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Готові списки джерел за темами / Organizational and managerial structure / Книги

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Книги з теми "Organizational and managerial structure"

Автор: Grafiati

Опубліковано: 30 травня 2022

Оновлено: 31 травня 2022

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1

Chakhovich, Terhi. Essays on managerial myopia and subject positions in companies with different governance structures. [Helsinki]: Helsinki School of Economics, 2010.

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2

Antonov, Gennadiy, Ol'ga Ivanova, Valeriy Tumin, and Petr Kostromin. Competitiveness of organizations and territories. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1852439.

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Анотація:

The textbook discusses the issues of managing the competitiveness of organizations and territories, including the theory of competition, its role in the economy, types and strategies of competition. Meets the requirements of the federal state educational standards of higher education of the latest generation. It is intended for university students studying in bachelor's and master's degrees in the areas of training "Management", "Economics", "State and Municipal Management", "Housing and communal infrastructure", "Trade", "Quality Management", as well as in engineering and technological areas and specialties studying disciplines of economic, organizational and managerial cycles; for graduate students, students of business schools and advanced training and retraining courses. It can be useful for university teachers, employees of research and consulting firms, business structures, managers and specialists of enterprises.

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3

Gibson, Jane W. Organizational communication: A managerial perspective. Orlando: Academic Press College Division, 1986.

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4

W, Smith Clifford, and Zimmerman Jerold L. 1947-, eds. Managerial economics and organizational architecture. 5th ed. Boston: McGraw-Hill/Irwin, 2009.

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5

W, Smith Clifford, Zimmerman Jerold L. 1947-, and Brickley James A, eds. Managerial economics and organizational architecture. Chicago: Irwin, 1997.

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6

Gibson, Jane W. Organizational communication: A managerial perspective. 2nd ed. New York: Harper Collins, 1991.

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7

Brickley, James A. Managerial economics and organizational architecture. Chicago: Irwin, 1997.

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8

Johnson, J. David. Organizational communication structure. Norwood, N.J: Ablex, 1993.

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9

Managerial leadership. London: Routledge, 1996.

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10

E, Callahan Robert. Understanding organizational behavior: A managerial viewpoint. Columbus, Ohio: Merrill, 1986.

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11

A, Hitt Michael, ed. Organizational behavior: Managerial strategies for performance. St. Paul: West Pub. Co., 1988.

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12

Handbook of organizational and managerial innovation. Cheltenham, UK: Edward Elgar, 2012.

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13

Callahan, R. E. Understanding organizational behavior: A managerial viewpoint. Columbus: C.E. Merrill Pub. Co., 1986.

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14

Brickley, James A. Organizational architecture: A managerial economics approach. [Chicago]: Irwin, 1996.

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15

Otley, David T. Accounting control and organizational behaviour. London: Heinemann, 1987.

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16

Martin, Lowell Arthur. Organizational structure of libraries. Lanham, Md: Scarecrow Press, 1996.

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17

Lewis, Chad T. Managerial skills in organizations. Boston: Allyn and Bacon, 1990.

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18

Kortmann, Sebastian. The Relationship between Organizational Structure and Organizational Ambidexterity. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3630-1.

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19

Comparative economic systems: Organizational and managerial perspectives. Englewood Cliffs, N.J: Prentice-Hall, 1986.

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20

Collm, Alexandra. Adapting managerial practices for strategic change. Bern: Haupt Verlag, 2013.

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21

Organizational structure and information technology. New York: Prentice Hall, 1991.

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22

Dessi, Roberta. Implicit contracts, managerial incentives and financial structure. London: London School of Economics, Financial Markets Group, 1997.

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23

Organizations: Behavior, structure, processes. Dubuque, IA: McGraw-Hill, 2011.

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24

Haberfeld, M. R. Police leadership: Organizational and managerial decision-making process. 2nd ed. Boston: Pearson, 2013.

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25

Office hours: A guide to the managerial life. Boston: Little, Brown, 1988.

