Xem 1-20 trên 221 kết quả Managing diversity
  • Learning objectives of this chapter include: Describe how changes in the U.S. workforce make diversity a critical organizational and managerial issue; distinguish between affirmative action and managing diversity; explain how diversity, if well managed, can give organizations a competitive edge; identify challenges associated with managing a diverse workforce;...

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  • The series is designed to bring today’s managers and professionals the fundamental information they need to stay competitive in a fastmoving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.

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  • Chapter 11 - Managing the diverse workforce. Describe how changes in the U.S. workforce make diversity a critical organizational and managerial issue, distinguish between affirmative action and managing diversity, explain how diversity, if well managed, can give organizations a competitive edge,...

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  • Chapter 2 - Managing diversity: releasing every employee’s potential. After reading the material in this chapter, you should be able to: Define diversity and review the four layers of diversity, explain the difference between affirmative action and managing diversity, explain why alice eagly and linda carli believe that a woman’s career is best viewed as traveling through a labyrinth,...

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  • Chapter 4 - Understanding social perception and managing diversity. After reading the material in this chapter, you should be able to: Describe perception in terms of the social information processing model; explain seven managerial implications of social perception; explain according to Kelley’s model, how external and internal causal attributions are formulated;...

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  • In this chapter you will learn: Human resources and quality management, changing nature of human resources management, contemporary trends in human resources management, employee compensation, managing diversity in workplace, job design, job analysis, learning curves.

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  • This bestselling principles text vividly illustrates management theories by incorporating the perspectives of real-life managers. Throughout this text, students will see and experience management in action, helping them understand how the concepts they’re reading about work in today’s business world. The eleventh edition contains two new chapters on diversity and change, as well as updated information and scenarios featuring REAL managers at work.

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  • People at work in organizations today are part of a new era. The institutions of society and the people who make them work are challenged in many and very special ways. Society at large increasingly expects high performance and high quality of life to go hand-in-hand, considers ethics and social responsibility core values, respects the vast potential of demographic and cultural diversity among people, and accepts the imprint of a globalization on everyday living and organizational competitiveness.

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  • The Mekong River is one of the few great, largely unregulated rivers of the world. Its Delta is both agriculturally and aquatically highly productive and a major contributor to the region’s food production and export earnings. Water and land issues of the Delta must be considered as integral with those of the Mekong Basin as a whole. A majority of the Mekong Basin’s 60 million, ethnically diverse peoples rely on the River’s aquatic resources and rice production for their subsistence. For many, 40 to 60% of their protein intake is from fish from the Mekong.

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  • Documents and reflects on the steps that researchers are taking to implement social and gender analysis, including questions of class, caste, and ethnicity, into their everyday work. Combines both learning experiences and scientific results, representing academic and nonacademic sectors, a variety of research organizations, and a number of natural resource management questions, including biodiversity conservation, crop and livestock improvement, and sustainable grassland development.

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  • The rapidly increasing global population has dramatically increased the demands for natural resources and has caused significant changes in quantity and quality of natural resources.To achieve sustainable resource management, it is essential to obtain insight- ful guidance from emerging disciplines such as landscape ecology.This text addresses the links between landscape ecology and natural resource management.These links are discussed in the context of various landscape types,a diverse set of resources,and a wide range ofmanagement issues.

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  • Chapter 17 OPERATIONS. Many projects in the telecom environment are operations projects. Most projects require some involvement from operations organizations, even if they are not centrally operations projects. In the telecom industry, “operations” encompasses many diverse functions, and often aspects of many such systems are needed.

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  • Too often, today's managers are sold simple solutions to complex problems. But as many soon discover, simplicity is rarely effective in the face of complexity, change and diversity. Despite apparent promise, quick-fix panaceas fail because they are not holistic or creative enough. They focus on parts of the organization rather than the whole, take little account of interaction, and pander to the notion that there is one best solution in all circumstances. As instances of such failure escalate, intelligent managers are increasingly seeking to improve results through Systems Thinking....

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  • Sustainable forest management (SFM) is not a new concept. However, its popularity has increased in the last few decades because of public concern about the dramatic decrease in forest resources. SFM is generally implemented using criteria and indicators (C&I) that define forest management standards, and several countries have established their own sets of C&I within the framework of different international or regional processes. Nevertheless, none of the C&I systems have been universally accepted and future research should consider the current and future indicators....

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  • There is beginning to be a considerable body of resources on how to manage the professional practice that goes beyond the homogenous texts on practice management that rather imply that they are all the same and that there is one route to success. Two early contributions, which broke the mould, are undoubtedly Donald Sch€on’s 1983 book, The Reflective Practitioner, and David Maister’s work, especially his 1993 book, Managing the Professional Service Firm.

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  • All organizations, whether for profit, not for profit, or government, face issues of information technology management. While the concerns involved may differ from organization to organization, the principles of good information technology management remain the same. Using a compilation of articles on various topics relating to technology management, Handbook of Technology Management in Public Administration addresses the management, implementation, and integration of technology across a wide variety of disciplines.

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  • The editors would like to thank the governments of Canada (idrc, International Development Research Centre) and Switzerland (Swiss Agency for Development and Cooperation) for their generous fi nancial support of this book.

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  • This book is about the conservation of genetic diversity of wild plants in situ in their natural surroundings, primarily in existing protected areas but also outside conventional protected areas. A lot of effort has been dedicated to conserving plant biodiversity, but most of this has focused on rare plant communities or individual species threatened with extinction.

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  • To be effective, risk management needs to be an ongoing and meaningful element in the management of the plan. The plan needs to do more than a ‘tick and flick’ exercise at the commencement of the project; it needs to identify who is responsible for reviewing risks on a regular basis, and how this will be done.

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  • The three restrictive-malabsorptive bypass procedures combine the elements of gastric restriction and selective malabsorption. These procedures include Roux-en-Y gastric bypass (RYGB), biliopancreatic diversion (BPD), and biliopancreatic diversion with duodenal switch (BPDDS) (Fig. 75-2). RYGB is the most commonly performed and accepted bypass procedure. It may be performed with an open incision or laparoscopically.

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