| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "INDIVIDUAL GROUP CHANGE": |
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Individual and Group Change, 2006.
A look at how individuals and groups accept and handle change.
977 words (approx. 3.9 pages), 4 sources, MLA, £ 24.95
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Abstract
This paper compares and contrasts the way individuals and groups deal with change. For purposes of the study, groups in organizations are considered and changes impacting the organizational groups and individuals are used for comparison purposes.
From the Paper
"Individuals and groups change and adapt to new ideas and suggestions more often than they realize. Change is more easily accepted when the individual or a group is able to feel the tangible benefits that change brings to their lives. Any change that may be required to achieve the desired objectives should be clear; the reasons for the change should not be intangible and incomprehensive. The nature and duration of the change process also impacts how change is accepted. Both groups and individuals accept change more willingly when it is gradual and positive effects of the change process is observed after every small action."
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Individual and Group Counseling, 2002.
Analysis of the effectiveness of individual and group counseling for children of divorced or separated parents.
2,650 words (approx. 10.6 pages), 11 sources, £ 69.95
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Abstract
This paper presents an in-depth analysis of the effectiveness of individual counseling and group counseling in helping children who are experiencing divorce or separation in their families.
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Individuals and Groups in the Workplace, 2005.
A look at the dynamics of individuals and groups in the workplace.
1,575 words (approx. 6.3 pages), 12 sources, £ 43.95
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Abstract
This paper discusses the development of teams and the application of leadership in the process of getting a job as bank manager, noting how one's education to date serves in this process. Two dimensions are analyzed, teams and team-building and leadership. It notes how the two dimensions are clearly related, though how they are related may depend on the organization and the type of work involved as well as the capabilities of the people in the given organization.
From the Paper
"The goal is to gain a position as branch manager for XYZ Bank within three years, and an assessment of learning to date is in order. Two dimensions are to be analyzed, teams and team-building, and leadership. The two dimensions are clearly related, though how they are related may depend on the organization and the type of work involved as well as the capabilities of the people in the given organization. Developing those capabilities is a function of good leadership and the learning environment that is created. Work teams are structured around certain tasks and processes and should involve the creation of relatively autonomous teams that can take initiative and perform needed tasks without close supervision. "
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Changing Terrorist Group Structures, 2006.
This paper discusses the need to destroy the economic resources that are the base of terrorist organizations.
737 words (approx. 2.9 pages), 1 source, APA, £ 18.95
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Abstract
The paper examines how resources are needed to support terrorism, how terrorist groups are structured and some of the management problems encountered within the groups. The paper discusses James Adams' analysis of the financing of terrorism and concludes that in order to successfully dismantle large terrorist groups, their assets must be removed.
Outline:
Abstract
Introduction
Size and Length of Campaigns
Basic Organizational Structures of Terrorist Groups
Management Processes and Problems
Adam's Analysis of the Financing of Terrorism
Summary
From the Paper
"Across the globe specific terrorist groups have existed as forces to be reckoned with. Groups such as Hamas, the Irish Republic Army, and the Palestinian Liberation Organization have caused terror for decades. Reasons for this include the abundance of resources that these groups have available to them. These resources are required in various ways allowing them to flourish as organizations. Law enforcement must investigate terrorist financing in order to successfully dismantle terrorist organizations."
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In-groups and Out-groups, 2005.
Examines the difference between in-groups and out-groups.
690 words (approx. 2.8 pages), 2 sources, APA, £ 16.95
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Abstract
This paper looks at the difference between in-groups and out-groups and gives real life examples of working in each type of group. It explores issues of stereotyping, belonging and bias.
From the Paper
"If we see someone else as belonging to the same group we are in we tend to have a positive view towards them and give them preferential treatment ..."
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Effect of Group Composition on Group Dynamics, 2004.
It?s not just a matter of bringing a group of people together; the sorts of people brought together can change the sort of group constructed.
4,361 words (approx. 17.4 pages), 19 sources, MLA, £ 80.95
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Abstract
This essay examines how the composition of a group, whether for therapeutic or business reasons, affects the outcomes and group goals that can eventuate. The essay contends that group composition needs to be both homogeneous and heterogeneous enough to allow for group processes to occur, i.e. group stages, for the group dynamic to progress and group goals to be achieved.
From the Paper
"While it is true that a group is made up of individuals, and without those individuals there would be no group, it is quite impossible to judge the ?sort of group? that will eventuate from merely examining the ?sorts of people? that constitute it. Doing so would be like ?explain[ing] the shifting pattern of a kaleidoscope by taking the tube to pieces and listing the fragments found inside? (Thompson and Kahn, 1970: 12). Systems theorists have long posited, in opposition to individual psychological explanations of group behaviour, that when individuals ?merge into a group? something new is created? (Lewin, 1951: 57). This new entity, although comprised of individuals, is believed to be ?greater than the sum of its parts? and thus the dynamic that is created within the group is not directly attributed to any one individual but rather the unique interrelationship between those individuals and the force that this interrelationship has on group functioning."
