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Всего публикаций в данном разделе: 3

Книги

Авторы:
А Б В Г Д ЕЖЗ И ЙК Л М НО П Р С Т У Ф ХЦ Ч Ш ЩЭ ЮЯ
A B C D E F G H I J K L M N O P Q R S T UV W XYZ
 
Названия:
все А БВ Г Д ЕЖЗ И ЙК Л М Н О П Р С Т У ФХЦЧШ ЩЭ ЮЯ
7 A B C D E F G H I JK L M NO P QR S T U VW XYZ
 

Опубликовано на портале: 16-01-2003

Washington: NASA, 2002
NASAs Strategic Management System enables the Agency to establish strategy, make decisions, allocate resources, and manage programs safely, effectively, and efficientlyin ways that are consistent with NASAs strategic plans and performance plans. The purpose of this directive is to document that system. This directive includes: a. Strategic planning b. Implementation c. Performance evaluation This directive also describes the strategic management roles and relationships of NASAs various organizational elements, from the Administrator to all NASA employees. NASAs Strategic Enterprises, Agencywide Functional Offices, and Crosscutting Processes are the framework for NASAs Strategic Management System.
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Опубликовано на портале: 28-05-2008
Donald C. Hambrick, David A. Nadler, Michael L. Tushman
Cambridge: Harvard Business School Press, 1997
According to the publishers, this book brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. Successful organizational transformation requires vigilance, appetite for change, concerted effort, and clarity of purpose from the CEO, the top management team, and the Board of Directors. This collection examines all three parties and their roles in designing and navigating effective change.
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Опубликовано на портале: 25-12-2002
Juha-Antti Lamberg, Grant T. Savage, Kalle Pajunen
2002
In this study we analyze possible links between new institutional economics and stakeholder management models. The authors' preliminary findings fit with the traditional political organization argument: namely that firms organizational decision-making include explicit and implicit aspects, shaped by institutional and technical constraints, and that decisions have to be balanced from this perspective. As an illustrative empirical material the authors use failed merger and acquisition process between United Airlines and US Airways 2000 2001. The basic theorizing methods used in this paper are the alternate template strategy, and comparative analysis between the two readings (texts). The authors suggestion is that the two theoretical frameworks are complementary, and could be useful when studying / estimating the influence of inter-organizational negotiations to organizational decisionmaking, and especially strategizing.
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