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Titlebook: Managing Today and Tomorrow; Rosemary Stewart Book 1994 Palgrave Macmillan, a division of Macmillan Publishers Limited 1994 Information Te

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發(fā)表于 2025-3-21 18:08:57 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
書(shū)目名稱(chēng)Managing Today and Tomorrow
編輯Rosemary Stewart
視頻videohttp://file.papertrans.cn/624/623219/623219.mp4
圖書(shū)封面Titlebook: Managing Today and Tomorrow;  Rosemary Stewart Book 1994 Palgrave Macmillan, a division of Macmillan Publishers Limited 1994 Information Te
描述The basics of management remain the same. Managing is very different in different jobs, organizations and countries. Management is changing radically. All three statements are true. Most books on management focus on the first or the third statement. This book is unusual in that it takes account of all three. It does so because effective managers increasingly have to understand not only the basics of management, but also how it is changing and how that affects their work and careers. Managers are much more mobile than they used to be, so they also have a greater need than in the past to understand where, how and why management differs.
出版日期Book 1994
關(guān)鍵詞Information Technology (IT); management; Manager; organization; Personal; stakeholder
版次1
doihttps://doi.org/10.1057/9780230375413
isbn_ebook978-0-230-37541-3
copyrightPalgrave Macmillan, a division of Macmillan Publishers Limited 1994
The information of publication is updating

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Managerial Implications of ITWhat is information technology (IT)? What effects is it having – and is it likely to have - upon the nature of managerial jobs? Will it revolutionize managers’ lives at work and at home? What are the lessons from experience so far? What can managers do to make more effective use of IT? These are the questions that Chapter 8 addresses.
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Managerial Implications of the ECnce of the EC and ‘1992’ to managers in any kind of organization. Planning to implement a Single European Market by 1992 provided a useful target for making progress, but the creation of the common market is better seen as a process rather than as an event.
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Palgrave Macmillan, a division of Macmillan Publishers Limited 1994
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Working in an Organization must work uncongenial, inefficient, obstructive and sometimes even malign. We are unlikely just to regard the organization as a neutral means of earning our living, but may have a love/hate relationship in our feelings to it.
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