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161.
As a guide for how to select a new executive director, a family agency adopted the search committee process from higher education. The approach included clarifying agency goals and the director's qualifications, a board-staff screening, and interviews held jointly with public representatives before final board selection. 相似文献
162.
John W. Crandall 《Clinical Social Work Journal》1979,7(2):95-104
The aim of this paper is to widen the clinician's understanding of a narcissistic type, the solipsist (one alone with the self) who is treatable because he or she is the healthiest of narcissists yet a challenge to psychotherapy because the solipsist allows no one to be with him or her. Countertransference is discussed as a primary factor for the therapist to understand and control. The handling of the transference is seen as the key to therapeutic success and is illustrated by case examples. 相似文献
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Public Organization Review - 相似文献
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Application of software for manufacturing processes is one of the resolutions many enterprises have resorted to in the 21st century. This has been a result of increased complexity of products, globalization, rapid changes in technology and so on. The idea was that application of software especially for product development would increase the competitive advantage of industry nevertheless the irony has been that most of the investment in software has not achieved the expected results. We carry out a case study to introduce a methodology, the analytical network process as a multiattribute strategic decision making approach to help in the selection of appropriate software to suit the product development process of a particular product. 相似文献
168.
The impact and management of cognitive gap in high performance product development organizations 总被引:1,自引:0,他引:1
Kathryn W. Jablokow David E. Booth 《Journal of Engineering and Technology Management》2006,23(4):313-336
The close alignment of applied research and development units with manufacturing operational structures can provide excellent opportunities for maintaining robust product pipelines and reducing product development cycle times. Within such an integrated organizational model (IOM), however, lies a potentially disruptive psychological mechanism that can lead to the dissolution of this delicate partnership if it is not handled properly. This mechanism is cognitive gap, which can take several basic forms: first, as differences between the nature and difficulty of the problem at hand and the cognitive resources of the problem solvers tasked with its solution; and second, as differences between the cognitive abilities and approaches of the problem solvers themselves. In this paper, we define and discuss cognitive gap within the context of Kirton's Adaption-Innovation theory, a useful framework for understanding problem solving (and problem solvers) in general. Specific implications (both favourable and potentially destructive) of cognitive gaps for high performance product development organizations are discussed, and suggestions for their effective management are offered. 相似文献
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