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SOFTWARE TOOLS IN BUSINESS
Trainor , Thimothy N
📚 Exemplaires
📖 Contenu
INFORMATIQUE PERSONNELLE UNITÉ WP TRAITEMENT DE TEXTE TABLEURS ÉLECTRONIQUES Utilisation des systèmes micro-informatiques IBM Logiciels de productivité personnelle et Systèmes d'exploitation Principes fondamentaux du traitement de texte Création de nouveaux documents commerciaux Entreprise à l'allure professionnelle GESTION DE BASES DE DONNÉES Applications de tableur Développer la puissance des tableurs Développement de nouvelles applications commerciales Principes fondamentaux des bases de données Maintenance et rapports de bases de données Comment une entreprise utilise une base de données Résumé des commandes DOS Résumé des commandes de WordPerfect 4.2, 5.0 et 5.1 Résumé des commandes C Lotus Résumé des commandes D dBASE II PLUS
FUNDAMENTALS OF MANAGEMENT SCIENCE
TURBAN , Efraim
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De quoi s'agit-il ? 4 Glossaire 18 Prise de décision managériale 6 Définitions de la science de la gestion(MS) 6 Références et bibliographie 18 Annexe : Utilisation de l'ordinateur 19 Les caractéristiques du management Sciences 10 Sciences de gestion : Caractéristiques, Modélisation et cas 22 Les outils de la science de la gestion 10 Décision n° 11 de Cutler-Hammers concernant les brevets Développement historique Étendue de l'utilisation et limitations 13 Plan du livre 16 La prise de décision : un axe prioritaire 2 L'approche scientifique 25 Le point de vue systémique 26 Une approche interdisciplinaire 30 Modèles 30 Utilisation des ordinateurs 32 Définition du problème 33 Étape 2 : Classification du problème 4 Étape 3 : Modélisation (Formulation) 34 Étape 4 : Résolution du modèle 38 Étape 5 : Validation du modèle et sensibilité Analyse 46 Étape 6 : Interprétation et Problèmes de gestion et outils de Sciences de gestion 48 Décisions en situation de certitude, d'incertitude, Prise de décision en groupe 55 Remarques finales 55 Quelques défis de gestion Problèmes 56 Problèmes et exercices 61 Mise en œuvre 48 Questions de révision 61 Glossaire 62 Références et bibliographie 63 Théorie de la décision 66 Partie A : Notions de base 68 Analyse décisionnelle avec décision Tableaux 69 Décisions en situation de certitude 72 Décisions en situation de risque 74 et le risque 53 Prévisions 176 Partie A Notions de base 17S La situation prévisionnelle 178 Méthodes de prévision numérique 183 Méthodes de comptage Partie B : Extensions Moyennes mobiles et exponentielles Lissage 1S5 Erreurs de prévision 189 5.10 Informatisation 216 5.11 Remarques finales 216 Autres méthodes de séries temporelles 193 Méthodes occasionnelles Problèmes pour la partie B 217 Glossarv 220 Affaire : Bardstown Box Company 219 Problèmes pour la partie A 197 Références et bibliographie 220 Aperçu : Chapitres 6 à 10 222 Partie A : Notions de base Décomposition 199 Programmation linéaire : Fondements 224 La nature de la programmation linéaire (PL) Problèmes 226 Formulation 227 Formulation générale et Terminologie 232 Méthode graphique de résolution 236 Utilisation des ressources - Marge de manœuvre et Variables excédentaires 250 Remarques finales 253 Partie B : Extensions 256 Problèmes pour la partie A 253 La méthode du simplexe 256 Informatisation 271 Basies Nature générale de la simulation 740 Méthodologie de simulation 744 TVpes de simulation 746 La méthodologie de Monte Carlo 747 Indépendant du temps, Diserete Simulation 752 Dépendant du temps, Diserete Simulation 760 Analyse des risques 763 Le rôle des ordinateurs dans Simulation 765 Problèmes liés à la simulation Problèmes pour la partie A 769 Partie B : Extensions Situations de files d'attente complexes 773 Simulation avec probabilité continue Distributions 778 Simulation visuelle interactive 781 Jeux d'affaires 785 Planification d'entreprise et financière Modèles 787 Dynamique des systèmes 792 Autres modèles de simulation 793 16. 18 Remarques finales 795 Problèmes pour la partie B 796 Affaire : Express AG 801 Glossaire 802 16.22 Références et bibliographie 803 Partie A : Notions de base 806 Résolution heuristique de problèmes S04 Définitions, discussion et Les avantages et la pertinence de Heuristiques 808 Extensions Sl6 Le problème du voyageur de commerce Heuristiques et systèmes experts 822 Remarques finales 823 Inconvénients et limitations 810 Classification des heuristiques Problèmes 824 Mesurer la qualité des heuristiques 813 Comment sélectionner l'heuristique appropriée 814 Glossaire S2 Références et bibliographie 826 Séquençage des tâches à travers un Machine S16 APPLICATIONS 827 Aperçu : Chapitres 18-19 829 Application illustrative 821 Systèmes d'aide à la décision 830 Introduction et définitions Caractéristiques et avantages du DSS 833 L'évolution de l'aide à la décision Systèmes 835 La structure de l'aide à la décision Systèmes 835 Les capacités du DSS 841 Considérations relatives à la construction 842 Un système d'aide à la décision de groupe (GDSS) 845 Exemples d'applications 846 Remarques finales 850 Questions de révision 850 Glossaire 850 Références et bibliographie 851
