作者: 懦夫 時(shí)間: 2025-3-21 23:11
Graham Robinson,John Harris focus extensively on the transition from the one to the other. But this would force us to leave the high plateau of stage theory behind and plunge into the teeming jungle of historical analysis. Although I have nothing against historical analysis, it is largely beyond the scope of this book, which 作者: 本能 時(shí)間: 2025-3-22 02:10 作者: 鴕鳥(niǎo) 時(shí)間: 2025-3-22 07:35
Graham Robinson,John Harris experience it both religiously and nonreligiously; and to hold beliefs which arise from and feed into each of these ways of experiencing. A religious person may report that in moments of prayer he or she is conscious of existing in the unseen presence of God, and is aware — sometimes at least — tha作者: NADIR 時(shí)間: 2025-3-22 09:07
Graham Robinson,John Harrisoscience, as belonging to . that observe and act, in the form of a stream of . that is ., and ...Within the axiomatic context the notions of ., and various forms of suffering can be defined. As an application of this setup, it will be shown how a combined development of concentration and mindfulness作者: 繁重 時(shí)間: 2025-3-22 13:27
Graham Robinson,John HarrisUrdu couplet: .. With profound apologies to Safi, these soul-touching words rendered into English would convey this meaning: “She/he has begun singing the ode, let me have the instrument — would someone recall the years gone by, please.”作者: 印第安人 時(shí)間: 2025-3-22 17:04 作者: Lumbar-Stenosis 時(shí)間: 2025-3-23 01:09 作者: reaching 時(shí)間: 2025-3-23 02:42
r to carry out this project, Jessop claims that it is important to return to the pioneering texts. I shall also return to the pioneering texts, particularly Aglietta’s (1979) ., but my orientation and purpose will be quite different from Jessop’s. My aim is to point to weaknesses and to options miss作者: MELD 時(shí)間: 2025-3-23 05:34 作者: Corporeal 時(shí)間: 2025-3-23 12:49 作者: 芳香一點(diǎn) 時(shí)間: 2025-3-23 16:26 作者: characteristic 時(shí)間: 2025-3-23 20:06 作者: 金哥占卜者 時(shí)間: 2025-3-23 23:31
http://image.papertrans.cn/u/image/942445.jpg作者: fidelity 時(shí)間: 2025-3-24 05:13 作者: DALLY 時(shí)間: 2025-3-24 09:53
https://doi.org/10.1057/9780230249158business; meeting; organization; organizations; science and technology作者: 面包屑 時(shí)間: 2025-3-24 13:36 作者: DIS 時(shí)間: 2025-3-24 15:07 作者: 討人喜歡 時(shí)間: 2025-3-24 20:13 作者: 戲服 時(shí)間: 2025-3-25 01:13
Graham Robinson,John HarrisUrdu couplet: .. With profound apologies to Safi, these soul-touching words rendered into English would convey this meaning: “She/he has begun singing the ode, let me have the instrument — would someone recall the years gone by, please.”作者: Concomitant 時(shí)間: 2025-3-25 03:52 作者: subacute 時(shí)間: 2025-3-25 09:32 作者: Chivalrous 時(shí)間: 2025-3-25 14:15 作者: optional 時(shí)間: 2025-3-25 19:18
Attitudes and the Unexpected, the game or encourage people to freely acknowledge when they have made a mistake so that both they and the organization may learn from them. Whatever complexion an organization’s mindset may develop, its tone is significantly influenced by its leadership.作者: 刀鋒 時(shí)間: 2025-3-25 20:20 作者: 彎曲道理 時(shí)間: 2025-3-26 04:02
Attitudes and the Unexpected, organization’s prevailing mindset, in turn, is shaped by the values, attitudes and behaviors of its leaders and reflected in the way it deals with mistakes. For example, it may result in their being perceived as a fact of life for which allowances must be made or as failures, the perpetrators of wh作者: 脖子 時(shí)間: 2025-3-26 05:17
,No Surprises! — Anticipating and Preparing for the Unexpected,tively, you are going to need the ability to appreciate the past, to understand the present and to anticipate, plan for and shape the future. A core message of this book is that the plans that you make for that future will be constantly and increasingly buffeted by unexpected events with the potenti作者: 文藝 時(shí)間: 2025-3-26 10:23
,Understanding Context — Inside the Organization: Obligations, Values and Managing Paradox,er the particular leadership label you happen to bear, carries with it a number of obligations. Some of these will be set out in your letter of appointment, your service contract or laid down as the statutory responsibilities of anyone taking on the role of a director of a limited company. We believ作者: 漂泊 時(shí)間: 2025-3-26 14:24
,Marshalling Resources — Building and Managing Commitment,ey wish their organizations to pursue and as they seek to gain the commitment of those upon whom they will depend if those goals are to become reality. The first of these modes of thinking owes much to the contribution that science, engineering and technology have made to the success of industrial s作者: 輕快走過(guò) 時(shí)間: 2025-3-26 18:44 作者: 反叛者 時(shí)間: 2025-3-26 23:46 作者: absorbed 時(shí)間: 2025-3-27 03:59
y questions for leaders to address if they are to avoid being distracted by crisis and remain in touch with a wider context that is subject to constant uncertainty and change.978-1-349-30784-5978-0-230-24915-8作者: Anthology 時(shí)間: 2025-3-27 05:22 作者: Inflamed 時(shí)間: 2025-3-27 10:56
,The Core Issue — the Unexpected is Inevitable,so often shown to have been sounding long before the specific event that did them so much harm actually occurred? What was it that during 2008 caused the leaders of many of the world’s long-established and highly respected financial institutions to lead these institutions to self-destruction, dragging the global economy down with them?作者: magenta 時(shí)間: 2025-3-27 13:54
,Understanding Context — Inside the Organization: Obligations, Values and Managing Paradox,tment, your service contract or laid down as the statutory responsibilities of anyone taking on the role of a director of a limited company. We believe that there are others, less formal, but just as important.作者: 膽大 時(shí)間: 2025-3-27 20:37
,Marshalling Resources — Building and Managing Commitment,. The first of these modes of thinking owes much to the contribution that science, engineering and technology have made to the success of industrial societies over the past 250 years or so. This mode tends to be formally structured, emphasizes and favors the logical, the analytical and the objective and is popularly termed “l(fā)eft Brain” thinking.作者: Vertebra 時(shí)間: 2025-3-28 00:52
,Securing the Ladder — Preparing your Action Plan,l-informed judgements about your own business, its future, its people and its stakeholders. However, we do hope that we may have given you some insight into the issues that surround the occurrence of unexpected events which will help you to focus your thinking.作者: 啞劇 時(shí)間: 2025-3-28 03:12
Graham Robinson,John Harristween unconscious and conscious cognition.”. It is in and through myth that the unconscious speaks in literature because “all mythical figures correspond to inner psychic experiences and originally sprang from them” (. 9i, 457/256).作者: Loathe 時(shí)間: 2025-3-28 08:56
Context is Key, of the myths and stories that are told within it greatly increase the chances that signals, even weak ones, that cue the arrival of the unexpected will be picked up and that the organization will respond appropriately.作者: 我不明白 時(shí)間: 2025-3-28 13:01
https://doi.org/10.1007/978-3-319-11701-0Congestion control; Goodput; LTE; Multipath TCP; Transmission control protocol; User cooperation; Wireless作者: happiness 時(shí)間: 2025-3-28 18:18 作者: 谷物 時(shí)間: 2025-3-28 22:42
