Bahan tayang koordinasi dan kolaborasi Diklatpim IV pola baruIndra Riswadinata
Silahkan di download untuk mendapatkan inspirasi. Karena berbagi selalu menginspirasi. Bahan Tayang Materi Diklatpim IV dan Diklat Prajabatan sillahkan sms
Bahan tayang koordinasi dan kolaborasi Diklatpim IV pola baruIndra Riswadinata
Silahkan di download untuk mendapatkan inspirasi. Karena berbagi selalu menginspirasi. Bahan Tayang Materi Diklatpim IV dan Diklat Prajabatan sillahkan sms
05 Kepemimpinan Transformasional RLA XIII (Dr. Haryanto, M.Pd & Dr. Dewi Wahy...Massaputro Delly TP
Mata Pelatihan ini membekali peserta dengan kompetensi kepemimpinan transformasional yaitu kemampuan dalam memimpin inovasi melalui pembelajaran menghargai harkat dan martabat manusia, peningkatan mutu pelayanan, menunjukkan kesadaran diri terhadap kekuatan karakter dan kebajikan (virtues) yang dimilikinya, mengenali peluang dan ancaman perubahan lingkungan strategis, dan mengenali langkahlangkah yang tepat untuk memunculkan potensi inovatif suatu organisasi. Pembelajaran dilaksanakan dengan menggunakan metode, berbagi pengalaman, studi kasus, diskusi interaktif, dan games. Keberhasilan peserta dinilai dari kemampuannya menunjukkan kemampuan berinovasi.
#RLA Angkatan XIII
Materi Training esq, training motivasi, Training kepemimpinan - Aditya 087888...ESQ Leadership Center
Aditya - 087-888-765-439 | Training ESQ bermula dari sebuah buku yang ditulis oleh DR. H. C Ary Ginanjar Agustian, kemudian bertransformasi menjadi sebuah pelatihan sumber daya manusia. Berdiri sejak 16 Mei 2000, ESQ LC kini telah menjadi salah satu lembaga pelatihan terbesar di Indonesia dengan alumni sebanyak 1.2 juta orang dengan 7962 event.
Selama 10 tahun pertama ESQ melakukan personal transformation atau perubahan karakter individu melalui penggabungan 3 potensi manusia yaitu kecerdasan intelektual, emosional, dan spiritual.
Terselenggara hampir di seluruh provinsi di Indonesia juga mancanegara seperti Malaysia, Brunei, Singapura, Belanda, Amerika Serikat, Helsinski, Bangkok, Madrid.
Mulai tahun ke 11 ESQ bergerak pada pembangunan kultur atau budaya perusahaan dengan meluncurkan ACT (Accelerated Culture Transformation) Consulting yang membantu lembaga atau korporasi untuk melakukan pembangunan budaya.
Kami juga memberikan kelas In House untuk korporasi/organisasi, dengan materi yang dapat “customize” sesuai dengan misi, visi dan nilai serta makna yang ingin ditanamkan.
03 Kepemimpinan Sinergistik RLA XIII. (DR. Haryanto, M.Pd)Massaputro Delly TP
Mata Pelatihan ini membekali peserta dengan kemampuan menunjukkan kepemimpinan sinergistik yaitu kemampuan melakukan perubahan secara bersama-sama dengan berbagai pihak terkait dengan menghasilkan aksi yang saling menguatkan untuk mengatasi masalah, melalui pembelajaran kerjasama dalam kepemimpinan birokrasi, konsep kepemimpinan inklusif dan sinergistik; dan penerapan kepemimpinan inklusif dan sinergistik.
Pembelajaran dilaksanakan dengan menggunakan metode ceramah, berbagi pengalaman, diskusi interaktif, dan self assessment. Keberhasilan peserta dinilai dari kemampuannya menunjukkan perilaku mampu bekerjasama tim untuk mengatasi masalah.
