System for change at McDonnell Douglas
By: BROEDLING, Laurie A
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ArticlePublisher: 2000Subject(s): McDonnell Douglas | Organizational Change | Systems Theory | Defense Industry | USAHuman Resource Management International Digest 8, 2, p. 11-12Abstract: Human resource specialists can be comparatively isolated members of an organization. McDonnell Douglas Corporation has tried to improve its HRM though an integrated systems approach. This article looks at some of the positive aspects of the process as well as the difficulties practtioners face in turning fellow professionals away from a functional , "boxed-off" view of their position
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Human resource specialists can be comparatively isolated members of an organization. McDonnell Douglas Corporation has tried to improve its HRM though an integrated systems approach. This article looks at some of the positive aspects of the process as well as the difficulties practtioners face in turning fellow professionals away from a functional , "boxed-off" view of their position
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