Convention Sales and Services
Astroff, Abbey , Milton T., James R.
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Peface Introduction Developing o Marketing Plan Analyzing Your Property Defining and Locating the Market Selling the Association Market Selling the Corporate Meetings Market Selling Other Markets Organizing for Convention Sales Techniques for Convention Sales Negotiations and Contracts Bibliography Introduction The Service Function Guest Rooms Preparing for the Event Much ha underga edition c Convention Function Rooms and Meeting Setups Food and Beverage Service haps, Audiovisual Requirements Admission Systems and Other Services approach is grow Exhibits and Trade Shows With s updati difficulte Convention Billing and Post- Convention Review maint: Bibliography Appendixes Appendix A Directory of Trade Organizations and Customer Publications Reac Appendix B Post-Convention Report beer Appendix C Sample Contract Appendix D Sample Proposal Appendix E Marketing Plan Glossary Index
GAAS GUIDE 1992
BAILEY , LARRY P.
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Detailed Table of Contents AUDITED FINANCIAL STATEMENTS-Public and Nonpublic Companies Overview Responsibility and Function of the Independent Auditor Overview Role of the Independent Auditor Quality Control Standards Pre-Engagement llanning Overview Acceptance of a Client Communication with Predecessor Auditor Related-Party Transactons Independence Engagement Letter Doxumentation Generally Accepted Accounting Principles Continuing Audits 4.02 Basic, or Pervasive, Pinciples 4.07 Broad Principles 4.07 Summary of Accounting Principles Basic Financial Statements Detailed Principles Selecting an Acceptable Accounting Principle National Automatd Accounting Reeach System Departure from GAAP GAAP and Consistency Corrction of Errors GAAP and Regulated Industries GAAP and Specialized Industries Generally Acepted Auditing Standards Overview General Standards Standards of Fieldwork Standands of Reporting The Broad Nature of GAAS GAAS GUDE 2tnlid luble of tmtents I'lannins the Engagement Environment a Engagement Planning in Computer Appointment of Independent Auditor OrerviCW Nature, Timing, and Extent of Procedures Engagenment Supervision Analytical Procedures Checklist Internal Control Structure Engagenment Planning Overview Understanding the Internal Control Structure The Audit Approach Documenting the Auditor's Understanding of the Internal Control Structure Assessing Control Risk Related to In ternal Control Structure Documernting Basis for Assessed Maximumn Level of Control Risk Assessing Control Risk Related to Tests of Controls Documenting the Basis for Assessed Level of Control Considering the Performance of Tests of Controls Risk at Less Than Maximum Level Designing Substantive Tests Based on Assessed Level of Control Risk Reportable Conditions The Effects of EDP Errors and Irregularities Illegal Acts Internal Audit Function Communication with Audit Committees Data-Processing Systems Special-Purpose Reports on Internal Control at Service Service-Center-Produced Records Organizations Documenting The Management Letter Foreign Corrupt Practices Act Evidence Overview Characteristics of Evidence Detailed Table of Contents Evidence and the Audit Process Audit Risk Sampling Sampling and Tests of Controls Sampling and Substantive Tests Timing of Substantive Tests Materiality and Audit Risk Consideration of Materiality Consideration of Audit Risk Inherernt Risk Control Risk Detection Risk Assessing Audit Risk The Use of EDP Audit Procedures Evidence and Promulgated Procedures Workpapers Evidence for Receivables Evidence for Inventories Inventories Counted by Others Long-Term Investments-Equity Method Evidence for Long-Term lnvestments Long-Term InvestmentsCost Method Other Long-Term Investments Evidence for Accounting Estimates Evidence Obtained from a Specialist Client Representations Evidence for Litigation, Claims, and Assessments Evidential Matter and Internal Auditors Evidence for Segment Information Using the Work of Another Auditor Evidence from Analytical Procedures Going-Concern Concept Subsequent Events