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Autor: Grafiati
Data publikacji: 27 lipca 2024
Data aktualizacji: 29 lipca 2024

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1

(Organization), OWL. [OWL information packet]. Washington, DC: OWL, 2002.

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Turner, P. D. Oil palm cultivation and management: Organization. Kuala Lumpur, Malaysia: Incorporated Society of Planters, 2010.

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Teresa, Brannick, red. Doing action research in your own organization. Wyd. 2. London: Sage Publications, 2005.

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Teresa, Brannick, red. Doing action research in your own organization. Wyd. 3. London: SAGE, 2009.

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Teresa, Brannick, red. Doing action research in your own organization. London: Sage Publications, 2001.

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Karagodin, Valeriy. Organization of the investigator's work. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1860936.

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The monograph is devoted to the organization of the investigator's own work. After analyzing the concept and structure of this line of investigative activity, practical recommendations for its implementation are offered. Serious attention is paid to the preparatory stage of labor organization, covering the assessment of the organizational and managerial situation, the design of the order of performance of official duties. Some aspects of the main stage, which consists in the implementation of the investigator's chosen model of labor organization, are also investigated. Recommendations are given taking into account the level of professional qualification of the investigator and the conditions of typical organizational and managerial situations. For employees of investigative agencies. It can be useful to students and teachers of law schools and institutions of secondary vocational education.
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7

Kip, Viscusi W., Carson Richard, Gentry William, Kniesner Tom, Pauly Mark V, Spiegel Yossi, Zame William i Ziliak James, red. The Organization of the Oil Industry, Past and Present. Boston: Now, 2014.

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Taptiklis, Theodore. Unmanaging: Opening up the organization to its own unspoken knowledge. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2008.

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Hartshorn, J. E. Oil trade: Politics and prospects. Cambridge [England]: Cambridge University Press, 1993.

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Press, Entrepreneur, red. Start your own nonprofit organization: Your step-by-step guide to success. Irvine, California: Entrepreneur Press, 2014.

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Ascoli, Lucy B. Building your own philanthropic foundation. [Chicago]: Donors Forum of Chicago, 1985.

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L, Kohl Wilfrid, red. After the oil price collapse: OPEC, the United States, and the world oil market. Baltimore, Md: Johns Hopkins University Press, 1991.

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Muntaqim, Jalil. We are our own liberators: Selected prison writings. Wyd. 2. Portland, OR: Arissa Media Group, 2010.

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14

Kishk, Muḥammad Jalāl. Qiyām wa-suqūṭ imbirāṭūrīyat al-nafṭ: Al-maqālāt allatī ṭalabat jihatun "mā" waqf nashrihā! [Egypt?: s.n.], 1986.

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15

Library of Congress. Congressional Research Service, red. Oil imports from OPEC: Recent and projected trends. [Washington, D.C.]: Congressional Research Service, Library of Congress, 1988.

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Owl in the office. London: Hodder Children's Books, 1995.

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Owl in the office. New York: Scholastic, 1995.

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Owl in the office. London: Hodder Children's Books, 2001.

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Owl in the office. Bath: Galaxy, 2006.

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Owl in the Office. Hodder Children's, 2005.

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Owl in the Office (Animal Ark Series #11). Turtleback Books Distributed by Demco Media, 1999.

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22

Daniels, Lucy. Owl in the Office (Animal Ark Series #9). Barrons Juveniles, 1997.

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Owl in the Office (Animal Ark Series #11). Sagebrush, 2001.

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(Illustrator), Shelagh McNicholas, red. Owl in the Office (Animal Ark Series #11). Scholastic, Inc, 1999.

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25

Latham, Gary P., i Silvia Dello Russo. The Influence of Organizational Politics on Performance Appraisal. Redaktorzy Susan Cartwright i Cary L. Cooper. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234738.003.0017.

