Thèses sur le sujet « Organisational change »
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Apelt, Christina L. « Organisational change in public organisations ». Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.
Texte intégralKingswood, Martha. « Being organisationally changed : exploring with NHS professional staff the impact of organisational change ». Thesis, University of Essex, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.617078.
Texte intégralSiddieg, T. E. S. I. « Culture and organisational change in a major Sudanese organisation ». Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.
Texte intégralMia, Mohammad Badruddozza. « ICT-based information systems and organisational change in microfinance organisations ». Thesis, Open University, 2013. http://oro.open.ac.uk/54684/.
Texte intégralKyriakidou, Olympia. « Organisational identity and change : the dynamics of organisational transformation ». Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.
Texte intégralBin, Ali K. « Planned incrementialism in organisational change ». Thesis, Swansea University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.636096.
Texte intégralChetty, Trevlyn Albert. « Leadership sacrifice for organisational change ». Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29454.
Texte intégralDissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
Cao, Guangming. « Systems thinking and managing organisational change ». Thesis, University of Bedfordshire, 2001. http://hdl.handle.net/10547/293966.
Texte intégralCilliers, Barbara. « Coping with uncertainty during organisational change / ». St. Lucia, Qld, 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17364.pdf.
Texte intégralKaniadakis, Antonios. « The Agora of Techno-Organisational Change ». Thesis, University of Edinburgh, 2007. http://hdl.handle.net/1842/24754.
Texte intégralMcCallum, Mairi. « MOCHA : modelling organisational change using agents ». Thesis, University of Aberdeen, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.430394.
Texte intégralBeijer, Sofia, et Jeanette Gruen. « Employee Engagement During An Organisational Change ». Thesis, Stockholms universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-135262.
Texte intégralO'Loughlin, Bryan. « Safety culture during major organisational change ». Thesis, Aston University, 1998. http://publications.aston.ac.uk/13286/.
Texte intégralBedser, Mark Bernard. « An assessment of change readiness prior to significant organisational change ». Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1001870.
Texte intégralMcCafferty, Sara. « Managing change : using organisational change theory to understand organisational responses to health policy : a case study in commissioning ». Thesis, University of Newcastle upon Tyne, 2014. http://hdl.handle.net/10443/2462.
Texte intégralAzhar, Zubir Bin. « Organisational change, accounting change and situational logics : an intra-organisational analysis of reengineering in a Malaysian government-linked company ». Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/organisational-change-accounting-change-and-situational-logics-an-intraorganisational-analysis-of-reengineering-in-a-malaysian-governmentlinked-company(522daa1b-a3cc-4c70-bd68-ed3f174e6680).html.
Texte intégralTluchowska, Malgorzata. « Management of group processes during organisational change / ». [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17057.pdf.
Texte intégralRandle, Hanne. « A partnership approach : strategies for organisational change ». Licentiate thesis, Karlstad University, Faculty of Economic Sciences, Communication and IT, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-2409.
Texte intégralThe research described in this report aimed to describe “best practice” for partnership based work in the labor market in the steel and metal industry as a response to the process of restructuring in the European steel and metal sector. It is based on case studies at two companies manufacturing goods to a global market and presents how the blue-collar workers union has dealt with the management of organizational change in the steel and metal industry in Sweden. The results in this report show that both companies have been successful when it comes to responding to the restructuring in the steel and metal sector; however there are some differences. The author discusses the differences in the report and search for answers in the trade unions involvement in the change process. Trade unions that have a higher level of participation and a stronger influence on the management of organisational change are more successful in creating sustainable conditions for change - that means creating conditions that are good for their members.
Hanne Randle is working as a researches assistant at the R&D centre APeL in Lindesberg in Sweden and she is currently involved in two different research projects. The first project is to evaluate investments in the public sector to lower employee sick rates and the second is to take part in a transnational project with the ambition to develop a European standard for employee vocational training and education for the explosives sector.
Ratnasari, Gusti Ayu Indah. « A study of organisational change and corruption ». Thesis, University of York, 2016. http://etheses.whiterose.ac.uk/15604/.
