Titlebook: Organizational Innovation; Studies of Program C Howard B. Kaplan Book 2003 Kluwer Academic / Plenum Publishers, New York 2003 Change.innova

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Executive Director Role Behavior and the Implementation of Program Change,tion of program change for a number of reasons. Among the reasons for regarding the executive director as occupying an especially strategic position with regard to program change is the fact that by the very nature of the administrative process in formal organizations, the executive director possess

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acrimony

Job Satisfaction and the Implementation of Program Change in Community Agencies,mentation of program change in community welfare agencies. A number of studies have identified various sources of job satisfaction Wherry (1958) identified working conditions, financial rewards, supervision, management, and personal development reward factors. Among the factors of job satisfactions

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sed-rate

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Executive Director Perceptions of the Board and Implementation of Program Change,e ultimate arbiter of which program changes will be implemented. Second, and perhaps of greater importance, the way in which the agency director perceives his board as operating will affect his own behavior regarding suggestions for program changes.

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Job Satisfaction and the Implementation of Program Change in Community Agencies,ified working conditions, financial rewards, supervision, management, and personal development reward factors. Among the factors of job satisfactions derived in a study by Roach (1958) were pride in company, attitudes toward supervision,satisfaction with development and progress, and satisfaction with workload and pressure.

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Book 2003governance of most organizations. Determining the changes needed in an organization is less difficult than determining how to make the changes work. This volume is the result of a three-year study that investigated the factors associated with the implementation of program changes in a nonprofit comm