#RLA Angkatan XIII
Model mental adalah gambaran internal yang mendalam tentang bagaimana dunia bekerja, gambar yang membatasi kita pada cara berpikir dan bertindak yang wajar. Seringkali kita tidak sadar akan model mental kita atau efek yang dimiliki model mental terhadap perilaku kita.
05 Kepemimpinan Transformasional RLA XIII (Dr. Haryanto, M.Pd & Dr. Dewi Wahy...Massaputro Delly TP
Mata Pelatihan ini membekali peserta dengan kompetensi kepemimpinan transformasional yaitu kemampuan dalam memimpin inovasi melalui pembelajaran menghargai harkat dan martabat manusia, peningkatan mutu pelayanan, menunjukkan kesadaran diri terhadap kekuatan karakter dan kebajikan (virtues) yang dimilikinya, mengenali peluang dan ancaman perubahan lingkungan strategis, dan mengenali langkahlangkah yang tepat untuk memunculkan potensi inovatif suatu organisasi. Pembelajaran dilaksanakan dengan menggunakan metode, berbagi pengalaman, studi kasus, diskusi interaktif, dan games. Keberhasilan peserta dinilai dari kemampuannya menunjukkan kemampuan berinovasi.
#RLA Angkatan XIII
Materi Training esq, training motivasi, Training kepemimpinan - Aditya 087888...ESQ Leadership Center
Aditya - 087-888-765-439 | Training ESQ bermula dari sebuah buku yang ditulis oleh DR. H. C Ary Ginanjar Agustian, kemudian bertransformasi menjadi sebuah pelatihan sumber daya manusia. Berdiri sejak 16 Mei 2000, ESQ LC kini telah menjadi salah satu lembaga pelatihan terbesar di Indonesia dengan alumni sebanyak 1.2 juta orang dengan 7962 event.
Selama 10 tahun pertama ESQ melakukan personal transformation atau perubahan karakter individu melalui penggabungan 3 potensi manusia yaitu kecerdasan intelektual, emosional, dan spiritual.
Terselenggara hampir di seluruh provinsi di Indonesia juga mancanegara seperti Malaysia, Brunei, Singapura, Belanda, Amerika Serikat, Helsinski, Bangkok, Madrid.
Mulai tahun ke 11 ESQ bergerak pada pembangunan kultur atau budaya perusahaan dengan meluncurkan ACT (Accelerated Culture Transformation) Consulting yang membantu lembaga atau korporasi untuk melakukan pembangunan budaya.
Kami juga memberikan kelas In House untuk korporasi/organisasi, dengan materi yang dapat “customize” sesuai dengan misi, visi dan nilai serta makna yang ingin ditanamkan.
03 Kepemimpinan Sinergistik RLA XIII. (DR. Haryanto, M.Pd)Massaputro Delly TP
Mata Pelatihan ini membekali peserta dengan kemampuan menunjukkan kepemimpinan sinergistik yaitu kemampuan melakukan perubahan secara bersama-sama dengan berbagai pihak terkait dengan menghasilkan aksi yang saling menguatkan untuk mengatasi masalah, melalui pembelajaran kerjasama dalam kepemimpinan birokrasi, konsep kepemimpinan inklusif dan sinergistik; dan penerapan kepemimpinan inklusif dan sinergistik.
Pembelajaran dilaksanakan dengan menggunakan metode ceramah, berbagi pengalaman, diskusi interaktif, dan self assessment. Keberhasilan peserta dinilai dari kemampuannya menunjukkan perilaku mampu bekerjasama tim untuk mengatasi masalah.
#RLA Angkatan XIII
Model mental adalah gambaran internal yang mendalam tentang bagaimana dunia bekerja, gambar yang membatasi kita pada cara berpikir dan bertindak yang wajar. Seringkali kita tidak sadar akan model mental kita atau efek yang dimiliki model mental terhadap perilaku kita.
Suplemets for micro, small and medium business enterprisesSetiono Winardi
The President's briefing, Mr. Ir.H. Joko Widodo to the Cabinet Work that does not have the performance in improving the economy, especially in the micro, small and medium (MMS) sector, where the impact of the economic decline felt by the middle and lower layers of society.
