...materials that complement use of Organization Development. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Organization Development: A Reader. It discusses the overall purpose and content of the book, the philosophy and central tenets that underpin it. PART 2 explores teaching with Organization Development. It contains chapter-by-chapter summaries and suggested ways to think about teaching various kinds and levels of OD and change courses. PART 3 provides a sample syllabus for a graduate-level change course, learning modules on consulting skills, teaching activities, and case suggestions. PART 4 summarizes sources for cases, films, videos, and other internet-based teaching materials. How to Use This Instructor’s Guide This instructor’s guide is designed to provide something for everyone...
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...on and is subject to many factors. The limitation of traditional approaches to tourism research has become evidently in many cases. These approaches have usually looked at a particular issue or issues of the whole tourism picture. As a result, it has become difficult to manage tourism toward sustainability. This paper provides an overview of the systems thinking approach and its application in the study of the tourism system in the Cat Ba Biosphere Reserve of Vietnam. This study shows that systems thinking has proved to be an effective and powerful tool to explain the complexities of the tourism system. It has helped to simplify, clarify and integrate isolated problems associated with the industry, and provided a mechanism for group learning and decision making to achieve desirable outcomes. The paper proposes systems thinking be used as an appropriate tool for sustainable tourism development. Key words: complexity, dynamics, sustainability, systems thinking, sustainable tourism development 1. INTRODUCTION In recent years, systems thinking (Jackson, 2003; K. Maani, E. & Cavana, 2007) has been widely applied in the development planning process by academics, scholars, managers, planners, and policy makers (Andrew & Petkov, 2003; Macadam, Vanasch, Hedley, & Pitt, 1995; Schianetz, et al., 2009; Winch, 1993). Systesms thinking is a scientific...
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...that aims to create it. AI textbooks define the field as "the study and design of intelligent agents"[1] where an intelligent agent is a system that perceives its environment and takes actions that maximize its chances of success.[2] John McCarthy, who coined the term in 1955,[3] defines it as "the science and engineering of making intelligent machines."[4] AI research is highly technical and specialized, deeply divided into subfields that often fail to communicate with each other.[5] Some of the division is due to social and cultural factors: subfields have grown up around particular institutions and the work of individual researchers. AI research is also divided by several technical issues. There are subfields which are focussed on the solution of specific problems, on one of several possible approaches, on the use of widely differing tools and towards the accomplishment of particular applications. The central problems of AI include such traits as reasoning, knowledge, planning, learning, communication, perception and the ability to move and manipulate objects.[6] General intelligence (or "strong AI") is still among the field's long term goals.[7] Currently popular approaches include statistical methods, computational intelligence and traditional symbolic AI. There are an enormous number of tools used in AI, including versions of search and mathematical optimization, logic, methods based on probability and economics, and many others. The field was founded on the claim that a central...
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...& Summary Computer system users, administrators, and designers usually have a goal of highest performance at lowest cost. Modeling and simulation of system design trade off is good preparation for design and engineering decisions in real world jobs. In this Web site we study computer systems modeling and simulation. We need a proper knowledge of both the techniques of simulation modeling and the simulated systems themselves. The scenario described above is but one situation where computer simulation can be effectively used. In addition to its use as a tool to better understand and optimize performance and/or reliability of systems, simulation is also extensively used to verify the correctness of designs. Most if not all digital integrated circuits manufactured today are first extensively simulated before they are manufactured to identify and correct design errors. Simulation early in the design cycle is important because the cost to repair mistakes increases dramatically the later in the product life cycle that the error is detected. Another important application of simulation is in developing "virtual environments" , e.g., for training. Analogous to the holodeck in the popular science-fiction television program Star Trek, simulations generate dynamic environments with which users can interact "as if they were really there." Such simulations are used extensively today to train military personnel for battlefield situations, at a fraction of the cost of running exercises involving...
