Although various factors contribute to failed change, one of the key reasons for change failure is the inability of leaders to gain the trust of employees, to understand the interaction between their subordinates, and to convince them to support change and to commit the energy and effort necessary to implement it. The aims of this book are to establish theories in order to describe and explain how human behaviors and contexts interact dynamically in these changes, and manage change and justice by reducing inequalities, giving emphasis to distributive justice. In addition, the aim of this book is also for readers to better understand employees' perceptions of organizational justice by senior management which is particularly important during the organizational change because change cannot succeed without the acceptance and support from employees. Organizational Justice and Organizational Change: Managing by Love provides readers a theoretical understanding and recommendations for acting properly in an organization, forming a comprehensive tool and better enable practitioners to achieve management of change and justice in organizations. It will be of interest to researchers, academics, practitioners, and students in the fields of change management, organizational studies, leadership, and strategic management.
From 1976 to the beginning of the millennium—covering the quarter-century life span of this book and its predecessor—something remarkable has happened to market response research: it has become practice. Academics who teach in professional fields, like we do, dream of such things. Imagine the satisfaction of knowing that your work has been incorporated into the decision-making routine of brand managers, that category management relies on techniques you developed, that marketing management believes in something you struggled to establish in their minds. It’s not just us that we are talking about. This pride must be shared by all of the researchers who pioneered the simple concept that the determinants of sales could be found if someone just looked for them. Of course, economists had always studied demand. But the project of extending demand analysis would fall to marketing researchers, now called marketing scientists for good reason, who saw that in reality the marketing mix was more than price; it was advertising, sales force effort, distribution, promotion, and every other decision variable that potentially affected sales. The bibliography of this book supports the notion that the academic research in marketing led the way. The journey was difficult, sometimes halting, but ultimately market response research advanced and then insinuated itself into the fabric of modern management.
This chapter aims to describe methodologies and techniques for de-embedding device measurements from extrinsic measurements by characterizing the parasitic network surrounding the intrinsic device, through the use of a three-dimensional (3D) physical model of the network and its electromagnetic (EM) analysis. The electromagnetic behavior is obtained employing 3D EM solvers and internal ports. In the first part, the de-embedding processes for field-effect transistor (FET) devices to be used for monolithic microwave integrated circuit designs are studied by four different approaches; in the second part of this chapter, the de-embedding of FET devices for hybrid circuit design purposes is described.
With a farm of pigs as his abacus, Arthur Geisert uses elements of a search and count game to bring Roman numerals to life in this unintimidating math-concept book. First, the seven Roman numerals are equated with the correct number of piglets. Then the reader may practice counting other items—hot-air balloons, gopher holes, and more—as the remarkable adventure unfolds. (And yes, there are one thousand pigs in the etching for M!)
This 1991 book surveys research on gestures carried out from various perspectives: psycho- and sociolinguistic, ethological, social, cognitive, and developmental psychological, and neuropsychological.
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