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Journal
  • Language: en
  • Pages: 868

Journal

  • Type: Book
  • -
  • Published: 1849
  • -
  • Publisher: Unknown

None

Journal
  • Language: en
  • Pages: 868

Journal

  • Type: Book
  • -
  • Published: 1849
  • -
  • Publisher: Unknown

None

Naval Register
  • Language: en
  • Pages: 1300

Naval Register

  • Type: Book
  • -
  • Published: 1919
  • -
  • Publisher: Unknown

None

New Directions for Organization Theory
  • Language: en
  • Pages: 273

New Directions for Organization Theory

In New Directions for Organization Theory, Jeffrey Pfeffer offers a comprehensive analysis and overview of the field of organization theory and its research literature. This work traces the evolution of organization studies, particularly its more recent history, and highlights the principle concepts and controversies characterizing the study of organizations. Pfeffer argues that the world of organizations has changed in several important ways, including the increasing externalization of employment and the growing use of contingent workers; the changing size distribution of organizations, with a larger proportion of smaller organizations; the increasing influence of external capital markets o...

Register of the Commission and Warrant Officers of the Navy of the United States, Including Officers of the Marine Corps
  • Language: en
  • Pages: 1292
House documents
  • Language: en
  • Pages: 1424

House documents

  • Type: Book
  • -
  • Published: 1885
  • -
  • Publisher: Unknown

None

Register of the Commissioned and Warrant Officers of the United States Navy and Maine Corps
  • Language: en
  • Pages: 1294
Official Register of the United States
  • Language: en
  • Pages: 646

Official Register of the United States

  • Type: Book
  • -
  • Published: 1879
  • -
  • Publisher: Unknown

None

X-Teams
  • Language: en
  • Pages: 273

X-Teams

Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what’s needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership. The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren’t, but that they actually improve an organization’s ability to produce creative ideas and execute them—increasing the entrepreneurial and innovative capacity within the firm. What’s more, the new environment demands what the authors call “distributed leadership,” and the book highlights how X-teams powerfully embody this idea.