Texte intégralBryant, Gerdina, et n/a. « Employee Perceptions of stress and organisational change ». University of Canberra. Education, 1995. http://erl.canberra.edu.au./public/adt-AUC20060619.154654.
Texte intégralStowell, Franklyn Arthur. « Change, organisational power and the metaphor 'commodity' ». Thesis, Lancaster University, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.330051.
Texte intégralShah, Naimatullah. « Determinants of employee readiness for organisational change ». Thesis, Brunel University, 2009. http://bura.brunel.ac.uk/handle/2438/4460.
Texte intégralEllis, Robert Keith. « Toward a systemic theory of organisational change ». Thesis, City University London, 2002. http://openaccess.city.ac.uk/7601/.
Texte intégralKeogh, Peter. « Discourse and the mechanisms of organisational change ». Thesis, Lancaster University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.429972.
Texte intégralEngelbrecht, David Johannes. « Progressive change management keys towards organisational effectiveness ». Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.
Texte intégralOrganisations find themselves in a challenging and changing environment. The focus of the study is to use the Marden diagnostic model of change management as a guide to transform organisations in order to meet competitive challenges of changing market conditions. The first half of the study underlines the need for organisations to stay in a mode of constant change. It explains the systems approach to organisational change that is prescribed by the Marden diagnostic model of change. The change process is initiated by focusing the organisation on a new strategy that will be the route map towards future prosperity. Various diagnostic tools are explored to discover the current position of the organisation. Intervention strategies are recommended to mobilize the organisation to move closer to the strategic vision. The latter half of the study deals with skills to manage the change process. These skills include consultation, leadership, teamwork, managing conflict, communication and negotiation. The study concludes with a practical framework that can be used by management to measure the success of the change process, and maintain momentum throughout the organisation.
Chowthee, Nishi Lalmanie. « The meaningfulness of coaching during organisational change ». Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/95626.
Texte intégralOn 1 April 2011, Vodacom (Pty) Ltd. underwent major transformation, which resulted in changes to the organisation's purpose, vision, strategies and culture. In changing to a purpose-based organisation and its commitment to being a learning organisation, a culture change is required in order for the organisation to meet its strategic objectives. Organisational change at this large scale can be difficult and unsettling and the transition to the new way of doing things requires hardwiring of new learning through awareness and action. Coaching, as a modern day management practice, is increasingly becoming an intervention of choice in organisations undergoing change and the current body of knowledge shows that coaching plays a vital role in the speed and transition of change during system-wide organisational change. Managers play a pivotal role in meeting the organisation's objectives by displaying and operationalizing the new behaviours required to bring Vodacom’s vision of a purpose-based organisation to life. Managers have to align their behaviours to the new culture and managers must be helped to fulfil their roles in creating a purpose-based organisation. This research study is important as the findings show that coaching created an awareness of the organisational changes and contributed in a meaningful way by accelerating the change in behaviours.
Carvalho, Oliveira Joao Pedro F. F. « Power and organisational change : a case study ». Thesis, University of Dundee, 2010. https://discovery.dundee.ac.uk/en/studentTheses/ee082d56-43de-4f97-abe6-d03824405a75.
Texte intégralManns, Helen. « The environmental manager as organisational change agent ». Thesis, Northumbria University, 2017. http://nrl.northumbria.ac.uk/36211/.
Texte intégralHirekhan, Manjusha. « Organisational receptivity for change : a multilevel theory ». Thesis, Aston University, 2017. http://publications.aston.ac.uk/37489/.
Texte intégralNicol, Paul W. « Scenario planning as an organisational change agent / ». Full text available, 2005. http://adt.curtin.edu.au/theses/available/adt-WCU20060327.164011.
Texte intégralDu, Plessis Johannes Jacobus. « Organisational change management in the IT department ». Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-08222008-121322.
Texte intégralNicol, Paul. « Scenario planning as an organisational change agent ». Thesis, Curtin University, 2005. http://hdl.handle.net/20.500.11937/2127.
Texte intégralNicol, Paul. « Scenario planning as an organisational change agent ». Curtin University of Technology, Graduate School of Business, 2005. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=16321.
