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Julian Birkinshaw Becoming A Better Boss. Why Good Management is So Difficult julian birkinshaw becoming a better boss why good management is so difficult
An employee's-eye view of what makes a great boss—and how you can become one Whereas most books on managing people approach the subject from the perspective of a manager of an idealised organisation, Becoming a Better Boss takes a real-world approach, looking at the topic from the perspective of an employee in a real-world organisation—dysfunctions, warts, and all. Focusing on the choices individual employees make every day in getting work done, this book reinvents the practice of management one employee at a time. Author Julian Birkinshaw stresses the importance of taking management seriously, reveals where management practice often goes wrong, and dives deeply into the worldview of employees. He then explores the common personal biases and frailties of managers and discusses the vital importance of experimentation to overcome the limitations and idiosyncrasies of a particular organisation. Throughout, he supports his assertions with case studies from a wide and varying range of management experiments and situations at real companies. Written by a leading authority on strategy, management, and innovation who is also the author of eleven books, including Reinventing Management Introduces a new approach to management focused on real employees and actual situations Includes case studies from real organisations Between the stress of deadlines and the demands of today's business environment, it's easy for managers to lose sight of the importance of people management. Becoming a Better Boss not only shows managers how to lead effectively, but why doing so is vitally important to every organisation's success.
1846.89 RUR
Julian Birkinshaw Reinventing Management. Smarter Choices for Getting Work Done julian birkinshaw becoming a better boss why good management is so difficult
The recent economic crisis was not just caused by a failure of regulation or economic policy; it was a story of the failure of management in a fundamental sense—a deeply flawed approach to management that encouraged bankers to pursue opportunities without regard for their long-term consequences, and to put their own interests ahead of those of their employers and their shareholders. And looking more widely, there is a creeping disenchantment with management as a profession: surveys show that managers generate less respect than lawyers and bankers in the eyes of the general public, and there are few if any positive role models for management. «Change isn't just for the rank-and-file anymore; it's coming for you. Instant access to information and global resources have changed the world we live and work in. Julian Birkinshaw shows that 19th century industrial management won't work in a 21st century fluid workplace. Read this, or prepare to be 'game-changed' by someone who has.» —Jack Hughes, CEO, TopCoder «Technological and social changes are having an enormous impact on the world of business, and on the way companies are managed. In this book, Julian Birkinshaw provides a roadmap for making sense of how the world of management is changing, and he provides useful advice for companies who want to harness the potential that Web 2.0 has to offer.» —PV Kannan, CEO, 24/7 Customer «Julian Birkinshaw helps us look beyond our legacy management practices, and imagine bold new ways of leading, managing and organizing. Filled with mind-expanding examples, Reinventing Management is a must read for managers who want to build an organization that's truly fit for the future.» —Gary Hamel, bestselling author of The Future of Management
2155.22 RUR
Julian, Secret Agent julian birkinshaw becoming a better boss why good management is so difficult
Julian to the rescue! Grown-ups aren’t very good at solving crimes. That’s why it’s time for Julian, Huey and Gloria to take matters into their own hands. The crime-busting kids go on a mission to track down wanted criminals. They have a special motto, a secret code and plenty of plans. All they need now is their first crook . . .
484 RUR
Transnational Management: Text and Cases julian birkinshaw becoming a better boss why good management is so difficult
Book DescriptionTransnational Management: Text and Cases, 4e, by Bartlett/Ghoshal/Birkinshaw, combines text material, Harvard and London Business School cases, and readings to present the best of current research and thought on the global business environment. Now in its 4th edition, Julian Birkinshaw joins Bartlett and Ghoshal, recognized as leading scholars on global strategy and organization, as a co-author. Transnational Management focuses on management's challenge associated with developing strategies, designing organizations and managing operations of companies whose activities stretch across national boundaries. Bartlett, Ghoshal and Birkinshaw make a distinction between "Transnational Management" and International or Multinational Management.
7296 RUR
Modelling and Control System design of Heat Pumps julian birkinshaw becoming a better boss why good management is so difficult
The Heating system is a system with a very high thermal inertia so a good control of the system is always a challenge. The system is complex and dynamic so accurate control of the system is difficult to realize. In achieving the control action for heat pumps, an accurate model of the system is to be obtained using mathematical modeling and also system identification methods and later on a PID and model based controller would be designed to achieve better control of the system.
3549 RUR
The Undercover Economist julian birkinshaw becoming a better boss why good management is so difficult
Ever wondered why the gap between rich and poor nations is so great, or why it's so difficult to get a foot on the property ladder, or why you can't buy a decent second-hand car? This book offers the hidden story behind these and other forces that shape our day-to-day lives, often without our knowing it. Формат: 12,5 см х 19,5 см.
881 RUR
Motivation Ethics julian birkinshaw becoming a better boss why good management is so difficult
This is a book about a particular moral theory – motivation ethics – and why we should accept it. But it is also a book about moral theorizing, about how we might compare different structures of moral theory. In principle we might morally evaluate a range of objects: we might, for example, evaluate what people do – is some action right, wrong, permitted, forbidden, a duty or beyond what is required? Or we might evaluate agents: what is it to be morally heroic, or morally depraved, or highly moral? And, we could evaluate institutions: which ones are just, or morally better, or legitimate? Most theories focus on one (or two) of these and offer arguments against rivals. What this book does is to step back and ask a different question: of the theories that evaluate one object, are they compatible with an acceptable account of the evaluation of the other objects? So, for instance, if a moral theory tells us which actions are right and wrong, well can it then be compatible with a theory of what it is to be a morally good or bad or heroic or depraved agent (or deny the need for this)? It seems that this would be an easy task, but the book sets out how this is very difficult for some of our most prominent theories, why this is so, and why a theory based on motivations might be the right answer.
2111 RUR
Motivation Ethics julian birkinshaw becoming a better boss why good management is so difficult
This is a book about a particular moral theory – motivation ethics – and why we should accept it. But it is also a book about moral theorizing, about how we might compare different structures of moral theory. In principle we might morally evaluate a range of objects: we might, for example, evaluate what people do – is some action right, wrong, permitted, forbidden, a duty or beyond what is required? Or we might evaluate agents: what is it to be morally heroic, or morally depraved, or highly moral? And, we could evaluate institutions: which ones are just, or morally better, or legitimate? Most theories focus on one (or two) of these and offer arguments against rivals. What this book does is to step back and ask a different question: of the theories that evaluate one object, are they compatible with an acceptable account of the evaluation of the other objects? So, for instance, if a moral theory tells us which actions are right and wrong, well can it then be compatible with a theory of what it is to be a morally good or bad or heroic or depraved agent (or deny the need for this)? It seems that this would be an easy task, but the book sets out how this is very difficult for some of our most prominent theories, why this is so, and why a theory based on motivations might be the right answer.
7079 RUR
Iznogoud Vol. 13: I Want to be Caliph Instead of Caliph julian birkinshaw becoming a better boss why good management is so difficult
The ghastly Iznogoud is now calling upon spectres... An obsession, a leitmotiv, the quest of a lifetime... That is what it is to Iznogoud - becoming caliph instead of the caliph. And that is why he will stop at nothing. A ghost that drives caliphs - and only caliphs - insane? Worth a try. A specialist in scandals? Why not. A magical wax museum? Let's go! A good thing indeed that he is as stupid and unlucky as he is evil.
822 RUR
You're the Boss julian birkinshaw becoming a better boss why good management is so difficult

