'Douglas mcgregor' diaporamas de présentation

A Diamond in the Rough

833 views • 70 slides

Organize for Complexity, part I II - Special Edition Paper

693 views • 64 slides

Bye-bye Management! Why management is dispensable & how leadership for high performance really works today. Keynote by N

Slides from keynote presentation at GISMA, Hannover/Germany, on 6 February 2012. Oranized by Annegret Zurawski, GISMA

626 views • 59 slides

Making Performance Management Work.

Make it real!. Making Performance Management Work. From fixed to relative performance contracts, and towards simple, ethical and empowering ways of dealing with performance (Why your performance management systems have to change. And how you should approach this).

570 views • 37 slides

Organize for Complexity, part I (BetaCodex12)

12th white paper of the BetaCodex Network, www.betacodex.org. See also the 2nd part of this white paper. Illustrations by Pia Steinmann

347 views • 32 slides

Pioneering ideas in management

Pioneering ideas in management. 2. Ridel A. Management theories. Preclassical contributors. Classical viewpoint. Behavioral viewpoint. Quantitative viewpoint. Contemporary viewpoint. Scientific management. Early behaviorist. Management science. System theories. Bureaucratic management.

688 views • 31 slides

Pioneering ideas in management

Pioneering ideas in management. 2. Ridel A. Management theories. Preclassical contributors. Classical viewpoint. Behavioral viewpoint. Quantitative viewpoint. Contemporary viewpoint. Scientific management. Early behaviorist. Management science. System theories. Bureaucratic management.

326 views • 31 slides

Evolution of Management Theory Part 1 Famous People Encyclopedia of Management

799 views • 28 slides

1.5k views • 24 slides

Douglas McGregor - CV

923 views • 23 slides

Un-Leadership - keynote by Niels Pflaeging at the "Rediscover Heart" conference (Seoul/KR)

249 views • 17 slides

Theory X and Theory Y

Theory X and Theory Y. Theory X. Theory Y. The assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to perform. The assumption that employees like work, are creative, seek responsibility and can exercise self-direction. Overview:

515 views • 2 slides