Building a Collaborative Culture with Managed Feedback Loops and Cybernetics Theory: The PLDT Transition
Case study: building a collaborative organizational culture for a dynamic environment through Klein's (1989) feedback loops and cybernetic theory.
||Organizational Culture, Managed Feedback, Cybernetics
International Journal of Knowledge, Culture and Change Management, Volume 5, Issue 7, pp.1-12.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 2.002MB).
A registered HE practitioner and a world-class consultant, Dr Kelly has worked for three UK based universities and taught on degree programmes in Hong Kong and Singapore; similarly, he has consulted to 20 major companies spread throughout 17 countries worldwide. His work has involved progressing organizations at various stages of growth from start-ups to large mature global companies. Aware of a broad range of business issues, he has established two successful global consultancies. In that capacity he has been responsible for all stages and activities often associated with consultancy; from marketing (raising the company profile), through sales to deliverables. He has a Doctorate from Manchester University, where he lectured business students (MBA) studying information systems. Presently, he is a Senior Lecturer in Business Information Systems at Liverpool John Moores University. Dr Kelly was advisor to Asia's highest paid CEO, is Academic Advisor to the GSM Association and the lead examiner for Information Systems Risk with the Institute of Risk Managers.
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