On the other hand, the number of complaints by the banking sector, that the provision of financing facilities for MMS business on many failures occurred, which caused the growth of the business after receiving financing facility is still not able to compete with other businesses and grew as expected by creditors.
Based on research conducted by RBS Cipta Kreasi Nusantara, as professional institutions find fundamental problems in the lending business to MMS sector, lies in the problem as follows:
1. Less understood by banking institutions when providing financing facilities to businesses run by MMS's, because the benchmark is done, not based on the market trading system, strategy of penetration and distribution channels.
2. Actors MMS does not have the skills in doing business that is run, so that the problems that occurred in the time before receiving the financing facilities after receiving the financing facilities, always the case.
Risk Management for Global Standardization ISO 31000-2009Setiono Winardi
Failure in a business occurs when the causes of the events of the first (priority) and will result in the greatest loses, often overlooked by businesses, including in the level of directors, general manager and manager.
Assessing risk in a union very difficult, because it takes skill to balance all resources held for use in reducing the risks that would occur, where high possibility of the occurrence of a risk but has a low value of the losses will be faced with little likelihood of a risk, but has high-value losses.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Ingin mengurangi LIKE dan DISLIKE dalam penentuan Performance Appraisal? Gunakan KPI yang berbasis Balanced Scorecard. Akan terlihat prestasi kerja pegawai, yang kelak dapat disambungkan ke promosi pegawai, insentif dll
Execution strategy to lead the business in an environmentSetiono Winardi
Failure in business lead because in the working environment there are many obstacles (barriers) facing, so unpreparedness leader in facing the challenges resulting in not achieving the expected performance targets, including the occurrence of refraction strategic goals set by the shareholders and / or founder.
Obstacles encountered, derived from the changing times, the development of science and culture of the organization where the management set a strategic goal to lead to efficiency and effectiveness of performance and cost, but the other members of the organization is not ready to lead and entered a new era, namely competition in the global market , regional (asia) and international (worldwide).
General management for business in an environmentSetiono Winardi
The success of a business run by the organization depends on the success in managing and empowering the four main factors; capital, human resources, products and services, which the management and empowerment should be integrated, so that businesses can achieve successful run in line with the strategic objectives of the organization.
The problems most frequently encountered and perceived is the leader's ability to function as a manager and empower 4 (four) the main factor, not be integrated (integrated), so that the growth target that has been set can not be achieved and the defeat in the face of global competition can occur
The success of a business run by the organization depends on the success in managing and empowering the four main factors; capital, human resources, products and services, which the management and empowerment should be integrated, so that businesses can achieve successful run in line with the strategic objectives of the organization.
The problems most frequently encountered and perceived is the leader's ability to function as a manager and empower 4 (four) the main factor, not done in an integrated manner, so that the growth target that has been set can not be achieved and the defeat in the face of global competition can occur.
Makalah ini diajukan untuk memenuhi tugas MSDM Stratejik.
Tujuan dari makalah ini adalah .Agar kita dapat mengetahui yang dimaksud dengan MSDM.Memahami Lingkungan External & Global.Mengetahui analisis Pekerjaan & Rancangan Pekerjaan.Mengetahui hal-hal dalam Perencanaan Pekerjaan SDM.Memahami tentang Analisis Kebutuhan SDM.Mengetahui apa saja yang harus diperhatikan dalam Rekrutmen & Seleksi.Mengetahui teknik dan tata cara dalam wawancara.Paham dengan apa yang dimaksud dengan Pelatihan & PengembanganMengetahui hal-hal yang perlu diketahui dari Orientasi, Penempatan & PHK.Memahami Perencanaan & Pengembangan karir.Mengetahui tentang Manajemen Kompensasi.Serta memahami hal yang berkaitan dengan Penilaian Kinerja. Dan semoga makalah ini bermanfaat.
