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Organizational behavior. --- Management. --- Organizational behavior --- Management
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Rule 1: Management is one of the most difficult jobs going, and is harder now than ever because the challenges are greater. Rule 2: Most people are bad at managing, some are very bad. Hardly anyone can do it well. Rule 3: Good managers need to be both hard and soft, decent and ruthless, good at the big picture and at the small detail. Rule 4: In view of the above, the market for management consultants, trainers, gurus, business schools and business books is expanding, apparently without limit. Rule 5: While most of the management help industry is of dubious value, managers do need the experience and advice of wise outsiders. But to follow that advice blindly - as many companies do - is, of course, idiotic. Rule 6: Any new management technique that comes with a catchphrase is suspect. It almost certainly will not suit the company in question, and even if it does, the management will probably fail to apply it properly. Rule 7: It is hard to teach a middle-aged dog new tricks. People who are rotten communicators do not become better by virtue of having been on a course, or having read a book. Improving and changing is a long, painful slog. Rule 8: People like security. They like to be told what to do. Empowerment and flat structures are over-rated. Rule 9: All work is tedious for much of the time. If everyone accepts this, then so much the better.
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In the past, contingency and neo-Marxist theorists of culture reduced culture to an effect of something other than itself and, as they made culture metaphorical, they constituted its object of inquiry - a somewhat impossible pretension. This book extends the debate considerably. It does so through considering the work of Foucault in the context of the analysis of culture. While Foucault has had a considerable impact on organization studies, up to the present no text has systematically addressed what happens to organization culture when it encounter a Foucauldian gaze. Read this book and you will find out.Stewart Clegg, UTS, Sydney.
BUSINESS & ECONOMICS --- Organizational Behavior --- Organization. --- Organisation --- Management
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Personnalité --- Personality. --- Personality and occupation --- Organizational behavior
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Myths and stories are part of the fabric of organizations enabling us to identify and communicate the character of the organization. This book explains how stories enable researchers to study organizational politics, culture and change.
Organizational sociology. --- Organizational behavior. --- Management. --- Storytelling.
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Business policy --- Management. --- Organizational behavior. --- Strategic planning. --- Management --- Organizational behavior --- Strategic planning
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Arts and society --- Dissident arts. --- Organizational behavior. --- History
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Management. --- Organizational behavior. --- Executive ability. --- Psychology, Industrial. --- Genetic psychology.
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