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 12
... operations , a performance standard might be to answer 90 percent of calls to its call center within forty seconds . An example in electric operations is not to exceed average customer interruption duration of one hour per customer over ...
... operations , a performance standard might be to answer 90 percent of calls to its call center within forty seconds . An example in electric operations is not to exceed average customer interruption duration of one hour per customer over ...
الصفحة 224
... operations . Changes should be implemented where needed . From time to time government leaders must take a step back and look at how the entire local government organization goes about its operations . It is too easy to continue to ...
... operations . Changes should be implemented where needed . From time to time government leaders must take a step back and look at how the entire local government organization goes about its operations . It is too easy to continue to ...
الصفحة 250
... operations . Human resource professionals add value by understanding business operations , thus allowing HR personnel to adapt their practices and activities to changing business conditions . Although HR professionals may be experts in ...
... operations . Human resource professionals add value by understanding business operations , thus allowing HR personnel to adapt their practices and activities to changing business conditions . Although HR professionals may be experts in ...
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