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Книги з теми "Business hierarchy"

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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 3 лютого 2022

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1

Hocker, Gero. Market, hierarchy, networking: Coordination in times of globalization, fragmentation, and uncertainty. Frankfurt am Main: Lang, 2008.

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2

Marlow, Eugene. The breakdown of hierarchy: Communicating in the evolving workplace. Boston: Butterworth-Heinemann, 1997.

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3

Saaty, Thomas L. Models, methods, concepts & applications of the analytic hierarchy process. Boston: Kluwer Academic Publishers, 2001.

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4

Colling, Trevor. From hierarchy to contract?: Subcontracting and employment in the service industry. Coventry: Industrial Relations Research Unit, University of Warwick, 1995.

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5

Colling, Trevor. From hierarchy to contract?: Subcontracting and employment in the service economy. Coventry: Industrial Relations Research Unit, School of Industrial and Business Studies, University of Warwick, 1995.

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6

Cantwell, John. Technological globalisation and innovative centres: The role of corporate technological leadership and locational hierarchy. Reading, England: University of Reading, Dept. of Economics, 1997.

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7

Saaty, Thomas L. Fundamentals of decision making and prority theory with the analytic hierarchy process. Pittsburgh, PA: RWS Publications, 1994.

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8

Chen, Derong. Chinese firms between hierarchy and market: The contract management responsibility system in China. New York: St. Martin's Press, 1995.

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9

Chen, Derong. Chinese firms between hierarchy and market: The contract management responsibility system in China. New York: St. Martin's Press, 1995.

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10

Saaty, Thomas L. Prediction, projection, and forecasting: Applications of the analytic hierarchy process in economics, finance, politics, games, and sports. Boston: Kluwer Academic Publishers, 1991.

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11

Rajan, Raghuram. The firm as a dedicated hierarchy: A theory of the origin and growth of firms. Cambridge, MA: National Bureau of Economic Research, 2000.

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12

Eberspächer, J. Enterprise 2.0: Unternehmen zwischen Hierarchie und Selbstorganisation. Heidelberg: Springer, 2010.

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13

Odincov, Boris. Models and intelligent systems. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1060845.

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Анотація:

The monograph consists of three chapters, the first of which outlines the theoretical foundations of intelligent information systems. Special attention is paid to the disclosure of the term "model" as the intended meaning depends on the understanding of the material. Introduces and examines the new concepts such as the associative and intuitive knowledge while in the creation of intellectual information systems are not used. The second Chapter contains the analysis of problems of development of artificial intelligence (AI), developed in two directions: classical and statistical. Discusses difficulties in the development of the classical approach, associated with identifying the meaning of words, phrases, text, and formulating thoughts. The analysis of problems arising in the play of imagination and insight, machine understanding of natural language texts, play, verbalization and reflection. The third Chapter contains examples of the development of intelligent information systems and technologies in practice of management of economic objects. Theoretical bases of construction of information robots designed to support the task hierarchy of the knowledge base and generating control regulations. The technology of their creation and application in the management of the business efficiency of enterprise business processes and its investment activities. Focused on researchers and developers, AI and intelligent information systems, as well as graduate students and faculty in related academic disciplines.

14

Vargas, L., and Thomas L. Saaty. Fundamentals of Decision Making and Priority Theory With the Analytic Hierarchy Process (Analytic Hierarchy Process Series, Vol. 6) (Analytic Hierarchy Process Series, Vol. 6). RWS Publications, 2000.

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15

Vargas, Luis G., and Thomas L. Saaty. Models, Methods, Concepts & Applications of the Analytic Hierarchy Process. Springer, 2012.

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16

Vargas, Luis G., and Thomas L. Saaty. Models, Methods, Concepts & Applications of the Analytic Hierarchy Process. Springer, 2012.

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17

Saaty, Thomas L. Models, Methods, Concepts & Applications of the Analytic Hierarchy Process. Springer, 2012.

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18

Vargas, Luis G., and Thomas L. Saaty. Models, Methods, Concepts & Applications of the Analytic Hierarchy Process. Springer, 2014.

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19

Zaidi, R. Business organisation structure hierarchy and staff planning: A policy design, discussion and training notebook. Applied Management Research, 1996.

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20

S, Haskins Mike, Peters Thomas J, and Economist Conference Unit, eds. A Day with Tom Peters: Life without hierarchy : the new business logic at work. [London]: Economist Conference Unit, 1990.

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21

Vargas, Luis G., and Thomas L. Saaty. Prediction, Projection and Forecasting: Applications of the Analytic Hierarchy Process in Economics, Finance, Politics, Games and Sports. Springer, 1990.

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22

Zaidi, R. Business Organisation Structure, Hierarchy and Staff Planning : A Policy Design, Discussion and Training Notebook (Management Series). Applied Management Research Ltd, 2006.

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23

Chen, Derong. Chinese Firms Between Hierarchy and Market: The Contract Management Responsibility System in China (Studies on the Chinese Economy). Palgrave Macmillan, 1994.

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24

Vargas, Luis G., and Thomas L. Saaty. Models, Methods, Concepts & Applications of the Analytic Hierarchy Process (International Series in Operations Research and Management Science, Volume ... in Operations Research & Management Science). Springer, 2000.

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25

Greaves, Ian, and Paul Hunt. The Hospital Response. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199238088.003.0012.

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Анотація:

Chapter 12 covers information on the phases of the response, planning—principles and priorities, the structured approach to the hospital response and surge management, the emergency department, the hospital coordination team, documentation and patient tracking, communications, action cards, equipment, training, hierarchy, declaration and activation of a major incident response, reception, triage, resuscitation, surgical and non-surgical (medical) care, forensic considerations, recovery/business continuity, post-incident recovery, special incidents, CBRN, multiple burns casualties, and multiple paediatric casualties.

