Fletcher Douglas Scott (17 results)

Hardcover. Condition: As New. No Jacket. Pages are clean and are not marred by notes or folds of any kind. ~ ThriftBooks: Read More, Spend Less.

hardcover. Condition: Good. Hardcover book with dustjacket. Light wear to dust jacket and to pages.

Soft cover. Condition: Very Good. 96 pages. Robert Graves "A Mantleful Of Northwind" / Iain Fletcher "The Fair Circassion" / Peter Russell "Gavin Douglas And His Eneados" / Ian Scott-Kilvert "Thomas Middleton".

Hardcover. Condition: Fine. 248p.

Condition: New. In.

Condition: New. As a company changes it experiences stages of growth and that what worked in the past may be no longer effective. Managers may be required to juggle organizational evolution without abdicating control of the company. This model is derived from the author's understanding of these tensions. Num Pages: 248 pages, black & white illustrations. BIC Classification: KJMV; KJU; KJV. Category: (P) Professional & Vocational; (U) Tertiary Education (US: College). Dimension: 234 x 156 x 14. Weight in Grams: 526. . 2001. hardcover. . . . .

Hardcover.

Condition: New. As a company changes it experiences stages of growth and that what worked in the past may be no longer effective. Managers may be required to juggle organizational evolution without abdicating control of the company. This model is derived from the author's understanding of these tensions. Num Pages: 248 pages, black & white illustrations. BIC Classification: KJMV; KJU; KJV. Category: (P) Professional & Vocational; (U) Tertiary Education (US: College). Dimension: 234 x 156 x 14. Weight in Grams: 526. . 2001. hardcover. . . . . Books ship from the US and Ireland.

Hardcover. Condition: Like New. Like New. book.

HRD. Condition: New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

HRD. Condition: New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

Hardcover. Condition: new. Hardcover. As the size and complexity of a company change in the course of its evolution it experiences predictable stages of growth. During these stages, a company discovers that what worked in the past no longer works. At such times, managers have to juggle the three variables of organizational evolution--the firm's purpose, its business and management processes, and its human resource issues--and keep them in balance as they reinvent new ways of structuring the firm. Typically, tension develops as one variable is stressed at the expense of the others. Managers need to know how to delegate decision making without abdicating overall control of the organization. The model developed here derives from the authors' understanding of how successful firms have managed these tensions.Fletcher and Taplin deal with teamwork, leadership, and the nature of dynamic change while successfully avoiding the cliches to which many experts in those areas are prone. They discuss teamwork in the context of wider performance and process issues. They address leadership not by talking about personality traits but by examining the tensions within authority structures as senior managers attempt to reconcile organizational logics (history and past practices that have sustained the firm) and their own definition of the challenges that face the firm. The authors argue that such contradictions follow a predictable pattern. Managers can either ignore the underlying instability or confront it in ways that will ease the transition and sustain the organization's dynamic growth. The interplay between a company's purpose, business processes, and people take center place as California-based consultant Fletcher and Taplin (sociology, management, and international studies, Wake Forest U.) explore how business organizations, and to some extent societies and individuals, evolve o This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

Hardback. Condition: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days.

Hardcover. Condition: new. Hardcover. As the size and complexity of a company change in the course of its evolution it experiences predictable stages of growth. During these stages, a company discovers that what worked in the past no longer works. At such times, managers have to juggle the three variables of organizational evolution--the firm's purpose, its business and management processes, and its human resource issues--and keep them in balance as they reinvent new ways of structuring the firm. Typically, tension develops as one variable is stressed at the expense of the others. Managers need to know how to delegate decision making without abdicating overall control of the organization. The model developed here derives from the authors' understanding of how successful firms have managed these tensions.Fletcher and Taplin deal with teamwork, leadership, and the nature of dynamic change while successfully avoiding the cliches to which many experts in those areas are prone. They discuss teamwork in the context of wider performance and process issues. They address leadership not by talking about personality traits but by examining the tensions within authority structures as senior managers attempt to reconcile organizational logics (history and past practices that have sustained the firm) and their own definition of the challenges that face the firm. The authors argue that such contradictions follow a predictable pattern. Managers can either ignore the underlying instability or confront it in ways that will ease the transition and sustain the organization's dynamic growth. The interplay between a company's purpose, business processes, and people take center place as California-based consultant Fletcher and Taplin (sociology, management, and international studies, Wake Forest U.) explore how business organizations, and to some extent societies and individuals, evolve o This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.

Gebunden. Condition: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. At such times, managers have to juggle the three variables of organizational evolution--the firm s purpose, its business and management processes, and its human resource issues--and keep them in balance as they reinvent new ways of structuring the firm.

Buch. Condition: Neu. Understanding Organizational Evolution | Its Impact on Management and Performance | Douglas Scott Fletcher (u. a.) | Buch | Gebunden | Englisch | 2001 | Praeger | EAN 9781567204742 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand.

Buch. Condition: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - As the size and complexity of a company change in the course of its evolution it experiences predictable stages of growth. During these stages, a company discovers that what worked in the past no longer works. At such times, managers have to juggle the three variables of organizational evolution--the firm's purpose, its business and management processes, and its human resource issues--and keep them in balance as they reinvent new ways of structuring the firm. Typically, tension develops as one variable is stressed at the expense of the others. Managers need to know how to delegate decision making without abdicating overall control of the organization. The model developed here derives from the authors' understanding of how successful firms have managed these tensions.Fletcher and Taplin deal with teamwork, leadership, and the nature of dynamic change while successfully avoiding the cliches to which many experts in those areas are prone. They discuss teamwork in the context of wider performance and process issues. They address leadership not by talking about personality traits but by examining the tensions within authority structures as senior managers attempt to reconcile organizational logics (history and past practices that have sustained the firm) and their own definition of the challenges that face the firm. The authors argue that such contradictions follow a predictable pattern. Managers can either ignore the underlying instability or confront it in ways that will ease the transition and sustain the organization's dynamic growth.