標(biāo)題: Titlebook: Making Strategy and Organization Compatible; Claude Michaud,Jean-Claude Thoenig Book 2003 Palgrave Macmillan, a division of Macmillan Publ [打印本頁(yè)] 作者: BULB 時(shí)間: 2025-3-21 18:01
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書目名稱Making Strategy and Organization Compatible讀者反饋
書目名稱Making Strategy and Organization Compatible讀者反饋學(xué)科排名
作者: infantile 時(shí)間: 2025-3-22 00:08
Claude Michaud,Jean-Claude Thoenigmacy are explained: this approach takes for granted that formal thinking processes are present in many cultural traditions, but ‘disguised’ in a variety of ways. In order to understand and map this variation FORMA is developed. This is a ‘frame of reference for mathematical activities’: a research d作者: 同音 時(shí)間: 2025-3-22 01:26 作者: 細(xì)頸瓶 時(shí)間: 2025-3-22 07:16 作者: CRASS 時(shí)間: 2025-3-22 12:07 作者: ARY 時(shí)間: 2025-3-22 14:57
Claude Michaud,Jean-Claude Thoenigvast area of habits, actions and products are shown to have mathematical relevance, or to express mathematical skills. For each of the categories of the FORMA ethnographic contexts are brought into the discussion, showing the relevance and the potential educational surplus of particular types of kno作者: compassion 時(shí)間: 2025-3-22 17:40 作者: Lasting 時(shí)間: 2025-3-22 23:47 作者: ETHER 時(shí)間: 2025-3-23 03:22
Claude Michaud,Jean-Claude ThoenigEuropean music transformed by three strands of Modernism: Debussy’s ‘Impressionism’, Schoenberg’s . music, Stravinsky’s rhythmic revolution. Composers needed to preserve past beloved traditions while venturing down fresh paths, developing styles expressing fast-changing reality. Most continued to co作者: Awning 時(shí)間: 2025-3-23 07:08 作者: CHARM 時(shí)間: 2025-3-23 10:17
European music transformed by three strands of Modernism: Debussy’s ‘Impressionism’, Schoenberg’s . music, Stravinsky’s rhythmic revolution. Composers needed to preserve past beloved traditions while venturing down fresh paths, developing styles expressing fast-changing reality. Most continued to co作者: Buttress 時(shí)間: 2025-3-23 14:01 作者: byline 時(shí)間: 2025-3-23 20:35
The Organizational System,m resorts to organizational models that encourage the emergence of cognitive conventions between its staff and its operations, which enrich rather than impoverish its cognitive system, the more continuity is assured between its strategic positioning and its methods of operation and between its exter作者: Palpate 時(shí)間: 2025-3-24 01:00
Managerial Fine-tuning,contradictory? Integrating heterogeneity when not managing contradictions is quite a common fact of life. It is not always comfortable for managers, whose ability to sustain dialectical approaches may be low. Others may not understand why they do what they do: decentralizing at the same time that th作者: ANIM 時(shí)間: 2025-3-24 02:44 作者: 詞匯 時(shí)間: 2025-3-24 10:13 作者: 脆弱吧 時(shí)間: 2025-3-24 13:06 作者: custody 時(shí)間: 2025-3-24 17:26 作者: 翻布尋找 時(shí)間: 2025-3-24 20:16 作者: conception 時(shí)間: 2025-3-25 00:50 作者: 性上癮 時(shí)間: 2025-3-25 04:22
Book 2003 to shape to a large extent the ability of the organisational system to implement and achieve strategic objectives. This book provides breakthrough thinking on these issues by two leading academic thinkers.作者: 推延 時(shí)間: 2025-3-25 11:04
anagers is to shape to a large extent the ability of the organisational system to implement and achieve strategic objectives. This book provides breakthrough thinking on these issues by two leading academic thinkers.978-1-349-51056-6978-0-230-51208-5作者: intrigue 時(shí)間: 2025-3-25 15:39
executives and a qualiquantitative audience study, this book critically analyses MUBI as a way to understand this particular mode of content aggregation, cultural recommendation, choice architecture and community building. Curation services address a real, but decidedly circumscribed gap in the mark作者: ureter 時(shí)間: 2025-3-25 18:33 作者: 脆弱么 時(shí)間: 2025-3-25 23:20
