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Martin Hilb presents an innovative and integrated approach to the theory and practice of corporate governance. Central to this approach is a set of instruments - developed and tested by the author - that can be used by boards to offer effective strategic direction and control to their organizations. The board instruments can be readily applied to the targeted selection, review, remuneration and development of board members, and for conducting board self-evaluations. This new approach to corporate governance is based on four guiding principles: keep it situational, keep it strategic, keep it integrated, and keep it controlled. Together, these principles form the basis of an integrated approach that addresses all key aspects of corporate governance. The main arguments in each section are supported by conceptual models, practical board tools or case studies, making the book ideally suited to board members, senior managers and post-graduate students.

Corporate governance --- Gouvernement d'entreprise --- Corporate governance. --- Management Theory --- Industrial Management --- Management --- Business & Economics --- Governance, Corporate --- Business. --- Management. --- Organization. --- Planning. --- Business and Management. --- Industrial management --- Directors of corporations --- Organisation --- Administration --- Industrial relations --- Organization --- Creation (Literary, artistic, etc.) --- Executive ability

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kunstfilosofie --- philosophy of art --- Philosophy and psychology of culture --- creativiteit --- cultuurfilosofie --- creativity --- Art --- Creatief vermogen --- Creatieve vermogens --- Creative ability --- Créativité --- Pouvoir créatif --- Scheppingsdrang --- Scheppingsvermogen --- Ontwerpen ; filosofie --- Innovatie ; filosofie --- 7.01 --- creatieve processen --- kunst algemeen, filosofie van de kunst en vormgeving --- Créatique --- Esprit créatif --- Invention (Psychologie) --- Philosophy --- Creation (Literary, artistic, etc.) --- MAD-faculty 14 --- kunst en filosofie --- artistieke proces

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Industrial design --- Reclamation of land --- Architectural design --- Markerwaard (Netherlands) --- Design --- Landschapsarchitectuur ; Markerwaard --- Steden ; vormgeving ; analyse --- 711.4 --- 711.4(C) --- Stedenbouw. Ruimtelijke ordening ; stedelijke ontwikkeling --- Stedenbouw. Ruimtelijke ordening ; vormgeving en analyse van de stad --- 719.1 --- architectuur --- landschapsarchitectuur --- ruimtelijke ordening --- planologie-ruimtelijke ordening, steden --- kunst --- ontwerp --- design --- Nederland --- utopia --- grafische kunsten --- 7.011 --- [redactie en tekst] --- [samenstelling en ontwerp] --- Creation (Literary, artistic, etc.) --- Congresses --- Exhibitions --- planologie-ruimtelijke ordening

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Dialogue as a Collective Means of Design Conversation is the second volume edited by Patrick M. Jenlink and Bela H. Banathy to offer a cross-disciplinary approach to examining dialogue as a communicative medium. In this Compendium, the contributing authors set forth their ideas, experiences, and perspectives as the path of a learning journey—a journey of new meaning, of new understanding, and of becoming self-aware of design conversation as future creating and consciousness evolving. In particular, this volume comes at a time when we as a global society are faced with the question of how we shape our actions and in turn shape our future, through conversation that is focused on resolving global conflict and fostering world peace. The volume evokes in the reader a realization that our greatest potential rests, in no small measure, with our collective capacity for cultural creativity and in our capacity to achieve new levels of consciousness through dialogue and design conversation. The Compendium is organized into five themes: Section I examines foundational perspectives of design conversation. The authors examine design conversation from philosophical, cultural, spiritual, and historical perspectives. Sections II-IV explores the philosophical and theoretical perspectives as well as methodological ideas related to conversation. These writings also delve into different modalities of conversation and the application of design conversation within and across various types of design settings and human experiences. In Section V the editor reflectively examines the contributions to the book and presents his own thoughts on the next steps in the evolutionary relationship of conversation, human systems, and systems design. Patrick M. Jenlink, Professor of doctoral studies and Director of the Educational Research Center, Stephen F. Austin State University. Earlier positions include: Department Chair, Secondary Education and Educational Leadership, Stephen F. Austin State University (1997-2001), Assistant Professor, Western Michigan University (1988-1995) and Senior Research Associate, Learning Systems Change Group (1995-1997). His published books include: Systemic Change: Touchstones for the Future School (IRI Skylight, 1995), Marching into a New Millennium: Challenges to Educational Leadership (Scarecrow Press, 2000), Dialogue as a Means of Collective Communication (Kluwer Academic/Plenum Publishers, 2005), and Portraits of Teacher Preparation: Learning to Teach in a Changing America (Rowman and Littlefield, 2005). Bela H. Banathy was Professor Emeritus of the Systems and Design Sciences at the Saybrook Graduate School and President of the International Systems Institute. Earlier, he was Associate Laboratory Director at the Far West Laboratory for Research and Development. He was a Past President of the International Society of the Systems Sciences and the International Federation of Systems Research. He published seven books, numerous chapters in books, and over a hundred articles and research reports. Recent publications include: Designing Social Systems in a Changing World (Plenum, 1996), Guided Evolution of Society: A Systems View (Kluwer Academic/Plenum Publishers, 2000), and Dialogue as a Means of Collective Communication (Kluwer Academic/Plenum Publishers, 2005). Cover illustration by Doug Walton.