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Political behaviors in organizations consist of self-serving actions taken by an individual or group. They are directed toward the goal of furthering one's own self-interest without regard for the wellbeing of others in the organization. Such actions are informal and, as part of an organization's culture, regulate interpersonal relationships. The fact that the politics inherent in organizational behavior affect an employee's appraisal was noted more than a quarter of a century ago by behavioral scientists. Nevertheless, there is a paucity of systematic research on this subject. Thus, the purpose of this article is fourfold. First, the phenomenon of organizational politics is described. Second, studies on the relationship between political behavior and appraising employees are reviewed. Third, steps to minimizing its adverse effects on the appraisal of employees are outlined. Finally, a research agenda is suggested.
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26

Espy, Siri N. Handbook of Strategic Planning for Nonprofit Organizations. Greenwood Publishing Group, Inc., 1986. http://dx.doi.org/10.5040/9798216187660.

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This is the first practical step-by-step guide to strategic planning specifically written for managers of all types of nonprofit organizations, large and small. Born out of one such manager's own successful planning efforts, it details the key techniques involved in strategy planning, such as: identifying organizational needs, guiding goal development, targeting markets, and developing marketing plans. Discussing a broad range of nonprofit organizations, Strategic Planning fo Nonprofit Organizations provides the nonprofit manager with the basic planning and implementation tools essential to the success of his or her organization.
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27

Dible, Donald. Up Your Own Organization. Prentice Hall PTR, 1985.

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Dible, Donald. Up Your Own Organization. Prentice Hall PTR, 1985.

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Williams, Lloyd C. Business Decisions, Human Choices. www.praeger.com, 1996. http://dx.doi.org/10.5040/9798216187738.

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Dr. Williams contends that over the last 20 years a change has occurred in organizations that has created a syndrome of dysfunctions that are neither good for businesses nor for the people who work in them. Williams sees businesses as living entities, and argues that how they act and react will have an impact on their employees, and often a devastating impact. In much the same way as businesses make decisions, people make choices, and seldom are these decisions and choices congruent. Unless disparate self-interests and goals can be reconciled—unless a partnership can be restored between people and their organizations—not only will employees be damaged, but the success of their organization, upon which they depend for their livelihoods, will be jeopardized. How this dangerous situation came about, what it means, and how it can be remedied is the subjet of Dr. Williams' book. Research-based and always in touch with the realities of commerce, Dr. Williams will make business people aware that organizations and their people must become reunited, and then show them how it can be done. Dr. Williams makes clear he is not simply speculating or theorizing. His goal is to make management aware of the dysfunctions that are damaging their organizations, and how these are reflected in the behaviors of their employees. When he calls for a focus on humanity, spirit, and context, Dr. Williams is actually offering a workable, real-world strategy to breathe new life into organizations of all kinds—a strategy he calls The Trinity Process. Its purpose: to help management restore the essential partnership between organizational entities and the people who make them succeed or fail. In Part One he shows what it means to be part of any organization and, with anecdotes and cases from his own research, helps readers grasp the dynamics of their own organizations. In Part Two he proposes new or reframed paradigms that provide an underpinning for the reestablishment of equality between organizations and their employees. Then, in Part Three he presents The Trinity Process itself. The result is a remarkably lucid, readable, engrossing exploration of organizational life today, important reading for decision makers in all types of organizations, public as well as private, and for academics concerned with how organizations behave.
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Friesen, Michael E., i James A. Johnson. The Success Paradigm. Greenwood Publishing Group, Inc., 1995. http://dx.doi.org/10.5040/9798216021117.

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Organizations can accelerate the pace of quality improvements by ensuring that Total Quality efforts are driven from organizational strategy. In the process of doing this, a success paradigm can be created that allows different units of an organization to work more effectively toward a shared purpose. The significant examples presented here are the result of almost a decade of direct research and application in a very diverse set of organizations, including Fortune 500 manufacturing and services firms, non-profit organizations, health care organizations, and public education. The result is a specific process with enough detail for professional managers to read the book and implement the process in their own organizations. CEOs and NPO professionals, as well as business academics and upper level students, should find significant examples in an array of industries and situations that make this reading especially worthwhile. The approach described in this book centers around Critical Success Factors which Rockart introduced in 1979. It is a learning-oriented approach to planning that the authors have implemented in a variety of settings, including Boeing, Air Midwest, and Conway Hospital. The important relationship between management control and strategic planning styles is discussed in several interesting chapters. Another topic that the authors address is the reinventing of government and the feasibility of applying the process in that environment. . Several examples of governments who attempted the task are offered along with discussion of their level of success. The approach described in this book is a powerful tool that can be used to develop a common vision in any organization.
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Doing Action Research in Your Own Organization. SAGE Publications Ltd, 2019.