26

Führung gestaltet. Nomos Verlagsgesellschaft mbH & Co. KG, 2019. http://dx.doi.org/10.5771/9783748903611.

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The central question addressed in the generational debate at the Socio-Economics Conference 2019 was ‘What do I expect from modern management culture?’. Generational change, digitalisation and cultural change are not only putting socio-economics and health management companies to the test, but the working world in general is becoming more dynamic, traditional business models and structures are undergoing transformation processes and disruptive developments are replacing normal phases of renewal and regeneration. These conference transcripts highlight, among other things, innovative ways of thinking, agile structures, management without a hierarchy, diversity management, managers in the future and a healthy business culture. The time of steady change is over; a time of radical change has begun.

27

Mangrum, Benjamin. Mergers and Acquisitions. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190909376.003.0006.

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This chapter examines changes in American business culture through shifts in postwar management theory, on the one hand, and fiction about corporate life by Sloan Wilson and Saul Bellow, on the other. The chapter also analyzes the American reception of Franz Kafka’s fiction and Martin Heidegger’s philosophy. Additional considerations include Abraham Maslow’s humanistic psychology and the history of managerial capitalism in the United States. The chapter demonstrates that these various trends exhibit the development of a new philosophy of liberal management. This philosophy stands in opposition to the “scientific efficiency” of Frederick Winslow Taylor, and more generally it also turns against the “wage hierarchy” as the primary site for liberal intervention.

28

Simon, Gleeson, and Guynn Randall. Part I Elements of Bank Resolution Regimes, 2 Bank Resolution Techniques. Oxford University Press, 2016. http://dx.doi.org/10.1093/law/9780199698011.003.0002.

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This chapter discusses the available ‘toolkits’—or mechanisms—for resolving all types of banks and their affiliates, with the caveat that such tools can only be implemented on a case-by-case basis. In order to demonstrate the coverage of these methods, the hierarchy of approaches to bank failure is as follows: sale of the business by the purchase of assets and the assumption of liabilities (i.e. a purchase and assumption transaction), write-down or conversion of long-term unsecured debt into equity (bail-in), liquidation, and state aid (bail-out). Additionally, the normal state of resolution for a business in the commercial world is a restructuring in which creditors consent to a variation in their rights in order to maximize the residual value of an insolvent commercial company for the collective benefit of all its stakeholders and preserve its critical operations for the benefit of the broader market—a method that should be adapted for use in the banking industry.

29

Lichtenstein, Nelson. “The Man in the Middle”. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252037856.003.0006.

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The study of frontline supervisors—in the factory, office, hospital ward, and academic workplace—is once again making waves. The quest for a more efficient, and perhaps more humane, workplace all too often begins with advice and admonition directed toward those who are charged with supervising the daily work lives of the dozen or so individuals who fall under their direct authority. However, much the discussion, especially that in even the most sophisticated business journals as well as in the sociological and industrial relations literature, has had an ahistorical quality that assumes that the traditional role played by foremen and other frontline supervisors has been determined exclusively by either the technology of production or the structures of management. These have been important, but they cannot be divorced from either the larger politics of production or the changing consciousness of foremen and supervisors in the first half of the twentieth century. This chapter seeks to uncover a slice of this complex history by emphasizing how cultural and political forces, as well as structural changes in the organization of work, shaped the role foremen played in the factory hierarchy.

30

Cassis, Youssef, and Dariusz Wójcik, eds. International Financial Centres after the Global Financial Crisis and Brexit. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198817314.001.0001.

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This book gathers leading economic historians, geographers, and social scientists to focus on the developments in key international financial centres following the 2008 Global Financial Crisis and to consider the likely effects of Brexit on these centres. Eleven centres in eight countries are taken into consideration: New York, London, Frankfurt, Paris, Zurich/Geneva, Hong Kong/Shanghai/Beijing, Tokyo, and Singapore. The book addresses three main issues. The first is the hierarchy of international financial centres, in particular whether Asian financial centres have taken advantage of the crisis in the West. The second is the medium-term effects of the crisis, with respect to the volume of business activity (including employment), and the level of regulation, with concerns regarding the risks of regulatory overkill. And the third is the rise of new technology, known as fintech, possibly the most important change in the decade following the crisis, with questions as to whether it will render financial centres, as we know them, unnecessary for the functioning of the global economy, and which cities are likely to emerge as hubs of new financial technology. Finally, the book discusses the likely effects of Brexit on international financial centres, in particular London, Paris, and Frankfurt. The book takes a decidedly interdisciplinary approach, with a general introduction providing a global overview from a historical perspective, and a general conclusion providing a global overview from a geographical perspective. Its focus on the implications for global financial centres is unique among books about the aftermath of the Global Financial Crisis.

31

Peach, Ken. Councils, Boards, Committees and Panels. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198796077.003.0009.

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This chapter discusses the hierarchy, governance and role of the committee structure of universities and laboratories, along with the rights and responsibilities of the committee members. These days, nearly all scientific research, whether in universities or laboratories, is carried out in research teams which are embedded in some larger organization, and often derive most of their support through grants, awards or contracts from bodies established for that purpose. Many of these are public bodies, such as charities or research councils, and can have quite complex governance structures. Nowadays, many universities are structured more like businesses than the traditional ’community of scholars’ typical of the ancient seats of learning, with boards, panels and directors. It is important to understand these structures in order to understand the rights and responsibilities of individual research teams.