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...globalDeveloping the Global Leader of Tomorrow SPONSORED BY Developing the global leader of tomorrow Contents I Overview of research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 I Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 I Chapter 1 Trends in the external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 I Chapter 2 The organisational response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 I Chapter 3 Implications for knowledge and skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 I Chapter 4 The performance gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 I Chapter 5 Sourcing and developing knowledge and skills . . . . . . . . . . . . . . . . . . . . 20 I Next steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 I Case examples Unilever . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Novo Nordisk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 BG Group . . . . . . . . ...
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...1 Auction Based Mechanisms for Electronic Procurement T. S. Chandrashekar, Y. Narahari, Charles H. Rosa, Devadatta Kulkarni, Jeffrey D. Tew, and Pankaj Dayama Abstract— This article reviews recent research and current art in the area of auction based mechanisms for electronic procurement. These mechanisms are becoming increasingly relevant in modern day e-procurement systems since they enable a promising way of automating negotiations with suppliers and achieving the ideal goals of procurement efficiency, cost minimization, and agent based deployment. The survey delineates different representative scenarios in e-procurement where auctions can be deployed and describes the conceptual and mathematical aspects of different categories of procurement auctions. We discuss three categories: (1) multi-unit auctions for a single homogeneous type of item; (2) combinatorial procurement auctions where the buyer seeks to procure a bundle of multiple items and the suppliers bid for subsets of the bundle; and (3) multi-attribute auctions where the procurement decisions transcend cost considerations alone, to take into account lead times, logistics costs, and other important attributes. In all three cases, the winner determination problem and the determination of payments turn out to be interesting and challenging combinatorial optimization problems. In our review, we present mathematical formulation of procurement scenarios under each category, bring out the challenge involved in solving...
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...International Series in Quantitative Marketing Min Ding Jehoshua Eliashberg Stefan Stremersch Editors Innovation and Marketing in the Pharmaceutical Industry Emerging Practices, Research, and Policies Chapter 3 Portfolio Management in New Drug Development Min Ding, Songting Dong, Jehoshua Eliashberg, and Arun Gopalakrishnan Abstract The pharmaceutical industry leads all industries in terms of R&D spend. Portfolio management in new drug development is extremely challenging due to long drug development cycles and high probabilities of failure. In 2010, a pharmaceutical company like GlaxoSmithKline (GSK) spent over USD 6 billion in R&D expenditure and managed a total of 147 R&D projects across 13 therapeutic areas in different stages of development. There are a lot of challenges in deciding on how to allocate resources to these projects in order to achieve the maximum returns. For example, how to evaluate the value and risk of each project, how to choose new projects for both short-term cash flow and long-term development, how to decide which projects to prioritize and which projects to remove from the portfolio, how to design drug development unit and incentive schemes to maximize the likelihood of success, and so forth. This chapter reviews both practice and the state-of-the-art research and summarizes the latest insights from both industry and academia. For a manager, it provides a guide to the tools they need in portfolio management in the new drug development...
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...Part IV Emerging and Integrating Perspectives January-2007 MAC/ADSM Page-213 1403_985928_17_cha14 January-2007 MAC/ADSM Page-214 1403_985928_17_cha14 CHAPTER 14 Complexity Perspective Jean Boulton and Peter Allen Basic principles The notion that the world is complex and uncertain and potentially fast-changing is much more readily acceptable as a statement of the obvious than it might have been 30 years ago when complexity science was born. This emerging worldview sits in contradistinction to the view of the world as predictable, linear, measurable and controllable, indeed mechanical; it is the so-called mechanical worldview which underpins many traditional approaches to strategy development and general management theory (see Mintzberg, 2002 for an overview). The complexity worldview presents a new, integrated picture of the behaviour of organisations, marketplaces, economies and political infrastructures; these are indeed complex systems as we will explain below. Some of these behaviours are recognised in other theories and other empirical work. Complexity theory is unique in deriving these concepts through the lens of a coherent, self-consistent scientific perspective whilst nevertheless applying it to everyday, practical problems. These key principles can be summarised here: There is more than one possible future This is a very profound point. We are willing to accept the future may be too complicated to know, but the notion...