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"Joining Together: Group Theory And Group Skills" ( D. W. Johnson and F. P. Johnson ), 2002.
Examines the pattern of ideas in this book on group dynamics.
675 words (approx. 2.7 pages), 1 source, £ 16.95
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Abstract
Examines the pattern of ideas in this book on group dynamics. Primacy of the group in individual life experience. Group theory applied to effective problem solving. Factors of effective communication, social interaction, cooperation and leadership. Idea that social interaction can function for good or ill. Dynamics of social interchange. Types of groups.
From the Paper
"This research examines the pattern of ideas in Joining Together: Group Theory & Group Skills by Johnson and Johnson, as well as the means by which the authors articulate their view of the primacy of group dynamics in individual life experience. The research will set forth the principal lines of thought in the text and then discuss the value of a solid grounding in group theory to the practice of effective problem solving via effective communication, social interaction, cooperation, and leadership.
Group theory cannot be understood apart from the concept of dynamics, i.e., that groups are living things, functioning as a consequence of communication and leadership (Johnson & Johnson, 2000, p. 38), and functioning in a continual state of change. Indeed, changing patterns of communication and leadership are the ..."
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Managing Organisational Change, 2003.
An overview of the strategies available to deal with managing change and the common problems associated with a change process.
3,675 words (approx. 14.7 pages), 11 sources, MLA, £ 71.95
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Abstract
This paper outlines the strategies available to deal with managing change, the common problems associated with a change process and how the FKI Logistex group has dealt with change in recent years. It looks at the manifestations of resistance to organisational change and strategies such as the planned approach and emergent approach in dealing with the change process. It also provides examples of how Logistex has changed recently and highlights how the company has dealt with its resistance to change in the form of better communications from top management and by implementing an internal change agent.
Outline
Executive Summary
Aim
Assignment Brief
Objectives
Introduction to change management
Introduction to FKI
Causes of Resistance to Organisational Change
Resistance to Change
Change Forces
Manifestations of Resistance to Change
TQM
Strategies
Planned Approach
Emergent Approach
Issues and Considerations When Managing Change
Change Agents
Company Politics
Continuous Change
Change within FKI Logistex
Conclusions
References
Bibliography
From the Paper
"External forces greatly influence the change in an organisation and are often the trigger for a change process. Some of the common external factors are economic, technological & social and political forces. All of these forces need to be analysed from whether it is a competitor?s new product pushing prices down and increasing competitiveness to the general trends of finance or the direction the government is taking the country and the tightening or relaxing of regulations. All of these forces require watching and acting upon when required."
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Case Simulation for Group Facilitation, 2004.
Presents a case simulation for group facilitation by individual group leader.
1,380 words (approx. 5.5 pages), 4 sources, APA, £ 33.95
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Abstract
The paper presents a case simulation for group facilitation by individual group leader. It looks at the key role played by leaders and facilitators in ensuring that the goals and objectives of the group are met.
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Change and Decision-Making, 2000.
An examination of change management, sources of resistance to change and advantages of group decision-making.
1,125 words (approx. 4.5 pages), 4 sources, £ 27.95
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From the Paper
"Finance and Accounting
The Just in Time system is often referred to as a management philosophy of doing business rather than a technique for improving efficiency. What are the difficulties that occur when a new system such as Just in Time is introduced to replace the traditional system emphasizing the areas of difficulty and the key issues that arise?
Change Management
Recognizing that resistance to change is sure to occur in most organizations, effective managers seek out such resistance, preferring to focus on issues that may not be underlying the problem rather than ignore conflicts in the making (Mariotti, 1998, p. 140). It is through confronting resistance to change that managers are able to demonstrate their concern for their employees, helping to..."
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Change Management, 1999.
Examines the need for, sources of and overcoming resistance to change, group decision making and employee participation,
1,350 words (approx. 5.4 pages), 4 sources, £ 33.95
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Abstract
As companies seek to become more flexible and better able to respond to changes in today's dynamic business environment, they are implementing change at a far faster rate than at any time in the past. While this dynamism may provide some level of competitive advantage, it can result in problems internally that companies find difficult to overcome. Management may recognize, for example, the need to implement or upgrade a computer system. Employees, on the other hand, may view the change as merely cosmetic and a change which takes away from their productivity as they learn the new system and go through training classes.