Tugas minggu 11 kwh ( MSDM, Manajemen Operasi dan Produksi )Ismania1912
Jawablah Forum ini dengan baik dan benar:
Berkaitan dengan Soal Quiz di atas bagaimana implementasi Manajemen Sumber Daya Manusia (MSDM), Manajemen Operasi dan Produksi pada perusahaan saudara atau pada perusahaan yang saudara amati.
Selamat menanggapi Forum minggu ini
Pemahaman Konsep Pengelolaan SDM BertalentaSeta Wicaksana
Pemahaman konsep secara menyeluruh dan mendalam terkait pembahasan pengelolaan SDM Bertalenta.
Praktek manajemen talenta telah menjadi kebutuhan strategis bagi organisasi. Praktek pola ini dimaksudkan untuk mengoptimalkan peran sumber daya manusia (SDM) yang dimiliki oleh organisasi. Manajemen talenta adalah pengelolaan SDM yang dilakukan dengan menggunakan proses analisis, pengembangan, dan pemanfaatan talenta yang berkelanjutan dan efektif untuk memenuhi kebutuhan bisnis. Tujuan manajemen talenta adalah mengembangkan keunggulan kompetitif (competitive advantage) melalui pemanfaatan potensi sekelompok karyawan untuk meraih kinerja yang optimal. Selain dilakukan dari dalam organisasi management talenta juga bisa dimulai dari pencarian bakat calon karyawan (talent scouting).
Training program leadership on quality management for briSetiono Winardi
Membentuk peserta untuk dapat bertindak sebagai pemimpin terhadap anggota tim dalam mencapai layanan berkualitas unggul kepada pelanggan eksternal maupun internal organisasi, stakeholder, organisasi lintas fungsi, dan lingkungan (environment), dan memberikan penilaian mandiri dan independent (self-assessment) terhadap kinerja yang dihasilkan melalui pemberdayaan teknologi, keahlian, kelembagaan dan jasa dengan standard penilaian yang terdiri dari; efektif – efisien, ekonomis, financial – viable, durability – kesesuaian dengan umur rencana, azas manfaat – keberpihakan kepada Publik, sistem integrasi terhadap sistem-sistem lain di lingkungannya, lingkungan hidup.
Be the global certified professional training firmSetiono Winardi
Creating local training providers become international, in order to develop businesses in the local and international markets.
Google Terjemahan untuk Bisnis:Perangkat Penerjemah
Suplements for micro, medium and small business enterprisesSetiono Winardi
The President briefing, Mr. Ir.H. Joko Widodo to his Cabinet that does not have the performance in improving the economy, especially in the micro, medium and small (MMS)'s sector, where the impact of the economic decline felt by the middle and lower layers of society.
On the other hand, the number of complaints by the banking sector, that the provision of financing facilities for MMS's many failures occurred, which caused the growth of the business after receiving financing facility is still not able to compete with other businesses and grew as expected by creditors.
Based on research conducted by RBS Cipta Kreasi Nusantara, as professional institutions find fundamental problems in the lending business to MMS's sector, lies in the problem as follows:
1. Less understood by banking institutions when providing financing facilities to businesses run by MMSs, because the benchmark is done, not based on the market trading system, strategy of penetration and distribution channels.
2. Actors MMS does not have the skills in doing business that is run, so that the problems that occurred in the time before receiving the financing facilities after receiving the financing facilities, always the case.
Failure or not achieving the set performance and expected by the organization, lies in the ability of the leader in implementing the tasks and responsibilities within the organizational structure, especially in the lead member of the team in performing work according to the job description (job descriptions) that have been agreed between the leaders, members team and organization.
Leader in the scope of the organization based on a common structure, can be categorized into two (2) main groups, namely; Supervisor and Manager who each have different tasks and functions.
Supervisor is the office of a low-level management positions, which is based on authority over one or several workers related to work or costs, which have the authority to take action to instruct and / or commands to employees who are below and beertanggung responsible for employment and The employee actions.
