Please use this identifier to cite or link to this item: https://superindex.lbr.auckland.ac.nz/handle/123456789/65583
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dc.creatorSchwass, M-
dc.creatorNorman, R-
dc.date2006en
dc.date.accessioned2014-03-13T03:20:14Z-
dc.date.available2014-03-13T03:20:14Z-
dc.date.issued2014-03-13-
dc.identifier.urihttp://hdl.handle.net/123456789/65583-
dc.description.abstractAs Christmas 2005 approached, Dr Peter Adams - Executive Director of the New Zealand Government's official aid agency, NZAID - prepared for the release of the third inquiry in just four years. The first review had been highly critical, but all signs suggested the forthcoming one would be generally positive. but all signs suggested the forthcoming one would be generally positive. The first, culminating in a highly critical report, had been the catalyst for NZAID's establishment in 2002 of a semi-autonomous body (SAB). This is an abridged version of the original case study, suitable for discussion of issues involved in establishing a semi-autonomous body (SAB), as well as in the management of wholesale cultural change within an organisation. Related: NZAID : A semi-autonomous body is borne, abridged version Case Centre Case reference no. 410-058-1 and Teaching note, The establishment of NZAID : A SAB is born. Case Centre, Case Reference no. 408-066-8en
dc.relation.ispartofCase Centre Case Reference no 408-066-1en
dc.rightsAustralia and New Zealand School of Government (ANZOG), 2006en
dc.source.urihttp://www.thecasecentre.org/educators/products/view?id=81772en
dc.titleThe Establishment of NZAID : a SAB is bornen
prism.startingpage1en
dc.subject.organisationNew Zealand Aid (NZAID)en
dcterms.spatial.countryNew Zealanden
dcterms.spatial.countryInternationalen
prism.endingpage23en
dc.subject.categoryCase studyen
dc.instructionalmethodYesen
dc.publisher.placeCarlton, Victoriaen
dc.subject.industryServicesen
dc.subject.industrySocial servicesen
dc.subject.broadcategoryOrganisational behaviouren
dc.subject.keywordsCultureen
dc.subject.keywordsChangeen
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