| 000 -LEADER |
|---|
| fixed length control field |
04863nam a2200289uu 4500 |
| 001 - CONTROL NUMBER |
|---|
| control field |
6182 |
| 003 - CONTROL NUMBER IDENTIFIER |
|---|
| control field |
OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
|---|
| control field |
20190211154131.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
|---|
| fixed length control field |
020121s1998 xx ||||g| |0|| 0 eng d |
| 090 ## - LOCALLY ASSIGNED LC-TYPE CALL NUMBER (OCLC); LOCAL CALL NUMBER (RLIN) |
|---|
| Classification number (OCLC) (R) ; Classification number, CALL (RLIN) (NR) |
2.05 |
| Local cutter number (OCLC) ; Book number/undivided call number, CALL (RLIN) |
H723m |
| 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 |
HOLBECHE, Linda |
| 9 (RLIN) |
4877 |
| 245 10 - TITLE STATEMENT |
|---|
| Title |
Motivating people in lean organizations |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Place of publication, distribution, etc. |
Oxford : |
| Name of publisher, distributor, etc. |
Butterworth-Heinemann, |
| Date of publication, distribution, etc. |
1998 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
299 p. |
| 505 80 - FORMATTED CONTENTS NOTE |
|---|
| Title |
Introduction |
| -- |
What is a lean organization? |
| -- |
Lean organizations and the competitive environment |
| -- |
Lean organizations and society |
| -- |
What are the implications of lkean organizations for employees? |
| -- |
The challenge is how to make flat structures deliver on their promise |
| -- |
Do organizations understand what people find motivating? |
| -- |
The effect of lean organizations on employees |
| -- |
What seems to increase the negative effects of change on employees? |
| -- |
The effects of change over time |
| -- |
Winners and losers - or how people react to change |
| -- |
The search for balance |
| -- |
The paradoxes of flatter structures |
| -- |
Communications |
| -- |
Communications and the change process |
| -- |
Creating a climate for change |
| -- |
Attitudes to change |
| -- |
Creating a sense of urgency |
| -- |
Creating a compelling vision |
| -- |
Communicating the vision |
| -- |
Reinforcing the vision |
| -- |
Creating a new culture |
| -- |
Changing the way we work - the implications |
| -- |
Attitude surveys |
| -- |
A forum for communication |
| -- |
Use of information technology |
| -- |
Meetings |
| -- |
A positive work climate chcklist |
| -- |
Developing the organization through teamworking and leadership |
| -- |
Why teamwork? |
| -- |
Types of teams |
| -- |
Introducing teamworking |
| -- |
A team member's checklist |
| -- |
Why leadership? |
| -- |
What is leadership? |
| -- |
The qualities of leadership |
| -- |
The functions of leadership |
| -- |
What do leaders actually do? |
| -- |
Problems experienced by leaders |
| -- |
What will be required of leaders in the new millennium? |
| -- |
Introducing structure change - a strategic approach |
| -- |
Theory versus practice |
| -- |
Developing a team-based organization in a software company |
| -- |
Conclusion |
| -- |
The operations development project at thresher |
| -- |
The context |
| -- |
Operations development project objectives |
| -- |
Characteristics of the ODP |
| -- |
Benefits |
| -- |
Reinforcing change and caree development |
| -- |
Learning |
| -- |
Delayering an organization - a change agent's checklist |
| -- |
Introducing lean organizations: cross - cultural experienes |
| -- |
Organizational change in Asia-Pacific |
| -- |
General electric in Hungary |
| -- |
Motivating and retaining people - the role of the line manager and the human resource professional |
| -- |
Are managers an endangered species? |
| -- |
The big challenges: retaining and motivating people |
| -- |
How can line managers retain and motivate people? |
| -- |
Managing those who stay |
| -- |
The role of the human resource professional |
| -- |
Aligning business and HR strategies |
| -- |
The `new' human resource professional |
| -- |
The role of HR in career management |
| -- |
Changing roles |
| -- |
aAre roles really changing? |
| -- |
Generalist or specialist? |
| -- |
Adjusting to changing roles |
| -- |
Are people managing their own carrers |
| -- |
The new employee |
| -- |
The vital characteristics |
| -- |
Retaining new employees |
| -- |
New skills |
| -- |
Should organizations care about carrer management? |
| -- |
The return to growth? |
| -- |
The need for innovation |
| -- |
Corporate memory loss |
| -- |
Becoming the best employer |
| -- |
The challenge of the tryly strategic perspective |
| -- |
Does caring about employess make a difference to the bottom line? |
| -- |
(Changing) great expectations |
| -- |
Economic stability 1950s to 1980s |
| -- |
The `old' psychological contract - job security and vertical promotion |
| -- |
Times of change - 1980s to the present |
| -- |
The new psychological contract - employability and sideways development |
| -- |
Managing (great) expectations |
| -- |
The 'new contract' in practice |
| -- |
Career management - waht works in the new structures? |
| -- |
Conventional career management |
| -- |
Towards a new form of career management |
| -- |
Partner development in a consultancy |
| -- |
Helping people to help themselves |
| -- |
Job rotation in the financial services |
| -- |
Career management in sun microsystems, UK |
| -- |
Specialist or generalist career routes |
| -- |
Mobilizing development |
| -- |
Attitudes towards development |
| -- |
An antidote to plateauing? |
| -- |
Energizing the plateued performer |
| -- |
Strategies for motivating and developing employees |
| -- |
Conclusion - what is development |
| -- |
Supporting development |
| -- |
Why should organizations support development? |
| -- |
Organizational support for development |
| -- |
Effective delegation |
| -- |
Support from other people |
| -- |
Supporting development at standard life |
| -- |
Reward and recognition |
| -- |
Hierarchical pay schemes |
| -- |
Competence - based reward schemes |
| -- |
Job families |
| -- |
Team - based pay |
| -- |
Recognition |
| -- |
How to people want to be rewarded? |
| -- |
Conclusion |
| -- |
The future of lean organizations |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Gestão de Pessoas |
| 9 (RLIN) |
12017 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Motivacoes |
| 9 (RLIN) |
15654 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Comunicacao Interpessoal |
| 9 (RLIN) |
13230 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Mudanca Administrativa |
| 9 (RLIN) |
13119 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Instituicao de Administracao de Pessoal |
| 9 (RLIN) |
15893 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Carreira Administrativa |
| 9 (RLIN) |
12246 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Planejamento de Carreira |
| 9 (RLIN) |
15606 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| 9 (RLIN) |
12917 |
| Topical term or geographic name entry element |
Liderança |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Koha item type |
Livro Geral |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20020121 |
| Operator's initials, OID (RLIN) |
Chris |
| Cataloger's initials, CIN (RLIN) |
Chris |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20130515 |
| Operator's initials, OID (RLIN) |
0919^b |
| Cataloger's initials, CIN (RLIN) |
karina |