The manager is the person who manages or is responsible for a function at the department in the company (organization) including guiding the people who work for them, so that they can make decisions about things as follows; planning, organizing, leadership, coordinating and controlling
Failure or not achieving the set performance and expected by the organization, lies in the ability of the leader in implementing the tasks and responsibilities within the organizational structure, especially in the lead member of the team in performing work according to the job description (job descriptions) that have been agreed between the leaders, members team and organization.
Leader in the scope of the organization based on a common structure, can be categorized into two (2) main groups, namely; Supervisor and Manager who each have different tasks and functions.
Supervisor is the office of a low-level management positions, which is based on authority over one or several workers related to work or costs, which have the authority to take action to instruct and / or commands to employees who are below and beertanggung responsible for employment and The employee actions.
The manager is the person who manages or is responsible for a function at the department in the company (organization) including guiding the people who work for them, so that they can make decisions about things as follows; planning, organizing, leadership, coordinating and controlling.
Google Terjemahan untuk Bisnis:Perangkat Penerjemah
Mergers and Acquisitions as an introduction to the training, as a guide to conduct mergers and acquisitions, as a strategy to face competition and increase profits, through the empowerment of the maximum available resources
Strategy Execution for Organization DevelopmentSetiono Winardi
Strategy Execution for Organization Development on Human Capital is describe the stages for organization development to achieve the human capital target which has economic value
Business coaching for micro, small and mediumSetiono Winardi
Technical and management assistance to the micro, small and medium after obtaining the credit facility, the maximum has not been done by the banks that distribute micro, small and medium enterprises, as the provider of technical and management assistance mastered yet or not the business is run by sector micro, small and medium enterprises.
As a result of not or do not do technical and management assistance to the micro, small and medium enterprises, resulted in many businesses in this sector experiencing problems when carrying out its obligation to repay the loan to the bank.
Revenue decline in sales in the business often caused several things, among others; Sales Person's inability to accept the duties and responsibilities to market and sell goods / services that have been targeted, but do not pay attention to major causes affecting the decrease of the revenue; never done basic evaluation of the product and the price required and as expected by customers; the presence of substitute products or the company's competitors are entering the market that has been mastered.
In such conditions, the organization (company) is required to improve financial performance Revenue derived from the sale or marketing, so the company (organization) is able to maintain a well-run business and the increase in sales / marketing, and able to beat or recapture market entered by product replacement (substitution) which is derived from a rival company, and even to protect market dominated from the entry of substitute products (substitution).
Workload management & hr planning to business achievmentSetiono Winardi
Causes of failure in achieving success in the tasks and responsibilities include the management of workload and responsibilities, which are not identify load the priority tasks to be implemented by the human resources that have the qualities and competencies required to complete the task.
As a result of the burden of tasks that are not well managed and human resources that will accept the burden of the task does not have a plan, will result in the resulting performance does not meet expectations, so that the efficiency and effectiveness of the cost, time and resources be used not comparable to results achieved.
Month of fasting (Ramadan) is a difficult time for the company to increase sales, which caused declining performance of individuals or organizations on the side of the seller and buyer, where most of the employees who are Muslims reasoned because it will be more focus on religious worship, while employees who are not Muslims affected with the condition.
As a profit-oriented organization, then these conditions can not be a reason that companies are required to incur additional costs, such as providing religious holiday allowance and provide certain feast as a means of approach among fellow employees or setting aside some advantage in implementing social responsibility to the environment in the form of, donations to the orphans, poor, orphans and elderly.
1. PROGRAM MODULE (SYLLABUS)
THEME : ORGANIZATION DEVELOPMENT FOR HUMAN CAPITAL
TOPIC : ORGANIZATION DEVELOPMENT FOR HUMAN CAPITAL TO
BUSINESS ACHIEVEMT AND HAS ECONOMIC VALUE
PROGRAM : 1. TRAINING WORKSHOP; OR
2. COACHING AND MENTORING
Background
Kegagalan mendapatkan kinerja yang diharapkan untuk memenuhi target keberhasilan yang ditetapkan pada
penerapan konsep Human Capital di banyak perusahaan (organisasi) adalah terletak pada penerapan
program Organization Development yang tidak atau terlambat dilakukan, karena seluruh jajaran pada
struktur organisasi terfokus pada permasalahan Human Capital, berupa manfaat yang dilihat dan diukur
pada pertumbuhan ekonomi di masa depan.
