Nature of organisations

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  • Chapter 9 - Basic elements of organisational structure. In this chapter you will learn: Nature of organisational structure, job design, types of departmentalisation, methods of vertical co-ordination, promoting innovation (methods of horizontal co-ordination).

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  • 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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  • Chapter 6 - Establishing organisational goals and plans. In this chapter, students will be able to understand: The planning process, the nature of organisational goals, how goals facilitate performance, linking goals & plans, management by objectives.

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  • A concise account of international law by an experienced practitioner, this book explains how states and international organisations, especially the United Nations, make and use international law. The nature of international law and its fundamental concepts and principles are described. The difference and relationship between various areas of international law which are often misunderstood (such as diplomatic and state immunity, and human rights and international humanitarian law) are clearly explained.

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  • Muterials science emerged in USA, some time in thc carly 1950s. That phrase denoted a new scientific concept, born out of metallurgy, and this book is devoted to the emergence, development and consequences of that concept, in the US and elsewhere. Just who first coined the phrase is not known, but it is clear that by 1956 a number of senior research scientists had acquired the habit of using it.

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  • Chapter 3 help you understand internal and external environments. The main contents of this chapter include all of the following: Types of external environment, analysing the environment, managing the environment, nature of organisational. culture, manifestations of culture, promoting innovation, changing organisational. culture, leadership & cultural change.

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  • Motivation is the force energising or, giving direction to, behaviour. It is a complex interaction of behaviours, needs, rewards/reinforcement and cognitive activities. This lecture introduces you to motivation. The topics discussed in this chapter are: Nature of motivation, needs theories, cognitive theories, reinforcement theory, social learning theory.

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  • The power to become habituated to his surroundings is a marked characteristic of mankind. Very few of us realise with conviction the intensely unusual, unstable, complicated, unreliable, temporary nature of the economic organisation by which Western Europe has lived for the last half century. We assume some of the most peculiar and temporary of our late advantages as natural, permanent, and to be depended on, and we lay our plans accordingly.

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  • Some events may appeal to terrorists for a number of reasons, including an anniversary date, religious holiday, a particular location, the nature of the event, or those who will be included among the participants. Communities can identify terrorist organizations that may be attracted to their event for any number of reasons and can prepare accordingly. Knowledge is an advantage. Know the possible risks that the event poses and the audience that the event will attract.

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  • Let us, first of all, ask ourselves, looking at the world around us, what it is that the history of the world signifies. When we read history, what does the history tell us? It seems to be a moving panorama of people and events, but it is really only a dance of shadows; the people are shadows, not realities, the kings and statesmen, the ministers and armies; and the eventsÄ the battles and revolutions, the rises and falls of states Äare the most shadowlike dance of all. Even if the historian tries to go deeper, if he deals with economic conditions, with social organisations, with...

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  • The Agile family of development methodologies was born out of a belief that an approach more grounded in human reality would yield better results. Agile emphasizes building working software that people can get hands on with quickly, versus spending a lot of time writing specifications up front. Agile focuses on small, cross-functional teams empowered to make decisions, versus big hierarchies and compartmentalization by function, and Agile focuses on rapid iteration, with as much customer input along the way as possible.

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  • Earlier research confirms this disparity in views and also the huge variation in the structures and roles of PMOs. In the tougher economic conditions and increasingly competitive business environment of today, organisations cannot afford to continue spending huge sums of money on unsuccessful projects and programmes. Neither can they afford the cost of an ineffective PMO. So it is important to evaluate and understand the value a PMO can and should deliver and what constitutes the right mix of people and processes within a PMO to make that contribution.

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  • This initiative has been presented in the framework of a number of relevant international initiatives of organisations, such as the OECD, the United Nations and the European Commission. Moreover, European Directive 2000/31/EC of 8 June 2000 (OJEC L 178 of 17 July 2000) encourages professional bodies and associations to establish codes of conduct at Community level. As a supplement to legislation, the Orgalime Principles of Conduct in electronic commerce contain provisions concerning the key items designed to increase trust in Electronic Commerce.

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  • Isn’t it strange that the animal we used to be developed into the creature that we now are? How – and why – did human intelligence and culture evolve? How did we evolve minds, philosophies and technologies? And now that we have them, where are they taking us? The orthodox answer to these questions looks inside our brains to see what they are made of and how the various components operate.

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  • The purpose of this course is help the students to understand management functions, to familiarize themselves with the practice of management, to develop an understanding of behavioural process of the organizations as a whole, and to cultivate an insight into the individual behaviour at work place.

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  • We describe an on-going project whose primary aim is to establish the technology of producing closed captions for TV news programs efficiently using natural language processing and speech recognition techniques for the benefit of the hearing impaired in Japan. The project is supported by the Telecommunications Advancement Organisation of Japan with the help of the ministry of Posts and Telecommunications.

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  • Lecture "Management: Business environment" cung cấp cho người đọc các kiến thức: External environment (types of external environment, analysing the environment, managing the environment), internal environment (nature of organisational culture, manifestations of culture, promoting innovation, changing organisational culture).

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  • Chapter 4 - Social responsibility and ethics in management. The following are the main points from chapter 4: Discuss how the nature of management jobs creates the possibility for ethical abuses, describe what influences ethical decision-making, explain what practical steps managers can take to improve ethical decision-making, explain for what organizations are socially responsible,...

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  • Chapter 5 - Managerial decision making . The main contents of this chapter include all of the following: Nature of managerial decision making, managers as decision makers, effective decision making, barriers to effective decision making, group decision making, creativity in decision making.

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  • Chapter 14 - Managerial communication. The main contents of this chapter include all of the following: Nature of managerial communication, individual communication & interpersonal processes, group communication, organisational communication channels.

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