Leadership: Succeeding in the Private, Public, and Not-for-profit SectorsRonald R. Sims, Scott A. Quatro M.E. Sharpe, 2005 - 427 من الصفحات The contributors to this wide-ranging volume seek to define exactly what leadership is or should be, and how to effectively develop it. Guided by an unusual framework that looks at leadership across different sectors and functions, they examine what they view as the major leadership challenges in highly visible for-profit, not-for-profit, and government organizations throughout the world. Their insights will prove equally useful as a general survey of leadership problems for executive policy makers, and for undergraduate and graduate students in the specific fields examined in the text. |
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الصفحة 6
... meet customers ' specific wants and needs , to adopt a customer focus . This is a very different emphasis from the production orientation of the regulated environment - produce and deliver enough product to economically meet demand ...
... meet customers ' specific wants and needs , to adopt a customer focus . This is a very different emphasis from the production orientation of the regulated environment - produce and deliver enough product to economically meet demand ...
الصفحة 16
... meet those expectations . What should be avoided are promises that may not be consistently met . If a service call is promised within a pre - agreed upon two - hour window , the utility's resources and processes must be capable of ...
... meet those expectations . What should be avoided are promises that may not be consistently met . If a service call is promised within a pre - agreed upon two - hour window , the utility's resources and processes must be capable of ...
الصفحة 126
... meet the joint cost allocation rules between fund - raising and education ; it is another thing for the senior manager to take time to become familiar with the key rules so that questions may be properly framed to stimulate not just an ...
... meet the joint cost allocation rules between fund - raising and education ; it is another thing for the senior manager to take time to become familiar with the key rules so that questions may be properly framed to stimulate not just an ...
المحتوى
3 | 20 |
Coping with Mental | 65 |
Improving Administrative | 195 |
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ability accountability achieve actions activities approach balanced become behavior beliefs better building capital challenges chapter church commitment competence competitive continue core corporate create critical culture decision direction economic educational effective employees engaging establish ethical example executive expectations experience face firm focus future goals HR professionals human important improve increase individual industry integrity internal involved issues knowledge lead leaders leadership learning lives means measures meet ment military ministry mission moral nonprofit operations opportunities organization organizational performance planning political positive practices principles problems programs relationships requires responsibility role serve shared skills social society spiritual strategic success things tion understand United utility values vision York