2003, articulating the relevance of the
Group Relations conference method and the timeliness of its
application globally. The chapters in the book deal with the
personal as well as the organizational journeys of Group Relations
practitioners and examine those through the lenses of tradition,
succession and creative application. The authors are experienced GR
practitioners internationally and together they enrich further the
tapestry of Group Relations model and its application and
potential.
The notion of identity of an organization or an enterprise answers
the questions who are we? or what do we want to be? The
contributors to this volume assume that these two sets of images
and definitions the internal ones and the external ones are
reciprocally influencing each other, both consciously and
unconsciously, and are thus related to the formation and
development of the organizational identity. This identity is a
dynamic process that evolves and devolves over time and can be a
source of some stability and coherence for those who depend on it.
It is defined and perceived by its management and members
influences continuously its decisions both in the short and in the
long run. It is therefore a heuristic concept like a primary task
that serves as a compass for structuring, designing, managing and
planning for the future."
This book, the second in a series on Tavistock Group Relations
Conferences, contains the collection of papers presented at the
second Belgirate conference plus four additional papers reflecting
on and making sense of several participants conference experiences.
Taken together, these papers offer an exciting picture of the Group
Relations enterprise
This book, the third in a series based on the Belgirate
conferences, deals with the personal as well as the organisational
journeys of Group Relations practitioners and examines these
through the lens of tradition, succession and creative application.
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