Results management

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  • This technical report describes the design of a RAND simulation model that has been adapted specifically to address general and flag officer (GFO) management subject to provisions of the Duncan Hunter National Defense Authorization Act for Fiscal Year 2009. The Act introduced the joint pool rubric, which provides for the

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  • In this brief story, we present you with a great deal of what we have learned from our studies in medicine and in the behavioral sciences about how people work best with other people. By “best,” we mean how people produce valuable results, and feel good about themselves, the organization and the other people with whom they work.

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  • Human resources alignment means integrating decisions about people with decisions about the results an organization is trying to obtain. By integrating human resources management (HRM) into the agency planning process, emphasizing human resources (HR) activities that support broad agency mission goals, and building a strong relationship between HR and management, agencies are able to ensure that the management of human resources contributes to mission accomplishment and that managers are held accountable for their HRM decisions.

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  • Project management is a set of tools, techniques, and knowledge that,when applied, helps you produce better results for your project. Trying to manage a project without project management is like trying to play football without a game plan.

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  • Chapter 9: Professional Responsibility. The Project Management Institute engaged the Columbia Assessment Service (CAS) to study the PMP examination process. This resulted in changes to the PMP examination. In fact, the exam was revised considerably as a result of the work that was done. CAS began by analyzing the responsibilities of project management professionals (PMPs). Then they specified a plan for the testing of PMPs, wrote and rewrote questions for the exam, and determined the passing score for the test.

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  • Human resources alignment means integrating decisions about people with decisions about the results an organization is trying to obtain. By integrating human resources management (HRM) into the agency planning process, emphasizing human resources (HR) activities that support broad agency mission goals, and building a strong relationship between HR and management, agencies are able to ensure that the management of human resources contributes to mission accomplishment and that managers are held accountable for their HRM decisions...

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  • There are two realities in business today: Get results and keep your result-getters! This is becoming increasingly difficult as globalization, technology and demographic changes bombard today’s managers. Add to this the increased roles and responsibilities placed on the manager and chaos erupts

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  • Chapter 14b: Answer key about HUMAN RESOURCES 1. Answer: b The major advantage of the functional organization over those listed is that the organization is quite stable. Project organizations are created and disbanded as the need for them arises. Functional organizations are also able to have high level of expertise in specific skill areas. These organizations also resist change. 2.

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  • Companies face risks every day, they are part of normal business life. There are many risks — both threats and opportunities — which may impact on a company‘s resources, projects and profitability. Risk means different things to different businesses and organizations. Undoubtedly, the risk represents both a potential threat and potential opportunity for businesses. Every business and decision involves a certain amount of risk. Risk might cause a loss to a company. This does not mean, however, that businesses cannot take risks.

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  • SQL*Plus is an environment in which you can  Execute SQL statements to retrieve, modify, add, and remove data from database tables.  Format, perform calculations on, store, and print query results in the form of reports.  Issue SQL statements to create, alter, and remove database tables.  Create anonymous blocks, subprograms, database triggers using procedural language extension, PL/SQL. SQL*Plus has a variety of commands you need to use to execute subprograms, pass values in and out of PL/SQL blocks, and debug your code.

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  • CHAPTER II: THE PRINCIPLES OF SCIENTIFIC MANAGEMENT THE writer has found that there are three questions uppermost in the minds of men when they become interested in scientific management. First. Wherein do the principles of scientific management differ essentially from those of ordinary management? Second. Why are better results attained under scientific management than under the other types? Third.

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  • Agile, strategic supply chain management is a key competitive necessity in today’s no-room-for-error business arena. And few organizations have acquired more knowledge—and demonstrated better results—than the team at global management consultancy Pittiglio, Rabin, Todd, and McGrath (PRTM). In the breakthrough reference Strategic Supply Chain Management, two of PRTM’s leading consultants in this practice explain everything that corporate decision-makers need to know to create value and competitive advantage from their supply chains....

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  • Lesson 4. Laying Out Your Plan. In this lesson, you learn the prime directive of project managers, all about plotting your course, initiating a work breakdown structure, and the difference between action and results (results mean deliverables).

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  • "The Management of Mergers and Acquisitions is far away from the perfect, polished presentations of the merchant bankers in which value creation is all too often just the result of a well-executed PowerPoint presentation. Philippe Very takes us into the real world where management is the key word - management of the expected and the unexpected, of rationality and emotions, of processes and people. He combines the expertise of the researcher with live business cases.

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  • To the greatest motivator there ever was, Mr. Rodney Mercado, child prodigy, genius in 10 fields, and professor of music and violin at the University of Arizona. To Chuck Coonradt, who, unlike other consultants, not only talks about how to motivate others, but has a proven system, the Game of Work, that delivers stunning results and fun to the workplace in the same breath.

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  • Lesson 9. Reporting Results. In this lesson, you learn why it is getting more difficult to report your results, how to effectively use communication tools and techniques, the importance of giving credit to your team, and the importance of assuming any blame alone.

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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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  • This book, written in 1962-63, is a result of a special investigation of control in large American corporations. I decided not to confine myself to a study of the sources available at the time, but also personally to verify the correctness of the managerial revolution theory first advanced by A. Berle and G. Means in the early 1930s.

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  • Chapter 9 THE PEOPLE. At the core of every project are the people. People make the project successful, people cause the project problems, people make it enjoyable to work on project teams – or otherwise. The project manager first and foremost must be able to work through the people involved to make things happen and obtain results.

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  • There are two realities in business today: Get results and keep your result-getters! This is becoming increasingly difficult as globalization, technology and demographic changes bombard today’s managers. Add to this the increased roles and responsibilities placed on the manager and chaos erupts. First, managers were hired to manage — take care of the business. Then, managers had to be leaders — provide vision and mission. Now, they must recruit and train, inspire and motivate, correct and empower. What’s a poor manager to do? ...

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