From the Paper
"Introduction
As companies seek to become more flexible and better able to respond to changes in today's dynamic business environment, they are implementing change at a far faster rate than at any time in the past. While this dynamism may provide some level of competitive advantage, it can result in problems internally that companies find difficult to overcome. Management may recognize, for example, the need to implement or upgrade a computer system. Employees, on the other hand, may view the change as merely cosmetic and a change which takes away from their productivity as they learn the new system and go through training classes. Resistance to change, if strong enough, can impede and even sabotage a company's move to success. This research examines the need for change management, issues which may cause resistance to change, and ways to ..."
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Change in Leadership / Management, 2007.
This paper examines the concept of change in the business context.
2,789 words (approx. 11.2 pages), 5 sources, APA, £ 58.95
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Abstract
In this article, the writer maintains that in a business organization, change can be one or more of these changes commonly occurring in organizations: adaptive, innovative, and radically innovative changes. The writer then proposes that the new system that the leadership of the changing world should adopt and implement would be receptive to change. Further, the writer explains that this would be a program that will truly allow employees to be open to change, with the provision, of course, that these changes will also be perceived as beneficial to individuals and groups concerned in the organization. Finally, the writer analyzes the changes in the nature of leadership as demonstrated in Peter Senge's work, "The Leader's New Work: Building Learning Organizations".
Outline:
A. The Concept of "change" in a Business Context
B. Conceptualization of a Simple System or Theory on Leadership of the Changing World
C. Analysis of "The Leader's New Work: Building Learning Organizations" by Peter Senge
Bibliography
From the Paper
"The first and most basic and common change in organizations, are adaptive changes. Adaptive changes are primarily influenced by technological innovations and administrative changes and re-organization. Technological innovations involve changes in the organization's daily operations with the introduction of automated activities and transactions. Though most technologies function independently, human intervention is still needed for these functions to run smoothly. Thus, employees will be affected by these changes, as they are "forced" to adapt to technological advancements, and learn how to operate these in order for their activities become easier and faster. Technological innovations are just one of the many manifestations of changes that explicitly demonstrate the complexity that change can do to the organization's culture and its members."
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China: The Individual vs. Society, 2008.
This paper discusses the Cultural Revolution of 1966-1976 in relation to Chinese society that always favoured the state or the society over the individual.
3,894 words (approx. 15.6 pages), 11 sources, MLA, £ 75.95
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Abstract
The paper illustrates how the Cultural Revolution showed continuity with the Chinese past, in that individuals were certainly expendable to the state in achieving group aims. The paper explains how Communist Chinese society would liquidate an educated, low middle class that posed no direct threat to the state or the position of Mao, but were convenient scapegoats for what Mao set out to achieve. Thus, the paper highlights how the individual did not matter at all; only the overall group objective.
Outline:
Introduction
The Unity of the People
Removing the Individual
Having the Answers
Mao as 'God'
Glorifying the Worker
The Cultural Revolution Generation
The Legacy of the Cultural Revolution
Concluding Discussion
From the Paper
"Chinese civilization has had repeated trouble in accommodating groups that are separate or somehow challenge centralized authority whose most recent form has been the government of the Chinese Communist Party (CCP). When Emily Honig described the Subei before and after the 1949 Revolution she referred to a very visible instance of Chinese inequality. (1992) Honig wrote that "the dominance of Subei people in unskilled, low-paying jobs may obscure the equally important aspect of the work experience of Subei people in Shanghai - many never entered the formal labour market at all, or worked outside it." (281)"
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Human Resource Innovation & Change Management, 2008.
An analysis of the change management strategies that were implemented organization-wide at Capital One Financial Corporation.
2,572 words (approx. 10.3 pages), 17 sources, APA, £ 54.95
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Abstract
The paper relates that human resource professionals are the bridge between management and employees whose primary concern is to make the workplace thrive for the benefit of both groups. The paper discusses an analysis of the change management strategies that were implemented organization-wide at Capital One Financial Corporation, with the roll out of their Future of Work program. This analysis highlights the need for human resource innovation as a key component of change management, and leads to the recommendation that human resources be an integral part of implementing change within an organization. In the paper, a background of the case is presented, followed by a change situation diagnosis. From these sections, recommendations for achieving change are then created.
Outline;
Executive Summary
Introduction to the Case Study
Change Situation Diagnosis
Recommendations for Achieving Change
From the Paper
"The only recommendation for the achievement of this continuing change would be the utilization of employees who have already made the switch to advocate for the program to others who were targeted for program roll out. Employees from other campuses, yet similar departments, may have unique insight into what areas was the most concern for them prior to implementation. They can also relate the benefits that they perceive as most valuable to their particular group. Actually hearing first hand experience from employees in a similar position may further decrease resistance to change and make continued roll out even smoother."
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