Permasalahan dasar yang dihadapi saat penerapan konsep Human Capital pada organisasi, terletak pada 2
(dua) elemen yaitu: alasan diterapkan konsep Human Capital; dan strategy mengimplementasikannya pada
organisasi saat ini karena organisasi belum menerapkan konsep tersebut.
Karena adanya perbedaan konsep antara konsep yang dipergunakan oleh organisasi saat ini dengan konsep
Human Capital, maka organisasi dihadapi pada permasalahan lain yaitu mengimplementasikan program
manajemen perubahan (change management) yang diarahkan kepada konsep Human Capital.
Overview
Organization Development for Human Capital merupakan program untuk menyelaraskan dan memberikan
panduan atas konsep pengelolaan sumber daya manusia oleh organisasi yang ada saat ini, dan merubah
konsep tersebut menjadi Human Capital dalam melakukan pengelolaan sumber daya manusia, dengan
memanfaatkan strategy manajemen perubahan (change management).
Di dalam program, peserta akan mendapatkan pemahaman yang mendalam tentang organization
development, strategy melakukan dan menerapkan organization development, mengenal dan menguasai
teknik manajemen perubahan, membangun dan menerapkan konsep human capital, dan hubungan antara
organization development dengan human development yang ditujukan kepada tercapainya keberhasilan
konsep human capital pada bisnis yang diukur pada pertumbuhan ekonomi dimasa depan dan
berkesinambungan.
Understanding
Program Organization Development for Human Capital, adalah program untuk menciptakan nilai secara
ekonomi di masa depan dan pertumbuhan bisnis secara berkesinambungan sehingga maksud dan tujuan
dari konsep Human Capital dapat mencapai keberhasilan.
2. Program ini dibagi menjadi 2 (dua) bagian, yaitu program yang diselenggarakan dalam bentuk training
workshop yang membutuhkan waktu selama 3 (tiga) hari kerja atau 18 (delapan belas) jam secara efektif;
dan program yang diselenggarakan dalam bentuk mentoring, coaching dan consulting, yang membutuhkan
waktu selama + 12 (dua belas) bulan dengan opsi penambahan waktu selama + 6 (enam) bulan.
Seluruh program diatas akan diimplementasikan melalui transformasi pengetahuan, ketrampilan, dan
pengalaman yang diperkaya dengan tutor, diskusi, umpan balik, studi kasus dan simulasi yang akan
melibatkan individu atau kelompok untuk melakukan suatu proses untuk membangun strategy, sehingga
peserta memiliki pengetahuan dan pengalaman untuk diimplementasikan di dalam lingkungan kerja.
Objective
1. Menciptakan pertumbuhan bisnis yang diukur dengan pertumbuhan nilai ekonomis secara
berkesinambungan
2. Meningkatkan kinerja bisnis melalui pertumbuhan kinerja individu dan tim di dalam organisasi
3. Tercapainya ROI atas investasi pada program pengembangan sumber daya manusia
4. Meningkatkan kemampuan organisasi (perusahaan) dalam memasuki persaingan bisnis global
5. Menciptakan sumber daya manusia yang professional dan diakui eksistensi kemampuannya oleh
perusahaan pesaing, baik secara local maupun internasional
6. Meningkatkan kemampuan perusahaan (organisasi) untuk mengajak perusahaan pesaing melakukan
merger, karena memiliki berbagai keunggulan yang menjadi kunci keberhasilan bisnis
7. Meningkatkan kemampuan perusahaan (organisasi) untuk melakukan akuisisi terhadap perusahaan
pesaing, karena perusahaan pesaing tidak memiliki pilihan lain dalam mempertahankan kelangsungan
hidup bisnisnya
Benefits
1. Training Workshop
1.1. Menekan biaya penyelenggaraan program pengembangan sumber daya manusia
1.2. Waktu yang efisien atau durasi program yang singkat
1.3. Free of charges (zero costs) pada saat membutuhkan mentoring, coaching dan consulting secara
online
2. Coaching and Mentoring
2.1. Mendapatkan bimbingan secara penuh melalui tatap muka
2.2. Mendapatkan contoh untuk membangun strategy eksekusi melalui on-job training
2.3. Berinteraksi dengan fasilitator atau konsultan atas permasalahan krusial yang dihadapi dan
strategy menyelesaikannya
What will you get?
