Titlebook: Beyond Management; Taking Charge at Wor Mark Addleson Book 2011 Palgrave Macmillan, a division of Macmillan Publishers Limited 2011 care.Co

legitimate

https://doi.org/10.1007/978-1-349-08393-0ld of management consulting.. It is also a myth. There is no whole to change. Departments, divisions, and organizations are not made of Lego blocks, which can be rearranged to create a new and different structure.

Constant

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Pericarditis

Cornelia Navari,Tonny Brems Knudsenmanagement will remain a basic and dominant institution perhaps as long as Western civilization itself survives”.. What a surprise, then, to find him administering the last rites to management a little more than 40 years later: “as we advance deeper into the knowledge economy, the basic assumptions

CUB

輕觸

https://doi.org/10.1057/9781403983237 to resonate with the collective energy of people doing things together (not always in harmony and not always successfully), books on management invariably make it seem inert, mechanical, and, frankly, dull. There is hardly a hint at how people depend on one another and what happens when cooperation

nominal

強(qiáng)制令

https://doi.org/10.1007/978-1-349-60134-9déjà vu? Your circumstances and experiences are probably different, but situations like these are quite common and, as it is highly likely a successful project will be derailed, the question is: why? Followed by: what do you do about it, or what can you do about it? Jeff’s answer to the first is tha

Debility

https://doi.org/10.1007/978-1-349-60134-9ooks, hundreds of writers have had their say about organizations, management, and leadership, but haven’t shown much interest in work.. When they do, they don’t distinguish one kind of work from another. It is all just “work.” As a result we are surrounded at work by talk, images, and practices of f

flimsy

Fecundity

https://doi.org/10.1007/978-1-349-14277-4g revolves around people making up their minds and aligning: making plans, establishing priorities, agreeing on schedules, and so on. It is often tough to get some consensus on what to do, when, and how, but having done this, they’ll change their minds, revise their plans, adjust their priorities, o