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26

Office hours: A guide to the managerial life. New York: Perennial Library, 1989.

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27

Liuhto, Kari. Creating new managerial concept to replace management Sovieticus: Managerial transition in Eastern Europe and in former Soviet Union. Turku: Turku School of Economics and Business Administration, Business Research Center and Institute for East-West Trade, 1993.

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28

Schroder, Harold M. Managerial competence: The key to excellence. Dubuque, Iowa: Kendall/Hunt Pub. Co., 1989.

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29

Mintzberg, Henry. Structure in fives: Designing effective organizations. Englewood Cliffs: Prentice Hall, 1993.

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30

1944-, Ball Ray, ed. Symposium on managerial incentives and corporate performance: Effects of executive compensation, organizational structure, takeovers andgovernment policy. Amsterdam: North-Holland, 1993.

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31

Cross, Rob, Andrew Parker, and Lisa Sasson, eds. Networks in the Knowledge Economy. Oxford University Press, 2003. http://dx.doi.org/10.1093/oso/9780195159509.001.0001.

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Анотація:

In today's de-layered, knowledge-intensive organizations, most work of importance is heavily reliant on informal networks of employees within organizations. However, most organizations do not know how to effectively analyze this informal structure in ways that can have a positive impact on organizational performance. Networks in the Knowledge Economy is a collection of readings on the application of social network analysis to managerial concerns. Social network analysis (SNA), a set of analytic tools that can be used to map networks of relationships, allows one to conduct very powerful assessments of information sharing within a network with relatively little effort. This approach makes the invisible web of relationships between people visible, helping managers make informed decisions for improving both their own and their group's performance. Networks in the Knowledge Economy is specifically concerned with networks inside of organizations and addresses three critical areas in the study of social networks: Social Networks as Important Individual and Organizational Assets, Social Network Implications for Knowledge Creation and Sharing, and Managerial Implications of Social Networks in Organizations. Professionals and students alike will find this book especially valuable, as it provides readings on the application of social network analysis that reflect managerial concerns.

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32

Aguilar, Ananay. Pioneering the orchestra-owned label. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199352227.003.0006.

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Анотація:

This chapter discusses the London Symphony Orchestra’s creation and development of the pioneering orchestra-owned label LSO Live as a response to a classical music industry in crisis. The investigation of the label’s business model is framed within a production of culture perspective that considers six categories: industry structure, organizational structure, occupational careers, law and regulation, technology, and market. Drawing on ethnographic fieldwork and industry data, this chapter demonstrates how the London Symphony Orchestra increased its artistic and managerial independence and, in doing so, effectively multiplied its local and international reputation. As an example of forward-looking managerial culture and leadership, the LSO Live initiative continues to be imitated around the globe.

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33

Belova, Elena N. Formation and development of the network self-learning organization of additional professional education. Krasnoyarsk State Pedagogical University named after V.P. Astafieva, 2019. http://dx.doi.org/10.12731/er0487.16112021.

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Анотація:

The thesis presents the solution of an actual socially significant pedagogical problem on the basis of the implementation of a theoretical-methodological, conceptual substantiation, methodological and technological support of the formation and development of the network self-learning organization of additional professional education. The leading scientific idea is that the formation and development of a network self-learning organization is carried out on the basis of the continuous development of the readiness and ability of its employees to improve the performance of their professional activities in the process of their learning, mutual learning, self-actualization, self-learning and self-development in the context of a system of continuous professional education using distance learning. educational technologies, motivational and value corporate culture of the studied organization and networks and team interactions. Among the main characteristics of the organization under study, we single out the structure of the triple network, the key managerial competence of its employees and the motivational and valuable corporate culture of the organization, orienting these employees to increase their professional performance. Scientifically substantiated, developed the concept and model of the formation and development of the network self-learning organization. At the practical level, the pedagogical and organizational conditions for the formation and development of a network of self-learning organizations are defined and implemented, and organizational, educational and methodological support has been developed and tested. The verification of the model of the formation and development of the network self-learning organization, which proved the effectiveness and perspectivity of the scientific idea of the development of the network self-learning organization of additional professional education.