Conversation analysis. --- Dialogue analysis. --- Analysis of conversation --- CA (Interpersonal communication) --- Conversational analysis --- Oral communication --- Analysis of dialogue --- DA (Interpersonal communication) --- Interpersonal communication --- Social sciences --- Quality of Life --- Philosophy. --- Business. --- Organization. --- Sociology, general. --- Philosophy of the Social Sciences. --- Quality of Life Research. --- Philosophy of Technology. --- Business and Management, general. --- Research. --- Organisation --- Management --- Trade --- Economics --- Commerce --- Industrial management --- Mental philosophy --- Humanities --- Life, Quality of --- Economic history --- Human ecology --- Life --- Social history --- Basic needs --- Human comfort --- Social accounting --- Work-life balance --- Social philosophy --- Social theory --- Sociology. --- Philosophy and social sciences. --- Quality of life. --- Management science. --- Planning. --- Creation (Literary, artistic, etc.) --- Executive ability --- Organization --- Quantitative business analysis --- Problem solving --- Operations research --- Statistical decision --- Social sciences and philosophy

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"The Delta Model: Reinventing your Business Strategy is a work of its time. It builds on well established ideas that put the Mission Statement at the heart of strategic reasoning and expands previous thinking, for example, on the indispensable role of segmentation. The Delta approach turns much conventional thinking on its head: it moves customers to center stage and places competitors at the periphery. While it is very analytical, Delta unashamedly explores the role of creativity in business strategy and encourages curiosity and experimentation at every stage. Using the Delta template to help him develop insights, Hax springs many surprises and draws unexpected conclusions, but his positions are always convincingly grounded in a series of powerful case studies drawn from a wide range of industries. The Delta Model has something for everyone who thinks about their business and is concerned about its future. It opens the door to new ways of thinking about management by strategy." --Sir Iain Anderson, former Director, Unilever "The Delta Model is a powerful tool for any business that is at any stage of institutional development. Regardless of whether it is a brand new company or business unit, or an established business with a need for revamping or fine tuning their business model, the Delta Model is the one tool I have found to be overwhelmingly appropriate in a very systematic and effective way, to accomplish the task. When the management team of an organization approaches strategy development and implementation through the use of the Delta Model, the inescapable result is a cohesive set of outputs that bind the enterprise together in a well understood set of powerful statements as to what the corporation is, its purpose, and the overriding strategic actions plans that will insure that the mission and vision of the institution is accomplished." --Hector Ruiz, Chairman of the Board, Global Foundries, Inc., and former Chairman, Advanced Micro Devices "The Delta Model gives leaders of any organization, huge or small, the opportunity to change from being managers to becoming internal consultants able to develop a viable strategy, encompassing the inside and outside worlds. We have used the Delta Model in nonprofit and for profit organizations and found its focus on the customer and what the organization can bring to fulfill the customers’ needs extremely helpful. The internal group developing the strategy has to implement it, which makes the Delta Model very practical and valuable. I have tested many strategic models and found the Delta Approach the most useful one." --Hansjoerg Wyss, Chairman and CEO Synthes Inc, The Wyss Foundation, The Southern Utah Wilderness Alliance and the Beyeler Art Museum Foundation.

Economics/Management Science. --- Management/Business for Professionals. --- Organization/Planning. --- Economics. --- Industrial management. --- Business planning. --- Economie politique --- Gestion d'entreprise --- Projet d'entreprise --- Strategic planning. --- Business --- BUSINESS & ECONOMICS --- Management. --- Strategic Planning. --- Industrial organization. --- Strategic planning --- Business planning --- Management --- Management Theory --- Business & Economics --- Business & economics --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Business enterprises --- Business plans --- Corporate planning --- Corporate strategy --- Corporations --- Strategy, Corporate --- Planning --- Business. --- Leadership. --- Organization. --- Planning. --- Business and Management. --- Business Strategy/Leadership. --- Ability --- Command of troops --- Followership --- Organisation --- Creation (Literary, artistic, etc.) --- Executive ability --- Organization