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Introduces the world of Systems Thinking and its 'Dean', Russell Ackoff, to curious and enquiring managers, teachers, business people, and those who work in an organisation. This book presents 40 more of Russ Ackoff's famously witty and incisive f-Laws (or flaws) of business - following on from his 2007 collection "Management f-Laws".
Management f-LAWS: How Organizations Really Work brings together a collection of Professor Russell Ackoff's subversive insights into the world of business. Russell Ackoff is one of the world's leading business thinkers and one of the founding fathers of Systems Thinking. His Management f-Laws (a term coined by Ackoff) expose the conventions and laws of management - the hierarchies and power struggles, the ineptitudes and time-wasting, the prejudices and careless thinking - as flaws of management: all of which hinder successful strategies for organizational change and development.
Don't settle for incremental change: invent tomorrow today! bull; Discover your 'ideal' solution: then, work backwards to make it happen! bull; The definitive guide to idealized design, authored by its legendary creator, and leading practitioner. bull; Start-to-finish techniques and examples drawn from hundreds of companies, nonprofits, and government organizations. [Source : 4e de couv.].
"A witty, literate and, most of all, convincing reflection...[Ackoff] shines an often bright light into corners where problems hide, showing the manager how to understand the consequences of his own behavi identify real, rather than supposed, elements of problems; perceive another's aims; determine what is controllab and deal with other nettlesome factors." -Inc. The Art of Problem Solving Russ Ackoff-author, consultant, and teacher extraordinaire. During his long career, he has shown thousands of managers, architects, engineers, attorneys, advertising people, software developers, and scientists the way to more creative, artful problem solving. This new paper edition of The Art of Problem So...
"When the first University of Denver Publishing Institute came to a dose in August 1976, all of us involved in its launching knew that we had a real success on our hands. And we knew it was due in great measure to an outstanding faculty of more than forty top publishing executives who had come to Denver during those four weeks to teach our students. How regrettable, it seemed, that their knowledge and expertise were available only to the eighty students handpicked for that first class. Fred Praeger, publisher of Westview Press, suggested a solution. ""Do a book,"" he invited, ""and let Westview publish the curriculum for others to share."""
Forfatterens mål med denne bog er: 1) Analyse af de gældende teorier for international politik og hvad der heri er lagt størst vægt på. 2) Konstruktion af en teori for international politik som kan kan råde bod på de mangler, der er i de nu gældende. 3) Afprøvning af den rekonstruerede teori på faktiske hændelsesforløb.
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This is not the story you think it is. These are not the characters you think they are. This is not the book you are expecting. London 1888. Angels inhabit every public building, and vampires and werewolves walk the streets with human beings in a well-regulated truce. A utopia, except for one thing: Angels can Fall, and that Fall is like a nuclear bomb in both the physical and metaphysical worlds. Dr J. Doyle returns to London having been wounded in Afghanistan by a Fallen, and finds himself lodging in Baker Street with the enigmatic angel Crow. But living with a rogue angel is not so easy; the pair find themselves drawn into the supernatural and criminal worlds of London, from a man kidnapped by a vampire nest to Jack the Ripper's horrific murders. Besides Doyle's nightmares, there is the lingering worry that Crow might Fall... “The Angel of the Crows is an entertaining ride–a compelling fantasy mystery set in an alternate but startlingly familiar Victorian London. You’ve been here before–not.” –Tim Powers “This tale takes flight in ways that are dark and rich and wholly unexpected. Quite simply, I loved it.” –John Scalzi
The authors contend that Japanese firms are successful because they are innovative--and not merely masters of imitation as some think--and because they create new knowledge and use it to produce successful products and technologies. Illustrations.