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Doing Action Research in Your Own Organization. SAGE Publications, Limited, 2014.

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Doing Action Research in Your Own Organization. SAGE Publications, Incorporated, 2004.

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Bouquet, Frank L. Starting Your Own Business: Planning and Organization. Systems Co, 1991.

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Coghlan, David, i Teresa Brannick. Doing Action Research in Your Own Organization. Sage Publications Ltd, 2000.

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Coghlan, David, i Teresa Brannick. Doing Action Research in Your Own Organization. Sage Publications Ltd, 2000.

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Doing Action Research in Your Own Organization. SAGE Publications, Limited, 2019.

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Doing Action Research in Your Own Organization. SAGE Publications, Limited, 2014.

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39

Williams, Lloyd C. Creating the Congruent Workplace. Praeger, 2002. http://dx.doi.org/10.5040/9798400633300.

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For organizational and personal change to happen and be sustainable, there must first be a system of thought balanced against action. Williams and his concept of congruence provide an alternative to the often chaotic, unbalanced ways in which change is currently understood and its accomplishment attempted. He challenges the organizational model of compartmentalized structures, offers a persuasive refutation of the fashionable paradigm of organizational transformation (one based on dominance and control), and argues a provocative notion that innovation is actually the successful result of reworking what has not worked before. A new look at the processes that create organizational movement, Williams' latest book is a guide for leaders, managers, consultants, and corporate practitioners, and a new way for students, teachers, and researchers to rethink the entire change process. Williams has found through his own experience that people focus too closely on the action behaviors of organizations and too little on the thinking behind them. The result is that gaps open up and create pitfalls in our efforts to achieve excellence in human and organizational performance. Williams suggests that organizations innovate themselves into failure. To counter this, he provides a true systemic approach to enhancing organizational performance, a system of what he visualizes as congruence, a way to fit thoughts to actions. It is as much a way of thinking, says Williams, as it is a method toward goals—goals that are clear and essential to the survival of any organization. Drawing liberally upon his own expertise as a teacher, consultant, and therapist, he helps others to appreciate the successes that can be realized when balance and the alignment of thought and action are achieved, and when the search for change becomes a planned, focused, and systemic endeavor.
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40

Reinhart, Crystal. Supporting Community Agencies. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190457938.003.0008.

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A community organization offers a diverse setting in terms of people, skills, and topics. It affords the opportunity to tailor work toward your own interests while continuing to build skills. In this chapter the author describes how she discovered community psychology, what she learned in graduate school and in the career she eventually chose, and the insight she now has into what is most valuable—and needed—in pursuing a practice career. The author highlights the importance of the competencies and skills she gained in her graduate school career, related to working with community organizations, and in settling into her new job. These include organizational strategic planning, training, reporting, research, and the dissemination of results.
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Micheler, Eva. Company Law. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780198858874.001.0001.

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This book advances a real entity theory of company law. In this theory the company is a legal entity allowing an organization to act autonomously in law, and company law establishes procedures facilitating autonomous organizational decision-making. The theory builds on the insight that organizations or firms are a social phenomenon outside of the law and that they are autonomous actors in their own right. They are more than the sum of the contributions of their participants and they act independently of the views and interests of their participants. The real entity theory advanced in this book explains company law as it stands at a positive level. Companies are liable in tort and crime. The statute creates roles for shareholders, directors, a company secretary, and auditors and so facilitates a process leading to organizational action. The law also integrates the interests of creditors and stakeholders. The book states the law as of 1 August 2021.
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Hanau, Hans, i Wenzel Matiaske, red. Entgrenzung von Arbeitsverhältnissen. Nomos Verlagsgesellschaft mbH & Co. KG, 2019. http://dx.doi.org/10.5771/9783845296159.

