in short-term group psychotherapy. Group Dynamics: Theory, Research, and Practice, 8, 3-12. Abraham, A. (1973a). Group tensions as measured by configurations of different self and transself aspects. Group Process, 5, 71-89. Abraham, A. (1973b). A model for exploring intra and interindividual processes in groups. International Journal of Group Psychotherapy, 23, 3-22. Abraham, A. (1974-1975). Processes in groups. Bulletin de Psychogie, 28, 746-758. Abraham, A., Geffroy, Y., & Ancelin-Schutzenberger
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by Bundesbank will promote sustainability. This should influence banks in the EU to become more sustainable and reduce or even remove future risks from economic bubbles. In order for Bundesbank to implement change, this report will use the change models to describe how the bank can tackle internal and external issues as result of the governmental pressure for policy change. CHAPTER 1: REASON FOR CHANGE According to Dean and Linda Anderson, organization change is catalyzed by a number
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The Leadership Quarterly 22 (2011) 121–131 Contents lists available at ScienceDirect The Leadership Quarterly j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / l e a q u a Do transformational leaders enhance their followers' daily work engagement? Maria Tims ⁎, Arnold B. Bakker, Despoina Xanthopoulou Erasmus University Rotterdam, Institute of Psychology, Department of Work and Organizational Psychology, Rotterdam, The Netherlands a r t i c l e i n f o
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Moving Anywhere Community College into Distance Education Rachelle Harris ED: 7212 Administration and Leadership of Distance Education Programs Moving Anywhere Community College into Distance Education Colleges increasingly have to compete for students, and Anywhere Community College has to compete with institutions that are continuously on the move to make their programs more attractive to students. These learners include a new bread of students, and they students who are looking to
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ever-changing. The most valuable contributor to a project may turn out to be someone you don’t even know. Leaders aren’t appointed or anointed by management; they’re recognized by the community based on the perceived strength of their contributions. Leadership is dynamic and changes during the lifetime of a project; the way forward is often determined by project role, skill and circumstance. However, many companies are having difficulty adapting to the newly dynamic workstyle and continue to rely on old-fashioned
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The Strategy Concept I: Five Ps for Strategy* Human nature insists on a definition for every concept. The field of strategic management cannot afford to rely on a single definition of strategy, indeed the word has long been used implicitly in different ways even if it has traditionally been defined formally in only one. Explicit recognition of multiple definitions can help practitioners and researchers alike to maneuver through this difficult field. Accordingly, this article presents five definitions
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COLLABORATION THE NECESSARY EVIL AT THE WORK PLACE School of Management Leadership and Organizational Behavior Abstract The purpose of this research is to showcase the necessity of collaboration at the work place. The nature of collaboration needed among different components of the work place, leading to high job satisfactions and increased productivity. I will also go into details on the other benefits that can be realized when these work units collaborate among each other. The company
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DLP Leaders, Elites and Coalitions Policy and Practice for Developmental DEVELOPMENTAL LEADERSHIP PROGRAM Background Paper 04 Conceptions of Leadership Heather Lyne de Ver March 2009 www.dlprog.org DLP Leaders, Elites and Coalitions Policy and Practice for Developmental DEVELOPMENTAL LEADERSHIP PROGRAM The Developmental Leadership Program (DLP) is an international policy initiative informed by targeted research and directed by an independent steering committee
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ASN Program Description Mission and Goals Our Mission Trinity College of Nursing and Health Sciences provides a quality higher learning environment preparing competent practitioners for health-care professions. Continuous quality improvement guides the educational process as students prepare to deliver culturally congruent health care, perform as responsible citizens within the global community and seek avenues for life-long learning. Our Goals Program goals for each department in the College
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Corporate strategy: 10 Task 3.1.2 Competitive strategy: 10 Task 3.1.3 Functional strategy: 11 Task 3.2 Appropriate future strategy for Tesco: 11 Task 3.2.1 Continuous investment in strong UK business: 11 Task 3.2.2 Foundation of multichannel leadership: 12 Task 3.2.3 Adopting international growth in a disciplined way: 12 Task 4 Implementation of a strategy: 13 Task 4.1 Roles and responsibilities for strategy implementation: 13 Task 4.2 Evaluation of resource requirements to implement a
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