|
|
|
|
| LEADER |
00000cam a2200000 7i4500 |
| 001 |
0000029306 |
| 005 |
20111201.0 |
| 008 |
111201s2003 |
| 020 |
0 |
0 |
|a 9679933849
|
| 040 |
|
|
|a JPA
|
| 082 |
|
|
|a 354
|
| 090 |
0 |
0 |
|a 354
|b LEA
|
| 245 |
0 |
0 |
|a Leading change in public agencies :
|b cases from developing countries
|c editors Zulkurnain Hj. Awang, 1950
|
| 260 |
0 |
0 |
|a Kuala Lumpur :
|b INTAN ,
|c 2003
|
| 300 |
|
|
|a xi, 187 ;
|c 29cm.
|
| 504 |
0 |
0 |
|a The common theme in all cases focuses on change. The pace of change in our countries is rapid, and increasing in speed. Increasingly, a key management responsibility is initiate change in response to changes in the world outside the organisation. Thus, we see a civil service consultant developing a plan that addresses a Singapore government ministry's training problems ( Case 4) and a chief executive officer working with a consultant to implement a culture change programme in this organisation ( case 1) But managers also have a react to change over which they have little control. The skill of responding to unpredictable events is one that many of the managers have had to practice in these cases. Whether is responding to a water shortage in Malaysia (case 9), or an allegation of sexual harassment in Tonga ( case 10), such events demand a fast, flexible yet skilful response
|
| 650 |
0 |
0 |
|a Civil service
|x cases studies
|
| 650 |
0 |
0 |
|a public administration
|x case studies
|
| 700 |
0 |
0 |
|a Lee Meng Foon
|
| 700 |
0 |
0 |
|a Zulkurnain Hj. Awang
|
| 999 |
|
|
|a B000014309
|b MONOGRAPH
|c OPEN SHELF
|e Default branch
|