Organisational Growth: Planned or Emergent Change
Change is very commonly used however very hard to define term. The purpose of the article is to give the insight into organisational growth as one of the change forms.
||Planed Change, Emergent Change, Organisational Growth, Growth Problems, Organisational Development
International Journal of Knowledge, Culture and Change Management, Volume 5, Issue 8, pp.1-8.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.929MB).
Doctor degree in Social Sciences (Organizational Psychology) at Vytautas Magnus University, Kaunas, Lithuania. The beginning of the career was in Vytautas Magnus University (Kaunas, Lithuanian) in 1993 with the responsibilities of the Administrator of the Pedagogical studies programmes. From 1996 to 1999, Project Manager in the Centre for Vocational Education and Research at Vytautas Magnus University. From 1999 to 2003, Vice-Director of the Centre for Vocational Education and Research at Vytautas Magnus University. From 2003 to 2004, National Seconded Expert (END) at the European Training Foundation (ETF) in Turin, Italy. From 2004 to present, Head of the Leadership and Organisational Behaviour Research Unit and Director for Change Management Programme at International School of Management (ISM). Since 1997, probation periods in Amsterdam Free University, The Netherlands; Uppsala University, Sweden; Heidelberg University, Germany; Sheffield University, England and other.
Juozas Granskas graduated from Applied Mathematics at Vilnius University.
From 1980 till 1989 worked as researcher in field of complex technical systems simulation and control. From 1989 worked as a lecturer, having administrative duties as a vice-dean in 1993-2000. From 2000 to present – lecturer at ISM, teaching Calculus, Finite Mathematics, Decision Support Methods and Financial Accounting.
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