1. Understanding human capital and organization development
2. Defining the organization weakness
3. Focus organization development for human capital
4. Strategy change management on organization development for human capital
5. Developing economic benefits on human capital
6. Sources of human capital
3. 7. Organization development model that is align with human capital
8. Process organization development and maturity
9. Creating benefit to your organization for retention and productivity
10. Performance driver on human capital while executing organization development
11. Strategy talent appraisal on human capital
12. Process development to be human capital
13. Human capital formation
14. Health standards organization on human capital
Process execution
1. Memberikan berbagai pengertian yang terkait dengan topic bahasan
2. Mengembangkan wawasan untuk mempertajam pengertian/pemahaman
3. Memberikan studi kasus untuk mengenal berbagai strategy, dan menentukan pilihan strategy yang akan
dipergunakan
4. Latihan untuk membangun strategy yang akan diterapkan pada lingkungan kerja
5. Simulasi pada organization development for human capital
6. Evaluasi dan measurement keberhasilan program
Reference
1. Child, John: 'Organization Contemporary Principles and Practice',292. Blackwell Publishing,2005
2. Weisbord, Marvin. (1987). Productive Workplace: Organizing and managing for dignity, meaning and
community. Jossey-Bass Publishers, San Francisco.
3. Richard Arvid Johnson (1976). Management, systems, and society : an introduction. Pacific Palisades, Calif.:
Goodyear Pub. Co. pp. 223–229. ISBN 0-87620-540-6. OCLC 2299496.
4. Newton Margulies (1972). Organizational Development: Values, Process, and Technology. New York, NY:
McGraw-Hill Book Co. p. 3.
5. Richard Arvid Johnson (1976). Management, systems, and society : an introduction. Pacific Palisades, Calif.:
Goodyear Pub. Co. pp. 219–222. ISBN 9780876205402. OCLC 2299496.
6. Wendell L French; Cecil Bell. Organization development: behavioral science interventions for organization
improvement. Englewood Cliffs, N.J.: Prentice-Hall.
7. Gary S. Becker (1964, 1993, 3rd ed.). Human Capital: A Theoretical and Empirical Analysis, with Special
Reference to Education. Chicago, University of Chicago Press. ISBN 978-0-226-04120-9.
8. Ceridian UK Ltd (2007). "Human Capital White Paper". Retrieved 2007-02-27.
9. Samuel Bowles & Herbert Gintis (1975). "The Problem with Human Capital Theory – A Marxian
Critique," American Economic Review, 65(2), pp. 74–82,
10. Crook, T. R., Todd, S. Y., Combs, J. G., Woehr, D. J., & Ketchen, D. J. 2011. Does human capital
matter? A meta-analysis of the relationship between human capital and firm performance. Journal of
Applied Psychology, 96(3): 443–456.
11. Sami Mahroum (2007). Assessing human resources for science and technology: the 3Ds framework.
Science and Public Policy 34 (7), 489–499.
12. Sherwin Rosen (1987). "Human capital," The New Palgrave: A Dictionary of Economics, v. 2,
pp. 681–90.
13. Seymour W. Itzkoff (2003). Intellectual Capital in Twenty-First-Century Politics. Ashfield, MA: Paideia,
ISBN 0-913993-20-4
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