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- 245pages
- 9 heures de lecture
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The chapters contributed to this book have been written by the staff and associates of The Tavistock Consultancy Service, whose distinctive competence is in the human dimension of enterprise and the dynamics of the workplace. The intention is to identify and explore some of the key themes that have emerged, such as the emotional world of the organisation and the dynamics of resistance to change, and how these affect and influence the understanding of leadership and management in contemporary organizations. No attempt is made to reach a consensus, but rather to raise and map out a territory of continuing question and debate. Contributors:David Armstrong; Andrew Cooper; Tim Dartington; William Halton; Sharon Horowitz; Linda Hoyle; Clare Huffington; Kim James; Sarah Miller; Anton Obholzer; Jane Pooley; and Nick Temple. Part of the Tavistock Clinic Series.
Achat du livre
Working Below the Surface. The Emotional Life of Contemporary Organizations, Clare Huffington, Inc ebrary
- Langue
- Année de publication
- 2005
- product-detail.submit-box.info.binding
- (souple)
Modes de paiement
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- Titre
- Working Below the Surface. The Emotional Life of Contemporary Organizations
- Langue
- Anglais
- Auteurs
- Clare Huffington, Inc ebrary
- Éditeur
- Karnac Books, 2013.
- Publié
- 2005
- Format
- souple
- Pages
- 245
- ISBN10
- 1855752948
- ISBN13
- 9781855752948
- Séries
- Recueil
- Tavistock Clinic series.
- Mots clés
- Nonfiction, Sciences sociales, Commerce, Affaires & Gestion, Thèmes psychologiques, Psychologie
- Évaluation
- 4,35 sur 5
- Description
- The chapters contributed to this book have been written by the staff and associates of The Tavistock Consultancy Service, whose distinctive competence is in the human dimension of enterprise and the dynamics of the workplace. The intention is to identify and explore some of the key themes that have emerged, such as the emotional world of the organisation and the dynamics of resistance to change, and how these affect and influence the understanding of leadership and management in contemporary organizations. No attempt is made to reach a consensus, but rather to raise and map out a territory of continuing question and debate. Contributors:David Armstrong; Andrew Cooper; Tim Dartington; William Halton; Sharon Horowitz; Linda Hoyle; Clare Huffington; Kim James; Sarah Miller; Anton Obholzer; Jane Pooley; and Nick Temple. Part of the Tavistock Clinic Series.