You're the Boss

2960 RUR
You're the Boss julian birkinshaw becoming a better boss why good management is so difficult
Your path to becoming a great manager starts here. From announcing your promotion to planning your next one, from solving your workers' problems to dealing with your own stress, a leading management expert tells you, in advance, what is ahead.
2960 RUR
A Wonderful Boss julian birkinshaw becoming a better boss why good management is so difficult

A Wonderful Boss

1154 RUR
A Wonderful Boss julian birkinshaw becoming a better boss why good management is so difficult
Though the definition itself is somewhat derogatory, that author has dispelled this notion through this book. As a believer in the law of averages, and quoting from his own experience of around forty years, the author says that there would be more good guys in organizational corridors of power than bad ones. Yet there is big room for improvement for the good guys too. A leader has a much larger role to play which affects performance and progress of the entire organization. At the core of leadership lies vision, mission, direction, wisdom, sacrifice and also a moralistic stance. In contrast, the role of a boss is more `hands on' and largely revolves around and is focused towards `people management' and interpersonal relations with the employees of the organization. The boss subordinate relationship becomes very personal and that is why one would say `He is my boss, and you will seldom get to hear anything like, `he is my leader.' It is the softer part of leadership which is the hardest to manage! Putting it in another way, a boss is in your immediate vicinity with whom you deal on a daily basis, whereas a leader may be visible only from a distance. During the Gilded Age, in the 19th century in the United States, bossism was a system of political control centering around a single powerful figure-the boss. The central figure had tremendous clout and influence in terms of political control. In that context also, boss was to do more with "control" and perhaps nothing to do with leadership. In the modern environment, bossism is about `atmospherics', which has a direct impact on a subordinate's performance as well his personal life and happiness too. Therefore, bossism is skewed more towards emotional intelligence rather than the IQ of a boss.
1154 RUR
Fergus O'Connell What You Need to Know about Project Management julian birkinshaw becoming a better boss why good management is so difficult
What You Need to Know About Project Management Project Management is all about getting things done without spending too much or taking too long. But when you start hearing things like man-days, PSOs and stakeholders, it just makes it difficult to understand. So what do you really need to know about project management? Find out: Why setting clear goals matters How to estimate absolutely everything. How to get things back on track after they’ve gone wrong How to track big projects Why work/life balance matters when you’re running a big project This clear and simple approach will mean you’ll never panic when faced with a big project again. Read More in the Want You Need to Know Series and Get to Speed on the Essentials… Fast.
1541.65 RUR