標(biāo)題: Titlebook: Agile Leadership in Practice; Applying Management Dominik Maximini Book 2022Latest edition The Editor(s) (if applicable) and The Author(s) [打印本頁] 作者: 底的根除 時(shí)間: 2025-3-21 19:31
書目名稱Agile Leadership in Practice影響因子(影響力)
書目名稱Agile Leadership in Practice影響因子(影響力)學(xué)科排名
書目名稱Agile Leadership in Practice網(wǎng)絡(luò)公開度
書目名稱Agile Leadership in Practice網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Agile Leadership in Practice被引頻次
書目名稱Agile Leadership in Practice被引頻次學(xué)科排名
書目名稱Agile Leadership in Practice年度引用
書目名稱Agile Leadership in Practice年度引用學(xué)科排名
書目名稱Agile Leadership in Practice讀者反饋
書目名稱Agile Leadership in Practice讀者反饋學(xué)科排名
作者: chiropractor 時(shí)間: 2025-3-21 21:44
Book 2022Latest editionoaching are also described. All of the transformations described build up on Management 3.0, a collection of management principles and practices that fit perfectly in an agile world..The book is of practical relevance for managers and agile coaches who want to learn how to approach agile transformation..作者: notification 時(shí)間: 2025-3-22 02:46
2662-2467 cludes a wide range of applications of management principlesThis book illustrates the agile transformation journey of a consulting organization. It consists of nine main chapters, each focusing on specific aspects of transformation. These include establishing value in business, holistic recruitment 作者: Alveoli 時(shí)間: 2025-3-22 07:55 作者: 滋養(yǎng) 時(shí)間: 2025-3-22 11:34 作者: BUCK 時(shí)間: 2025-3-22 13:21
Studies in Computational Intelligenceagers, but also novel ideas such as career coaches. Then, we describe which leadership style might be appropriate in which context, followed by what type of people should fill these positions and how we went on to do just that. This went so far as to even replace the CEO.作者: 下船 時(shí)間: 2025-3-22 17:19 作者: Climate 時(shí)間: 2025-3-22 22:03
D. Chitradevi,S. Prabha,A. Asaithambiliday leave. We also give a more detailed overview of our hiring process, how career coaching worked, and in which way we changed the organization of our management work. This chapter concludes the description of what we did and which methods we used or changed.作者: 準(zhǔn)則 時(shí)間: 2025-3-23 03:38 作者: 使混合 時(shí)間: 2025-3-23 09:03 作者: Deference 時(shí)間: 2025-3-23 09:45 作者: 收到 時(shí)間: 2025-3-23 14:21
Changing Focus,we changed the focus of our managers, in some cases replacing them. This culminated in a new primary KPI for the organization, a happiness indicator. In this chapter, you learn what we did, why and how it worked out for us.作者: 聽寫 時(shí)間: 2025-3-23 20:24 作者: ELATE 時(shí)間: 2025-3-24 00:59 作者: 可能性 時(shí)間: 2025-3-24 05:59
https://doi.org/10.1007/978-3-031-15022-7Agile leadership; Agile Human Research management; FORWARD management; New work; Organizational structur作者: convert 時(shí)間: 2025-3-24 09:37
978-3-031-15024-1The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerl作者: BAIT 時(shí)間: 2025-3-24 11:03 作者: 正式通知 時(shí)間: 2025-3-24 16:51
Future of Business and Financehttp://image.papertrans.cn/a/image/151337.jpg作者: REP 時(shí)間: 2025-3-24 21:12 作者: venous-leak 時(shí)間: 2025-3-25 02:30 作者: 協(xié)迫 時(shí)間: 2025-3-25 04:45
Studies in Computational IntelligenceIn this chapter, we describe our approach towards changing career parts. This includes the description of our consulting, specialist, and management career paths. You will learn how we approached the topic, which prerequisites we chose to set, and what “career” actually meant for us.作者: Obedient 時(shí)間: 2025-3-25 09:49 作者: FECK 時(shí)間: 2025-3-25 13:57 作者: HUMP 時(shí)間: 2025-3-25 17:17 作者: 免除責(zé)任 時(shí)間: 2025-3-25 20:25 作者: 神化怪物 時(shí)間: 2025-3-26 03:59
Takeshi Osawa D.V.M., M.Sc., M.Phil., Ph.D.k Wraps, and Moving Motivators) to get to know each other, build trust, and establish our team values. In addition, this chapter touches on how we lived the concept of radical transparency, ranging from sharing general information all the way to performance appraisals and salary distribution. The ch作者: sleep-spindles 時(shí)間: 2025-3-26 06:13
Studies in Computational Intelligencemanagement, and which roles were established in the case study context. These not only include traditional management functions like branch office managers, but also novel ideas such as career coaches. Then, we describe which leadership style might be appropriate in which context, followed by what t作者: AWE 時(shí)間: 2025-3-26 08:49 作者: 高射炮 時(shí)間: 2025-3-26 14:00 作者: Expediency 時(shí)間: 2025-3-26 18:17
D. Chitradevi,S. Prabha,A. Asaithambi processes (e.g., Delegation Boards), our employee-spendable budget without management involvement (SMILE), how we went about project selection and holiday leave. We also give a more detailed overview of our hiring process, how career coaching worked, and in which way we changed the organization of 作者: yohimbine 時(shí)間: 2025-3-26 21:23 作者: conifer 時(shí)間: 2025-3-27 03:41 作者: OTTER 時(shí)間: 2025-3-27 05:27 作者: aristocracy 時(shí)間: 2025-3-27 12:42 作者: 誘惑 時(shí)間: 2025-3-27 15:12
Building Teams,k Wraps, and Moving Motivators) to get to know each other, build trust, and establish our team values. In addition, this chapter touches on how we lived the concept of radical transparency, ranging from sharing general information all the way to performance appraisals and salary distribution. The ch作者: 懶洋洋 時(shí)間: 2025-3-27 18:08 作者: commune 時(shí)間: 2025-3-27 22:25 作者: DUST 時(shí)間: 2025-3-28 02:24
Changing Reward Systems,actually are and goes on describing our understanding of who should get rewarded in which way by whom. While we tried some very innovative approaches there, we could not avoid the question of salary systems. We describe our journey, successes and failures around this topic and how we finally solved 作者: LANCE 時(shí)間: 2025-3-28 08:04 作者: Pituitary-Gland 時(shí)間: 2025-3-28 13:27
10樓作者: impale 時(shí)間: 2025-3-28 18:28
10樓