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For about a quarter of a century, social sciences have been a keen observer of the transformations of labor relations within organizations, which can readily subsumed under the term of ‘dissolution of boundaries’. This ongoing decentralization of the organization, spanning from outsourcing over strategic alliances to networks, has been accompanied by the flexibilization and subjectivization of work. What initially occurred in the periphery of large organizations, soon became the “new normal” for the core work force across the economy, for the core relationships of gainful employment. Organizational sciences, essentially belonging the most ardent promoters of the abovementioned developments, came to realize that some of their brainchildren, especially the “boundaryless organization”, might constitute an existential threat to the own discipline. Meanwhile, the dissolution of boundaries of working relations was not only eagerly discussed but also widely advocated in the subdiscipline of human resource management. As a result, key terms and notions of labor law (e.g. ‘firm‘, employee’ or ‘employer’) became blurred and now suffer from impaired relevance and effectiveness with regard to their legal protective functions and autonomy of bargaining. This edited volume aims to inspire and deepen a debate that moves beyond disciplinary boundaries. Some urgency is given, because at the end of the day, nothing else but the constitution of the social market economy is at stake.
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Lenz, Tobias. Interorganizational Diffusion in International Relations. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780198823827.001.0001.

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How and under what conditions does the European Union (EU) shape processes of institution building in other regional organizations? This book develops and tests a theory of interorganizational diffusion in international relations that explains how successful pioneer organizations shape institutional choices in other organizations by affecting the institutional preferences and bargaining strategies of national governments. The author argues that Europe’s foremost regional organization systematically affects institution building abroad, but that such influence varies across different types of organization. Mixing quantitative and qualitative methods, it shows how the EU institutionally strengthens regional organizations through active engagement and by building its own institutions at home. Yet the contractual nature of other regional organizations bounds this causal influence: EU influence makes an identifiable difference primarily in those organizations that, like the EU itself, rest on an open-ended contract. Evidence for these claims is drawn from the statistical analysis of a dataset on the institutionalization of 35 regional organizations in the period from 1950 to 2017, as well as from detailed single and comparative case studies on institutional creation and (non-)change in the Southern African Development Community, Mercosur, the Association of Southeast Asian Nations, and the North American Free Trade Agreement.
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Sims, Ronald R. Managing Organizational Behavior. Praeger, 2002. http://dx.doi.org/10.5040/9798400682285.

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Change is relentless, disruptive, and unavoidable. To manage organizations today, executives need new ways to look at the world, their companies, their jobs and, most importantly, the people who report to them. Sims sees these as the prime requisites for success in management today: an ability to feel comfortable with ambiguity, with constant and increasingly demanding change, with a new, unique commitment to teams and teamwork, and with a willingness to stay customer-oriented. Marshalling his evidence from academic research and practical experience, Sims shows how researchers are continuing to redefine the roles and responsbilities of executives and their reports. One crucial finding: the emphasis is now and must remain on people. The executive today has to be a facilitator, team member, teacher, advocate, sponsor, and coach—and it is all of these tasks, requirements, outlooks, responsibilities, and accountabilities that Sims explores here. Offering a new way to look at work, at organizations, and at oneself, Sims provides not only the reasons why the new organization is what it is, but how to cope with it and to succeed in it. A must-read for supervisors, managers, executives, and recent graduates who are ready to take their own places in the new world of business. Sims sees people as the key to the successful performance of any organization. He provides a balance between theory and practice, nuts-and-bolts prescriptives, and interesting anecdotes. Detailed, wide-ranging, and readable, his book offers up-to-date, relevant, and engaging discussions of the individual foundations of behavior—perception, attitudes, personality—plus various theories of motivation and the most useful tools derived from them to use in managing people. He also covers such issues as communication, groups, and teams, and the decision-making challenges that leaders, managers, and employees must actively address. Sims highlights the increasing importance of conflict and negotiation within and between individuals, groups, and organizations, as well as the special personal demands placed upon people as they strive to acquire flexibility, to become adaptive and more responsive to new organizational designs and structures. With its coverage of traditional topics as well, Sims' book offers a balanced, rounded, forward-looking view of what it means to work in today's changing organizations, and how to help one's own organization not just to survive but to prosper.
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Neal, Judi. Edgewalkers. www.praeger.com, 2006. http://dx.doi.org/10.5040/9798400643781.

