Titlebook: Management by Missions; Connecting People to Pablo Cardona,Carlos Rey Book‘‘‘‘‘‘‘‘ 2022Latest edition The Editor(s) (if applicable) and The

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書目名稱Management by Missions影響因子(影響力)




書目名稱Management by Missions影響因子(影響力)學(xué)科排名




書目名稱Management by Missions網(wǎng)絡(luò)公開度




書目名稱Management by Missions網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Management by Missions被引頻次




書目名稱Management by Missions被引頻次學(xué)科排名




書目名稱Management by Missions年度引用




書目名稱Management by Missions年度引用學(xué)科排名




書目名稱Management by Missions讀者反饋




書目名稱Management by Missions讀者反饋學(xué)科排名

LEER

直覺沒有

Missions: For Whom Does the Company Exist?s used by companies around the world. In this chapter, we discuss the relationship between purpose and missions. More specifically, we show how management by missions nurtures the development of purpose in three fundamental dimensions: content, credibility and sense of urgency.

敲詐

Missions-Driven Leadershipf missions-driven leadership (MDL) structured in four areas: commitment with purpose and missions, developing a culture of cooperation through a sense of purpose, ability to implement the changes required by the organization’s purpose and the struggle for control the personal ego.

flaunt

Offstage

The Limits of Management by Objectivesjectives themselves, but rather their widespread misuse through the MBO system. Judging by the results of four decades of research, MBO has not been able to bring employees’ full potential into play. In this chapter, we analyze the limits of management by objectives and their consequences at organizational and personal levels.

熒光

What Are Companies For?st by discussing the role of profit in business (as a mean or an end). Then we propose a specific definition of purpose as .. We then introduce the three dimensions of an effective purpose: Authenticity, Coherence and Integrity. Finally, we discuss the relationship between personal and corporate purpose.

oxidant

發(fā)怨言

Is There a Link Between Corporate Purpose and Performance?t to the company experienced by people who contribute to fulfilling its purpose). Based on this perspective, we provide a framework that distinguishes four types of cultures: bureaucratic, paternalistic, aggressive and competent.

RENAL

Deploying Purposeneric statement. In this chapter, we introduce the concept of “shared missions,” which distribute the company’s missions at all levels of the company. Through the shared missions, the corporate purpose is deployed throughout the company’s various areas, teams and, eventually, each individual.