Auditing Responsibilities After the Report Date Required Supplementary Information Information Outside the Firnancial Statements Required Supplementary Oil and Omitted Audit Procedures Gas Reserve Information Other Audit Prooedures AS GUIDE / Snpling Techniques and I'rocedures Related 1arty Tranhactions (Overview ldentitying Related Party Transactions Audt Approach Related larty Disclosures (FASB-57) Auditor's Reports Standard Auditor's Report Overview 11.02 Ass0ciation with Financial Statements Other Report Forms Qualified Opinion Adverse Opinion Disclaimer of Opinion Modification of the Standard Auditors Report Acounting Conditions Accounting Changes Uncertainty Conditions Scope Conditions Accounting Conditions Other Conditions from GAAP Departure from Promulgated GAAP (Rule 203) Inadequate Disclosures Accounting Changes Lack of Consistency Change in the Format of the Statement of Cash Flows 11.23 Accounting Changes- Segment Information Changing to an Acceptable Principle Correction of an Error Changing to an Unacceptable Principle Inappropriate Treatment of an Accounting Change Lack of Reasonable Justification for Change Change in Accounting Estimate Change in Principle Inseparable from Estimate Change in Reporting Entity Substantially Different Transactions or Events Change Arising froma Pooling of Interest Detailed Table of Contents Change That May Have a Material Effect in the Scope Conditions Future Insufficient Competent Evidential Matter Other Scope Limitations Limited Reporting Engagements Opinion Based on Another Auditor's Report Uncertainty Conditions Uncertainties Unrelated to Going Concern Uncertainties Related to Going Concern Other Conditions Emphasis of a Matter Reporting When Not Independent Other Data and Information in a Document Containing Audited Financial Statements Required Supplementary Information Auditor-Submitted Documents Piecemeal Opinions Reporting on Comparative Financial Statements Updated Opinion Different from Previous Opinion Negative Assurance Reporting by Predecessor Auditor Special Reports Auditor's Special Reports Overview Reporting on Financial Statements Prepared on the Liquidation Basis of Accounting Reporting on Internal Control Structure Expressing an Opinion Reporting on a System Reporting on Condensed Financial Statemen Filings under Federal Securities Statutes Reports Based on Prescribed Concepts Special-Purpose Reports Selected Financial Data Condensed Financial Statements Selected Financial Data Letters for Underwriters Scope of the Engagement Comfort Letter Format Detailed lable Comfort Letter Illustration Accounting Principles Reports on the Application of. Other Accountants Qualified Opinion Accumulation of Sufficient Information Standards of Performance Standards of Reporting Reporting Accountant Reporting on Financial Statements Prepared for Use in Other Countries Auditing Standards Reporting Standards Special Reports Reporting on a Comprehensive Basis of Accounting Other than GAAP Reporting on Specified Elements, Accounts, or Items Reporting on Compliance with Aspects of Contractual Agreements or Regulatory Requirements Reporting on Financial Presentations to Comply with Contractual Agreements or Regulatory Provisions Reporting on Financial Statements Presented in Prescribed Forms or Schedules Modifications to the Standard Auditor's Special Report UNAUDITED FINANCIAL STATEMENTS- Public Companies Overview Responsibility and Function of the Accountant Pre-Engagement Plarnning Engagement Letter Generally Accepted Accounting Principles Generally Accepted Auditing Standards Planning the Engagement Evidence Consideration of Internal Control Structure Related-Party Transactions Accountant's Reports Report Modifications Comparative Finarncial Statements Detailed Table of Contents Accountant's Special Reports Comprehensive Basis Other Than GAAP Applying Agreed-Upon Procedures REVIEW OF INTERIM FINANCIAL INFORMATION– Public Companies Responsibility and Function of the Accountant Pre-Engagement Planning Engagement Letter Generally Accepted Accounting Principles Reporting Accounting Changes-Interim Periods Income Taxes-Interim Periods Summarized Interim Financial Statements Generally Accepted Auditing Standards Planning the Engagement Consideration of Internal Control Structure Evidence Related-Party Transactions Accountant's Reports Modifications to the Standard Review Report Subsequent Events Responsibilities After the Report Date Reports on Interim Financial Information Accompanying Audited Financial Statements UNAUDITED FINANCIAL STATEMENTS– Nonpublic Companies*
MICROCOMPUTER APPLICATIONS IN BUSINESS
McLAREN , Bruce J.