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In ancient cultures, each village had a shaman or medicine man who would visit the invisible world to obtain vital information, guidance, and healing for members of the tribe. These edgewalkers have contemporary counterparts in today's organizations—those individuals who don't fit squarely into any one box; in their metaphorical travels they interpret trends from the marketplace, translate messages across departments, and envision the future impact of today's decisions and actions. Edgewalking doesn't come without its own risks and challenges; these unconventional people often clash with more traditional, rule-bound colleagues, and they are often frustrated by organizational systems that emphasize quantitative results over creative impulses. And yet in today's fast-changing, diverse, and globalized business environment, organizations must recruit and support these people in order to stay competitive. Featuring colorful interviews and practical tools to gauge and manage your own edgewalking skills, Edgewalkers explores the opportunities that are created by defying formal boundaries and fostering creativity at every level of the organization. They're the first people to volunteer to head up a new business unit, lead a cross-company initiative, or take on an overseas assignment. They're the glass half-full folks, who are constantly thinking out of the box, forging alliances with colleagues in other departments, seeking out new solutions to old problems, and anticipating challenges on the horizon. And in today's increasingly diverse workplaces, they are often people who have pursued unusual educational and career paths, traveled widely, and speak more than one language. Judi Neal has a term for these people: Edgewalkers. Literally, an edgewalker is someone who walks between two worlds. In ancient cultures, each village had a shaman or medicine man who would visit the invisible world to obtain vital information, guidance, and healing for members of the tribe. Today's corporate edgewalkers serve a similar function, interpreting trends from the marketplace, translating messages across departments, and envisioning the future impact of today's decisions and actions. Edgewalking doesn't come without its own risks and challenges; these unconventional people often clash with more traditional, rule-bound colleagues, and they are often frustrated by organizational systems that emphasize quantitative results over creative impulses. And yet in today's fast-changing, globalized business environment, organizations must recruit and support these people in order to stay competitive. Featuring colorful interviews with edgewalkers from a variety of fields and practical tools to gauge and manage your own edgewalking skills, Edgewalkers explores the opportunities that are created by defying formal boundaries and fostering creativity at every level of the organization.
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Örtenblad, Anders Ragnar, red. The Oxford Handbook of the Learning Organization. Oxford University Press, 2019. http://dx.doi.org/10.1093/oxfordhb/9780198832355.001.0001.

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The concept of the “learning organization” is one of the most popular management ideas of the last few decades. Since it was conceived as an idea in its own right, it has been given various definitions and meanings, such that we are still faced with the question as to whether any unified understanding of what the learning organization really is can be established. This Handbook offers extensive reviews of both new and traditional perspectives on the concept and provides suggestions for how the learning organization can best be defined, practiced, studied, and developed in future research. With contributions from long-standing scholars in the field as well as those new to the area, this book aims to bridge the gap between traditional and more critical perspectives, and in doing so find alternative features and angles to take the idea forward. In addition to elaborating on and developing older definitions of the learning organization and suggesting updated and even new definitions, the chapters also provide focused explorations on pertinent aspects of the learning organization such as ambidexterity, gender inclusivity, and systems thinking. They also survey organizations that have made efforts towards becoming learning organizations, how the learning organization can best be measured and studied, and the universality of the idea itself.
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47

Up your own organization!: A handbook for today's entrepreneur. Reston, Va: Reston Pub. Co., 1986.

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Dible, Donald M. Up Your Own Organization: A Handbook for Today's Entrepreneur. Reston Publishing Company, 1985.

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Nikoleta, Chalanouli. Part II Commentaries to Typical Sofa Rules, 27 Financing Operations. Oxford University Press, 2018. http://dx.doi.org/10.1093/law/9780198808404.003.0027.

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This chapter provides an overview of the financial system that has been established regarding the financing of operations, mostly within a multinational framework. States have their own modalities for securing funding when entering into an operational framework. Simultaneously, States in the last century have seen the value in moving forward with multinational coalitions, at times formed with the modalities of international organizations. However, this development was not always foreseen by all international organizations; at times, some struggled to cover the needs of an operation. Moreover, while certain rules have been developed for the funding of approved operations within an international framework, the responsibilities and control that the Member States give over to the organization is also different from one organization to the next.
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50

LLC, Wise Owl Publications. The Wise Owl Guide To... Dantes Subject Standardized Test Organizational Behavior. CreateSpace Independent Publishing Platform, 2012.

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