| LDR | | 05386cmm uu200553Mu 4500 |
| 001 | | 000000303049 |
| 005 | | 20230519172423 |
| 006 | | m o d |
| 007 | | cr cnu---unuuu |
| 008 | | 141004s2014 enk o 000 0 eng d |
| 019 | |
▼a 894223175 |
| 020 | |
▼a 9780749471446
▼q electronic bk. |
| 020 | |
▼a 0749471441
▼q electronic bk. |
| 020 | |
▼z 9780749471439 |
| 035 | |
▼a (OCoLC)892244571
▼z (OCoLC)894223175 |
| 037 | |
▼a CL0500000497
▼b Safari Books Online |
| 040 | |
▼a EBLCP
▼b eng
▼c EBLCP
▼d YDXCP
▼d OCLCO
▼d E7B
▼d N$T
▼d UMI
▼d 248032 |
| 049 | |
▼a K4RA |
| 050 | 4 |
▼a HF5549.5.M63
▼b R933 2014 |
| 072 | 7 |
▼a PSY
▼x 031000
▼2 bisacsh |
| 082 | 04 |
▼a 302.3/5
▼2 23 |
| 100 | 1 |
▼a Ryde, Robin. |
| 245 | 10 |
▼a Creating Authentic Organizations
▼h [electronic resource] :
▼b Bringing Meaning and Engagement Back to Work. |
| 260 | |
▼a London :
▼b Kogan Page,
▼c 2014. |
| 300 | |
▼a 1 online resource (210 p.) |
| 500 | |
▼a Description based upon print version of record. |
| 500 | |
▼a Observations and interpretation of diagnostic results |
| 504 | |
▼a Includes bibliographical references and index. |
| 505 | 0 |
▼a Cover; Title; Copyright; Contents; Preface; Acknowledgements; 1 The building blocks of authenticity: A summary for busy people; Work and authenticity matters; The shifting shape of work; The division of the self; The value of authenticity; The greatest driver of authenticity: The Freedoms and Authenticity model; The Freedom to Operate; The Freedom to Speak; The Freedom to Actualize; The management task; A final nudge in the right direction; Notes; 2 Solomon's solution; Work in the Hand; Travelling to work; Mass production, productivity and being fined for whistling on the job |
| 505 | 8 |
▼a Getting serious about efficiencyAll change; Work in the Head; Caught in a double bind; The duality of life as an employee; Emotional labour; The cost of stress; The work-life balance experiment; Authenticity is both the problem and the solution; Notes; 3 A design for workplace authenticity; Important guiding forces; The philosophical position that we take; Notes; 4 The first freedom: The freedom to operate; Definition and dimensions; Benefits of the Freedom to Operate; The Absolute Freedom to Operate and Residual Freedom to Operate; Individual and group level Freedom to Operate |
| 505 | 8 |
▼a Where ideas might come from in exercising the Freedom to OperateDimensions of improvement; The power of 'reintegrated thinking'; Comparisons near and far; Key questions to help develop your Freedom to Operate (F2O); Notes; 5 The second freedom: The freedom to speak; Talk and the intended domain of value creation (IDVC); Releasing the benefits of the Freedom to Speak; Reducing deference within the organization; Removing a 'parent-child' mindset from the organization; Reducing 'deficit thinking' in the organization |
| 505 | 8 |
▼a Minimizing technical and corporate language that excludes and disables conversationBringing background issues into the foreground of conversation; The value of discourse across multiple fora and platforms; The opportunity offered by everyday conversational tools and techniques; Key questions to help develop your Freedom to Speak (F2S); Notes; 6 The third freedom: The freedom to actualize; Benefits of the Freedom to Actualize; Considering ways 'to be': Self-expression; Considering ways 'to be': Fit and alignment; Considering ways 'to be': Keeping in flow |
| 505 | 8 |
▼a Considering ways 'to be': The distorting effects of defensiveness and self-protectivenessConsidering ways 'to discover and to imagine': Raising self-awareness; Considering ways 'to be': Finding and constructing meaning; Considering ways 'to become': Moving to action; Considering ways 'to become': A dynamic process; Considering ways 'to become': Transcending the ego; Key questions to help develop your Freedom to Actualize (F2A); Notes; 7 Assessing authenticity and freedoms: A self-completion diagnostic; Recognizing authenticity at an individual level |
| 520 | |
▼a In the complex and global economy it''s more important than ever that we recognize and respond to the need for employees to bring their authentic selves to work. Doing so can mean increased innovation, productivity, more thoughtful risk taking, a sense of responsibility and increased adaptiveness to change.Creating Authentic Organizations works beyond the limited remit of authentic leadership and shows how this concept can and should be applied to your workforce. With simple and powerful models and strategies it will show you how to ensure more authentic dialogue, both between employees to dis. |
| 650 | 0 |
▼a Employee motivation. |
| 650 | 0 |
▼a Employees
▼x Attitudes. |
| 650 | 0 |
▼a Organizational behavior. |
| 650 | 0 |
▼a Communication in management. |
| 650 | 0 |
▼a Corporate culture. |
| 650 | 7 |
▼a PSYCHOLOGY / Social Psychology.
▼2 bisacsh |
| 655 | 4 |
▼a Electronic books. |
| 655 | 0 |
▼a Electronic books. |
| 700 | 1 |
▼a Sofianos, Lisa. |
| 776 | 08 |
▼i Print version:
▼a Ryde, Robin
▼t Creating Authentic Organizations : Bringing Meaning and Engagement Back to Work
▼d London : Kogan Page,c2014
▼z 9780749471439 |
| 856 | 40 |
▼3 EBSCOhost
▼u http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=856025 |
| 938 | |
▼a EBL - Ebook Library
▼b EBLB
▼n EBL1801850 |
| 938 | |
▼a YBP Library Services
▼b YANK
▼n 12097426 |
| 938 | |
▼a ebrary
▼b EBRY
▼n ebr10944086 |
| 938 | |
▼a EBSCOhost
▼b EBSC
▼n 856025 |
| 990 | |
▼a 관리자 |