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...Computers & Education 49 (2007) 3–18 www.elsevier.com/locate/compedu Web3D technologies in learning, education and training: Motivations, issues, opportunities Luca Chittaro *, Roberto Ranon HCI Laboratory, Department of Math and Computer Science, University of Udine, Via delle Scienze 206, 33100 Udine, Italy Abstract Web3D open standards allow the delivery of interactive 3D virtual learning environments through the Internet, reaching potentially large numbers of learners worldwide, at any time. This paper introduces the educational use of virtual reality based on Web3D technologies. After briefly presenting the main Web3D technologies, we summarize the pedagogical basis that motivate their exploitation in the context of education and highlight their interesting features. We outline the main positive and negative results obtained so far, and point out some of the current research directions. Ó 2005 Elsevier Ltd. All rights reserved. Keywords: Human–computer interface; Interactive learning environments; Multimedia/hypermedia systems; Programming and programming languages; Virtual reality 1. Introduction The use of virtual reality (VR) as an educational tool has been proposed and discussed by several authors (e.g., Helsel, 1992; Wickens, 1992; Winn, 1993). Virtual environments (VEs) offer the possibility to recreate the real world as it is or to create completely new worlds, providing experiences that can help people in understanding concepts as well as learning to perform...
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...NOTE: This PDF document has a handy set of “bookmarks” for it, which are accessible by pressing the Bookmarks tab on the left side of this window. ***************************************************** We are the last. The last generation to be unaugmented. The last generation to be intellectually alone. The last generation to be limited by our bodies. We are the first. The first generation to be augmented. The first generation to be intellectually together. The first generation to be limited only by our imaginations. We stand both before and after, balancing on the razor edge of the Event Horizon of the Singularity. That this sublime juxtapositional tautology has gone unnoticed until now is itself remarkable. We're so exquisitely privileged to be living in this time, to be born right on the precipice of the greatest paradigm shift in human history, the only thing that approaches the importance of that reality is finding like minds that realize the same, and being able to make some connection with them. If these books have influenced you the same way that they have us, we invite your contact at the email addresses listed below. Enjoy, Michael Beight, piman_314@yahoo.com Steven Reddell, cronyx@gmail.com Here are some new links that we’ve found interesting: KurzweilAI.net News articles, essays, and discussion on the latest topics in technology and accelerating intelligence. SingInst.org The Singularity Institute for Artificial Intelligence: think tank devoted to increasing...
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...International Journal of Hospitality Management 35 (2013) 225–236 Contents lists available at ScienceDirect International Journal of Hospitality Management journal homepage: www.elsevier.com/locate/ijhosman Employee performance outcomes and burnout following the presentation-of-self in customer-service contexts Catherine Prentice a,∗ , Po-Ju Chen b , Brian King c a b c Faculty of Business and Enterprise, Swinburne University, Melbourne, Victoria, Australia Rosen College of Hospitality Management, University of Central Florida, Florida, FL, USA SHTM, Hong Kong Polytechnic University, Hong Kong, Hong Kong a r t i c l e i n f o Keywords: Burnout Occupational commitment Emotional intelligence Emotional labour Organizational citizenship behaviour Task performance Moderation a b s t r a c t This study examines how emotional intelligence and occupational commitment have a moderating effect on the relationship between emotional labour and its potential outcomes. Two acting strategies reflect emotional labour, namely surface and deep acting, with burnout and performance as the prospective outcomes. Burnout is operationalized into emotional exhaustion, depersonalization and diminished personal achievement; whereas performance is operationalized into task performance and organizational citizenship behaviour (OCB). The study investigates employee responses from several tourism and hospitality organizations in Florida, USA. The results show that emotional...
