Xem 1-20 trên 187 kết quả Management of art
  • The traditional view of the relationship between business and the arts is very much a one-way affair: organisations may endorse, fund or publicise the arts but the arts have nothing to offer from a business perspective. The Value of Arts for Business challenges this view by showing how the arts, in the form of Arts-based Initiatives (ABIs), can be used to enhance valuecreation capacity and boost business performance. The book introduces and explains three models that show how organisations can successfully implement and manage ABIs.

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  • Although the day of trusts is here, still practically each of the component companies of the trusts was developed and built up largely through the energies and especial ability of some one or two men who were the master spirits in directing its growth. As a rule, this leader rose from a more or less humble position in one of the departments, say in the commercial or the manufacturing department, until he became the head of his particular section. Having shown especial ability in his line, he was for that reason made manager of the whole establishment....

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  • Learn the fundamentals, practices and models of intellectual capital management with this essential resource. Providing a business-oriented, critical review of the definitions, practices, tools and models that are available today, its approach enables you to understand and retain the cutting-edge issues in the emerging field of intellectual capital management.

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  • This book chronicles the exploits of Brad—a fictional character who’s been thrust into the wonderful world of project management. Just like many project management professionals I’ve met in my many years in the field, he was drawn into the battle reluctantly, but he emerged wanting more. And as you will soon discover, project management is actually a curious combination of art and science. The artistry refers to the leadership part of the role, or the people component.

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  • Define management and managers, and characterise their importance to organisations •Identify and briefly explain the four basic management functions in organisations •Describe the kinds of manager found at different levels and in different areas of the organisation •Identify the basic management roles that managers may play and the skills they need to be successful •Discuss the science and art of management and describe how people become managers •Summarise the scope of management in organisations....

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  • Discuss the components of strategy, types of strategic alternative, and the distinctions between strategy formulation and implementation •Describe how to use SWOT analysis in formulating strategy. •Identify and describe alternative approaches to business-level strategy formulation. •Describe how business-level strategies are implemented. •Identify and describe alternative approaches to corporate-level strategy. •Describe how corporate-level strategies are implemented.

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  • Aimed at improving workers’ performance through analytical procedures. •Frederick Taylor (1856-1915): soldiering-reward •Frank Gilbreth (1868-1924) and Lillian Gilbreth (1878-1972): time + motion = efficiency •Henry Gantt (1861-1919): Grant Chart •Harrington Emerson (1853-1931): specialisation of management roles.

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  • The purpose of organizing is to establish lines of authority. A line of appropriate authority creates order within the company. This is necessary in order to prevent chaos where everybody is trying to do everything at once. To create synergism, departments and individuals need to work together in a coordinated effort resulting in higher efficiency. In effect, three people working together can do more work than ten people working separately. Another benefit of organizing the business is more efficient communication and reduced conflict by ensuring that authority and responsibility...

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  • I would like to share you an experience I had learnt last semester when we learn Market leader – an English material. The professor asked us to present one company in a group of four students and our performance would be graded as a middle exam. We were all anxious because it was the 1st time we worked in group and presented in front of the crowd. Still, there were a lot of tasks that we did not know how to get it done. I was vice – monitor of the class so I was honored to be nominated as...

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  • The assessment and management of risks, which is a priority for firms in all three sectors, are handled in ways that reflect both similarities and differences between sectors. In all sectors, policies and procedures exist to ensure that an independent assessment of risks occurs and that controls are in place to limit the amount of risk that can be taken on by individual business areas.

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  • While these methodologies may have worked for some organizations in the past and may still work in some circumstances, for many companies these methodologies only added cost and complexity while providing a false sense of security that management was “doing something” by exhaustively planning, measuring, and controlling. Huge costs were sunk in premature planning, without the rapid iterative development and continuous feedback from customers that we have come to realize are prerequisites for success today.

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  • Research on creativity tends to stress the importance of context-free thought, the content of which is independent of what is present to the senses of the agent. Indeed, the capacity to disregard what is real and turn towards the imaginary is essential for creativity. Yet, this does not entail that creativity in general, as an activity, is independent of the context in which it occurs (Brinck 1999).

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  • Identify the components of the internal environment and discuss their impact on organisations. •Discuss the primary charateristics and determinants of an organisation’s culture and how the culture can be managed. •Identify the main dimensions, cause and impacts of workforce diversity and discuss the strategies and approaches to diversity management. •Describe managerial ethics and CSR and discuss how they can be managed in organisations.

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  • The first sketch of this fountain, created by Jens-Flemming Sørensen, was drawn on a tablecloth at Galerie Asbæk in Copen- hagen. The airport wanted a fountain, the artist came up with an idea, and the dialogue and work began. The fountain is a good example of how a work of art can fit into the hustle and bustle of an airport without losing any of its originality and artistic concept. The airport did not just want a fountain - but a fountain with a function; a cosy corner to sit for a while and an obvious meeting point. The basin and its three globes are cast in bronze and...

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  • In a study of potential bone marrow transplant recipients, patients reported an improved outlook on life, enhanced relationships, and greater satisfaction with religious concerns (Andrykowski et al., 1993). The authors note that cancer should not be viewed as a homo- geneously negative event, but as a “psychosocial transition, i.e. an event with significant negative implications that can nevertheless cause individuals to restructure their attitudes, values, and behaviors, and thus can serve to trigger positive psychosocial change” (p. 274).

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  • In Marketing Insights from A to Z, Philip Kotler, one of the undisputed fathers of modern marketing, redefines marketing's fundamental concepts from A to Z, highlighting how business has changed and how marketing must change with it. This concise, stimulating book relays fundamental ideas fast for busy executives and marketing professionals. Marketing Insights from A to Z presents the enlightened and well-informed musings of a true master of the art of marketing based on his distinguished forty-year career in the business.

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  • Accountancy is the process of communicating financial information about a business entity to users such as shareholders and managers. The communication is generally in the form of financial statements that show in money terms the economic resources under the control of management; the art lies in selecting the information that is relevant to the user and is reliable.[2] The principles of accountancy are applied to business entities in three divisions of practical art, named accounting, bookkeeping, and auditing....

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  • If you want to learn how to be a super-trader, then closely examine the concepts in this book. It is based on a proactive trading program that has helped my firm, SAC Capital Management, LLC, grow from a $20- million hedge fund to one handling over $500 million annually after only five years. I have been trading the stock market for twenty years. Originally, I made my trading decisions by watching the ebbs and flows of the ticker tape. I knew very little of the fundamentals of the companies I was trad- ing and based my decisions on the tape action. Later, as I refined my art, I began...

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  • Search engine optimization (SEO for short) is a work of art site to the top of the search rankings. Why do you want to get Top on Google? Well, here's my pitch elevator for why SEO ( this book) might be the best investment you ever made ​​in your web page and your business.

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  • In the latter part of March, 1996, a trusted friend sent me a copy of Professor Fumihiko Iida’s article, ”The Dawn of Meaning.” I read it immediately and was amazed that a traditional academic journal at a major public university in Japan had published a research article on life after death and rebirth, especially since the topic is so remote from economics and management, the journal’s usual genre.

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