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34

Whittington, Richard. Organizational Structure. Oxford University Press, 2006. http://dx.doi.org/10.1093/oxfordhb/9780199275212.003.0027.

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35

Nord, Walter R., Peter J. Frost, and Linda A. Krefting. Managerial and Organizational Reality. Prentice Hall, 2003.

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36

Smith, Clifford W., Jerold Zimmerman, and James Brickley. Managerial Economics & Organizational Architecture. McGraw-Hill/Irwin, 2006.

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37

Smith, Clifford W., Jerold Zimmerman, and James Brickley. Managerial Economics & Organizational Architecture. McGraw-Hill/Irwin, 2003.

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38

Smith, Clifford W., Jerold Zimmerman, and James Brickley. Managerial Economics & Organizational Architecture. 3rd ed. McGraw-Hill/Irwin, 2003.

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39

Smith, Clifford W., Jerold Zimmerman, and James Brickley. Managerial Economics & Organizational Architecture. 4th ed. McGraw-Hill/Irwin, 2006.

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40

Managerial and Organizational Reality. Prentice Hall, 2003.

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41

B, Barney Jay, and Ouchi William G, eds. Organizational economics. San Francisco: Jossey-Bass, 1986.

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42

Shaver, J. Myles. Headquarters Economy Attributes and Strategy/Policy Foundations. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198828914.003.0006.

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This chapter highlights the advantages that stem from a headquarters economy compared to other regional economies such as industry clusters or creative economies. It then presents an overarching structure from which to consider public policies that can aid and sustain headquarters economies, and corporate strategies that tap into and aid headquarters economies. In doing this, the chapter highlights managers as key decision-makers who make purposeful choices of where they work and reside. It identifies four key constituents that affect such managerial choices. These constituents are companies, governments, non-governmental organizations, and other individuals within the managerial talent pool.

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43

Fielding, Nigel G. Twenty-First Century Policing? Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198817475.003.0004.

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Chapter 3 discusses the implications of managerialism and organizational structure for police professionalism, with a substantial discussion of the role of Police and Crime Commissioners. It looks at two principal aspects of the contemporary managerial agenda—the use of targets and Key Performance Indicators, and the drive for force amalgamations and mergers. It sets this agenda in the context of the individual officer’s accommodation to the police organization. Technology is a mark of the twenty-first century and the chapter considers both conventional ‘blunderbuss’ technologies and the rising importance of social media, forensic use of DNA, and techniques for combatting cybercrime. It highlights three distinctive challenges of contemporary times: domestic abuse, mental health, and organized/gang crime. It closes by considering the importance of community policing to the public, its effectiveness, and the challenge it poses to training.

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44

Gibson, James W., and Richard M. Hodgetts. Organizational Communication: A Managerial Perspective. Harcourt Brace College Publishers, 1986.

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45

Smith, Clifford, James Brickley, and Jerold L. Zimmerman. Managerial Economics and Organizational Architecture. 2nd ed. McGraw-Hill Education, 2001.

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46

Managerial Economics and Organizational Architecture. McGraw-Hill Education, 2015.

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47

Nayak, A. K. Dynamics of Managerial Organizational Communications. Commonwealth Publishers, 1996.

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48

Smith, Clifford W., James A. Brickley, and Jerold L. Zimmerman. Managerial Economics and Organizational Architecture. Irwin/McGraw-Hill, 2000.

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49

Smith, Clifford W., James A. Brickley, and Jerold L. Zimmerman. Managerial Economics and Organizational Architecture. 2nd ed. Irwin/McGraw-Hill, 2000.

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50

Smith, Clifford W., James A. Brickley, and Jerold L. Zimmerman. Managerial Economics and Organizational Architecture. 3rd ed. Irwin/McGraw-Hill, 2003.

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