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...Prisoner's Dilemma (Stanford Encyclopedia of Philosophy) 4/3/12 9:58 AM Open access to the SEP is made possible by a world-wide funding initiative. Please Read How You Can Help Keep the Encyclopedia Free Prisoner's Dilemma First published Thu Sep 4, 1997; substantive revision Mon Oct 22, 2007 Tanya and Cinque have been arrested for robbing the Hibernia Savings Bank and placed in separate isolation cells. Both care much more about their personal freedom than about the welfare of their accomplice. A clever prosecutor makes the following offer to each. “You may choose to confess or remain silent. If you confess and your accomplice remains silent I will drop all charges against you and use your testimony to ensure that your accomplice does serious time. Likewise, if your accomplice confesses while you remain silent, they will go free while you do the time. If you both confess I get two convictions, but I'll see to it that you both get early parole. If you both remain silent, I'll have to settle for token sentences on firearms possession charges. If you wish to confess, you must leave a note with the jailer before my return tomorrow morning.” The “dilemma” faced by the prisoners here is that, whatever the other does, each is better off confessing than remaining silent. But the outcome obtained when both confess is worse for each than the outcome they would have obtained had both remained silent. A common view is that the puzzle illustrates a conflict between individual and...
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...Systems Thinking: Managing Chaos and Complexity This Page Intentionally Left Blank Systems Thinking: Managing Chaos and Complexity A Platform for Designing Business Architecture SECOND EDITION Jamshid Gharajedaghi AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA 525 B Street, Suite 1900, San Diego, California 92101-4495, USA 84 Theobald's Road, London WC1X 8RR, UK This book is printed on acid-free paper. Copyright © 2006, Elsevier Inc. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, E-mail: permissions@elsevier.com. You may also complete your request on-line via the Elsevier homepage (http:/ /elsevier.com), by selecting “Support & Contact” then “Copyright and Permission” and then “Obtaining Permissions.” Library of Congress Cataloging-in-Publication Data Gharajedaghi, Jamshid. Systems thinking : managing chaos and complexity : a platform for designing business architecture...
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...machine metaphor (Paragraph 4.3.). The organism group focuses on the dynamic relationship of organization and environment and contains the organism metaphor and the flux and transformation metaphor (Paragraph 4.4.). The mind group (Paragraph 4.5.) contains two subgroups. The first mind subgroup concentrates on the relationship between the minds of persons and the organization as a social construct; it contains the brain metaphor, the culture metaphor, and the psychic prison metaphor. The second mind subgroup focuses on coordination mechanisms and power plays, and encompasses the political system metaphor and the instrument of domination metaphor. metaphor machine highlights efficiency, quality, and timeliness of production processes in a machine made up of interlocking parts attributes, structures, and development of organizations coping with their environments; evolutionary patterns in the interorganizational ecology the logic of change of organizations that dynamically and proactive adapt to an ecological environment effectiveness of information processing, problem solving and learning based on cognitive characteristics of...
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... School of Business Kenyatta University – 43844 Nairobi TABLE CONTENT Page 1. Change Management ………………………….……….……….. 1 2. Leadership ………………………………………...……….……. 52 3. Inter Group Behavior and Conflict ……………….………….… 124 4. Power and Organizational Politics...……………….……….…… 161 Table and Figure Contents 1. Acronym Tropics Test …………….……………………………... 7 2. Self-esteem, Performance and Stress …………………………….. 16 3. Self-esteem, Performance and Change ……………………….….. 16 4. Stability Zones …………………..……………………………….. 18 5. The Coping Cycle ……………..…………………………………. 21 6. Quality Management …………………………………………….. 26 7. Forces of Change ………………………………………. ..……... 32 8. Kinds of Organizational Change …………………………....……. 37 9. Dealing with Resistance to Change ……….………….……..…… 41 10. Methods of Overcoming Resistance to Change …………………. 43 11. Comparison Between Leadership and Management …………….. 57 12. Three Leadership Patterns, their Location in the Organization and Their Skill Requirements ……………………………….…… 61 13. Hersy and Blanchard’s Situational Leadership Model: Defining Maturity and Four Leadership Styles…………….…..… 65 14. Relationships in the LPC Contingency Mode ……………………. 69 15. Casual Relationship for Supportive Leadership on Subordinate Effort ……………………………………………………………... 74 16. Casual Relationship of Effects of Directive Leadership Behaviour on Subordinate Effort ……………………………………………. 76 17. Path-Goal of Leadership ………………………………………….. 77 18...
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