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Playing the party game : (Record no. 38815)

000 -LEADER
fixed length control field 02315naa a2200325uu 4500
001 - CONTROL NUMBER
control field 1031614471937
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20240523062553.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 110316s2010 xx ||||gr |0|| 0 eng d
999 ## - SYSTEM CONTROL NUMBERS (KOHA)
Koha Dewey Subclass [OBSOLETE] PHL2MARC21 1.1
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title eng
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name RICHARDS, Debbie
9 (RLIN) 44221
245 10 - TITLE STATEMENT
Title Playing the party game :
Remainder of title musical careers
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. UK :
Name of publisher, distributor, etc. Emerald,
Date of publication, distribution, etc. 2010
520 3# - SUMMARY, ETC.
Summary, etc. Purpose – This paper seeks to understand whether significant senior management and structural changes within an Australian university is the result of learning or other influences and how these explain the impact of change on the careers of two individuals within the organisation.
520 3# - SUMMARY, ETC.
Summary, etc. Design/methodology/approach – The organisation and the changes are introduced followed by a microcase study of two individuals aspiring to the same position. The cause and effect of changes are considered from organisational learning, structural, political and emotional perspectives.
520 3# - SUMMARY, ETC.
Summary, etc. Findings – Organisational learning was not found to be the primary cause of the changes. (Re)structure was used to increase horizontal power and authority. Decision-making ranged from rational to emotional based on the strengths of one's political affiliations.
520 3# - SUMMARY, ETC.
Summary, etc. Research limitations/implications – Limitations exist by virtue of a restricted number of objects of interest being studied.
520 3# - SUMMARY, ETC.
Summary, etc. Practical implications – This paper seeks to challenge the individual to understand the dynamics within their organisation and to respond in a rational rather than emotional way to organisational change so that they can benefit from or at least learn from the changes at a personal level.
520 3# - SUMMARY, ETC.
Summary, etc. Originality/value – The paper considers a range of organisational perspectives and offers a general model of the relationships between structure, power, rationality, emotions, and the unitary v. pluralist views
590 ## - LOCAL NOTE (RLIN)
Local note Volume 17
590 ## - LOCAL NOTE (RLIN)
Local note Numbers 2-3
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
9 (RLIN) 12917
Topical term or geographic name entry element Liderança
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
9 (RLIN) 12540
Topical term or geographic name entry element Capacitação Profissional
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Pós-graduação
9 (RLIN) 12033
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Estudo de Caso
9 (RLIN) 11993
651 #4 - SUBJECT ADDED ENTRY--GEOGRAPHIC NAME
Geographic name Austrália
9 (RLIN) 12933
773 08 - HOST ITEM ENTRY
Title The Learning Organization
Related parts 17, 2-3, p. 124-132
Place, publisher, and date of publication UK : Emerald, 2010
International Standard Serial Number ISSN 09696474
Record control number
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Periódico
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20110316
Operator's initials, OID (RLIN) 1447^b
Cataloger's initials, CIN (RLIN) Daiane
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20110427
Operator's initials, OID (RLIN) 1618^b
Cataloger's initials, CIN (RLIN) Keicielle

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