Claude Michaud,Jean-Claude Thoenigy relevant activities (cfr. Bishop’s earlier work), expanding the existing list with six more activities: dance, comparison, logical operations, music, market activities and story telling. On top of that the added categories of activities situate the notions by means of varied ethnographic contexts.作者: GNAW 時(shí)間: 2025-3-26 03:46
Claude Michaud,Jean-Claude Thoenigy relevant activities (cfr. Bishop’s earlier work), expanding the existing list with six more activities: dance, comparison, logical operations, music, market activities and story telling. On top of that the added categories of activities situate the notions by means of varied ethnographic contexts.作者: Irascible 時(shí)間: 2025-3-26 05:35 作者: CRACK 時(shí)間: 2025-3-26 10:28 作者: START 時(shí)間: 2025-3-26 14:20
Claude Michaud,Jean-Claude Thoenig similar way sometimes, showing how dance and music can be framed in mathematical terms. And the same goes for other activities such as story telling, market activities, but even such presumably rigorous activities as computer design. For all of these sub-domains some empirical work from anthropolog作者: 擴(kuò)張 時(shí)間: 2025-3-26 19:17 作者: overture 時(shí)間: 2025-3-26 23:35
Claude Michaud,Jean-Claude Thoenig use of dissonant harmonies. Between 1750 and 1840, northern Europe’s Industrial Revolution represented the deepest social transformation in history. However, after 1848 European-wide revolutions’ defeat, capitalism entered a new phase. The great Depression of 1873–1896 didn’t destroy the triumphant作者: HARD 時(shí)間: 2025-3-27 02:19
Claude Michaud,Jean-Claude Thoenigce for single-movement pieces. Bourgeois leaders of the French Revolution proclaimed ‘Liberty, Equality, Fraternity’ but destroyed radical hopes, becoming rulers of a new class society. Before 1800, composers were the rulers’ servants: church, aristocracy and the rising bourgeoisie. In the nineteent作者: MIRTH 時(shí)間: 2025-3-27 09:15
use of dissonant harmonies. Between 1750 and 1840, northern Europe’s Industrial Revolution represented the deepest social transformation in history. However, after 1848 European-wide revolutions’ defeat, capitalism entered a new phase. The great Depression of 1873–1896 didn’t destroy the triumphant作者: 挫敗 時(shí)間: 2025-3-27 10:13 作者: probate 時(shí)間: 2025-3-27 14:35
The Organizational System,m resorts to organizational models that encourage the emergence of cognitive conventions between its staff and its operations, which enrich rather than impoverish its cognitive system, the more continuity is assured between its strategic positioning and its methods of operation and between its external ambitions and its internal organization.作者: 支架 時(shí)間: 2025-3-27 20:44
Where Management and Strategy Strengthen One Another,t short-term value and invest for the medium term. No strategic and organizational model allows a company to satisfy at the same time endogenous exploitation and regeneration. Simplicity is as destructive as bureaucracy. Except in business school classrooms, pure models of organization and clear-cut linear ambitions do not often achieve success.作者: 地殼 時(shí)間: 2025-3-27 23:10
https://doi.org/10.1057/9780230512085complexity; General Management; management; Manager; Organisation; organization; organizations; strategy作者: 射手座 時(shí)間: 2025-3-28 05:04
In Praise of Complexity,Apparently, common sense has finally won in the field of management. In our present day world, those firms that win are necessarily the ones whose organization is simple and whose strategy is univocal.作者: JAUNT 時(shí)間: 2025-3-28 08:26 作者: 格言 時(shí)間: 2025-3-28 12:28
Agro: A Company in Transition,The cognitive firm is not an abstract topic of discussion, it is a working system whose real strategy is determined day by day. It is the result of operational unit activity, which does not necessarily coincide with the strategic rhetoric that is presented by top management and that the formal structures are supposed to put into effect.作者: 你正派 時(shí)間: 2025-3-28 15:09 作者: BRIBE 時(shí)間: 2025-3-28 21:09 作者: oblique 時(shí)間: 2025-3-29 00:34 作者: Lipoma 時(shí)間: 2025-3-29 06:31 作者: 步兵 時(shí)間: 2025-3-29 09:50