Texte intégralChange of mind-set was not necessarily needed for a change of strategic direction, which could be explained using a political metaphor. However, for cultural change to be effected, there was a need for operatives to identify with it. It was concluded from this case that unless change and/or the change process were adapted to resonate with the world views of the operatives, it was unlikely it would become embedded in the organisation and may be resisted. Conceptual ecologies needed to be explored for this adaptation to occur.
Asquith, Andrew Richard. « Change management in local government : strategic change agents and organisational ownership ». Thesis, Birmingham City University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.385165.
Texte intégralMartin, Angela Jayne, et n/a. « Employee Adjustment During Organisational Change : The Role of Climate, Organisational Level and Occupation ». Griffith University. School of Applied Psychology (Health), 2002. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20031003.090413.
Texte intégralElsmore, Peter John Anthony. « The management of organisational change : an investigation into the realities of organisational cultures ». Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285918.
Texte intégralClifford, Nicholas R. « Organisational obstinacy and its effect on organisational change : a longitudinal action research approach ». Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/organisational-obstinacy-and-its-effect-on-organisational-change--a-longitudinal-action-research-approach(c774051f-d98d-4112-a5ce-9afb0b2f62a5).html.
Texte intégralMartin, Angela. « Employee Adjustment During Organisational Change : The Role of Climate, Organisational Level and Occupation ». Thesis, Griffith University, 2002. http://hdl.handle.net/10072/367952.
Texte intégralThesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Applied Psychology (Health)
Full Text
Van, der Rede Liesl. « Sensemaking and organisational storytelling ». Thesis, Link to the online version, 2007. https://etd.sun.ac.za/jspui/handle/10019/475.
Texte intégralPatel, Talhah. « Factors leading to successful organisational change outcomes : an in-depth study of organisational change at a large South African manufacturer ». Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79635.
Texte intégralMini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
Dlova, Babalwa Peggy. « Influence of change on organisational culture in a private healthcare organisation of South Africa ». Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020855.
Texte intégralGunn, Natalie Isabella. « Staff evaluation of organisational context and change process : implications for managing change / ». [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20091.pdf.
Texte intégralPollack, S. E. « The individual experience of change : Towards a theory for evaluating organisational change ». Thesis, Henley Business School, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.381524.
Texte intégralVo, Hong Nga, et vohongnga@hotmail com. « Nexus between organisational culture and IT implementation in Vietnamese organisations : a doctoral thesis ». Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20060605.150040.
Texte intégralChu, Catherine. « E-business and organisational change : a structurational analysis ». Thesis, London School of Economics and Political Science (University of London), 2004. http://etheses.lse.ac.uk/1817/.
Texte intégralFletcher, Denise E. « Organisational networking, strategic change and the family business ». Thesis, Nottingham Trent University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.245635.
Texte intégralRaimond, Paul. « Using the strategic planning process for organisational change ». Thesis, University of Bath, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.280432.
Texte intégralDavis, Ann. « Job values and expressed attitudes to organisational change ». Thesis, University of Nottingham, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.334520.
Texte intégralHaughton, Cameron Ruthline Elorine. « Organisational leadership and change in an urban institution ». Thesis, University of Sheffield, 2016. http://etheses.whiterose.ac.uk/19597/.
Texte intégralMyburgh, Ras. « Designing an organisational change programme for Iscor Mining ». Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51675.
Texte intégralIscor Mining is facing key challenges due to the intensification of international market competition, deteriorating commodity prices and escalating input costs. Its parastatal history and protected environment during the years of isolation, was not a conducive environment for the development of a high performance organisation. Iscor management recognised this challenge and embarked on a programme to kick-start improvement on all its operating units. This programme delivered on expectations, but signs of weaknesses in the organisation's ability to sustain the improvements were starting to emerge. The potential for further improvements were shown to be far more than anticipated, however the organisation was limited by cultural and leadership issues in its ability to turn the identified performance improvement potential into business results and shareholder value. The existing organisational capabilities were evaluated for its potential to unlock the identified value against a chosen management model, and the areas of biggest concerns identified were in leadership behaviour, business process design and organisation culture. The biggest gaps in organisational capabilities were shown to exist in areas of leadership, core business process design and organisational culture issues. Thirteen actions for change is proposed to close the identified gaps.