Titlebook: Get Better at Flatter; A Guide to Shaping a Markus Reitzig Book 2022 The Editor(s) (if applicable) and The Author(s), under exclusive licen

異國

書目名稱Get Better at Flatter影響因子(影響力)




書目名稱Get Better at Flatter影響因子(影響力)學(xué)科排名




書目名稱Get Better at Flatter網(wǎng)絡(luò)公開度




書目名稱Get Better at Flatter網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Get Better at Flatter被引頻次




書目名稱Get Better at Flatter被引頻次學(xué)科排名




書目名稱Get Better at Flatter年度引用




書目名稱Get Better at Flatter年度引用學(xué)科排名




書目名稱Get Better at Flatter讀者反饋




書目名稱Get Better at Flatter讀者反饋學(xué)科排名

cutlery

Defraud

Household Economic Losses of Urban Flooding,oduces Richard Borek, a 500-plus-employee, Germany-based company specializing in selling collectors’ items. Part A describes the history of the company until about 2018, when the company commenced to move from a seven-layer hierarchy to a four-layer one. Part B reflects on what has happened since.

intangibility

Where Does a Flat Structure Reach its Limits?caling. Blending in-depth scientific insights on information aggregation within groups with and anecdotal evidence from the corporate world, it provides a sense of what seems possible, and where flat structures hit the ceiling. It also discusses implications for the adoption of atypical hierarchies within organizations.

impaction

自制

自制

P. S. N. Murthy,Tanvi Arora,Shakeel Ahmedall organizational activities along the dimensions of the 4+1 framework developed by Puranam et al. (.(2), 162–180, 2014): (1) dividing tasks (determining what needs to be done), (2) allocating tasks (determining who does what), (3) distributing rewards (determining who gets what), (4) providing inf

僵硬

murmur

https://doi.org/10.1007/3-540-29387-6zation. In a manager-friendly way, it reports what is known from science about which type of staff are particularly susceptible to being granted autonomy, when, and why. The chapter also raises the question of which individuals act responsibly with such autonomy, and why. In addition to the earlier

使熄滅