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Using the PC and DOS. Microcomputer Applications in Business The Operating System: DOS and Utility Softwm Word Processing with Word Perfect. Beginning Word Processing with Word Perfect Intermediate Word Processing with Word Perfect. Advanced Word Processing with Word Perfect Lotus 1-2-3 Spreadsheets.Spreadsheets: The Manager's Tool. Building Lotus 1-2-3 Spreadsheets. Advanced Lotus File and Print Commands. Lotus Graphs and Data Management. Lotus Macros and Advanced Spreadsheet. Database Management. with dBASE IV. Introduction to Database Management. with dBASE IV. Intermediate Database Management. with dBASE IV. Using dBASE IV Dot Commands and Functions . Advanced Database Management with dBASEI.Putting It All Together. Integrating the Tools. Other Software Applications.
FUNDAMENTLS OF ORGANIZATIONAL COMMUNICATION, KNOWLEDGE, SENSITY, SKILLS, VALUES
PAMELA SHOCKLEY - ZALABAK ,
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Organizational Communication: Theories/Assumptions/Processes Organizational Communication: A Competency-Based Approach The Information Society 6 Communication-The Key to Organizational Excellence 7/ Excellence in Communication-Communication Competency 8 / Organizational Communication-A Competency-Based Approach 10 / Self-Assessment of Personal Development Needs 11 / Summary 14 / Workshop 14 / Summary of Competency Components 15 / References and Suggested Frameworks for Understanding Organizational Communication The "What Business Is This of Ours?" Case 22 / Introduction 23 / Basics of Human Communication 23 / Elements in the Communication Process 25 / The Construction of Shared Realities 29 / Concepts of Organizations 29 / Definitions of Organizational Communication 30 / Summary 33 / Workshop 33 / Summary of Competency Components 35 / References and Suggested Theoretical Perspectives for Organizational Communication The Coronado Company's Quality Defects Case 40 / Introduction 40 / The Functional Approach 42 / The United Concepts Advertising Agency Dilemma Case 58 / The Meaning-Centered Approach 59 / The "Newcomers Aren't Welcome Here" Case 71 / Summary 72/ Workshop 74 / Summary of Competency Components 78 / References and Suggested Readings 78 Communication Implications of Major Organizational Theories 82 The Davis Instrument Company's Manufacturing Crisis 84 / Introduction 85 / The Scientific Management School 86 / The Human Behavior School 96 / The Integrated Perspectives School 105 / Summary 116 / Workshop 118 / Summary of Competency Components 124 / References and Suggested Readings 124 Organizational Communication: Roles/Relationships/ Responsibilities Individuals in Organizations Dave Green's First Real Job 132 / Introduction 132 / Individuals in Organizations 133 / The Intrapersonal Experience 134 / Dave Green-The Intrapersonal Experience 135 / Interpersonal Experiences 144 / Dave Green-Interpersonal Experiences 145 / Increasing Interpersonal Effectiveness 152 / Summary 162 / Workshop 164 / Summary of Competency Components 176 / References and Suggested Readings 177 Groups in Organizations Dave Green's Small-Group Experiences 182 / Introduction 182/ Small-Group Experiences 183 / Types of Groups 194 / Increasing Group Participation Effectiveness 199/ Summary 203 / Workshop 206 / Summary of Competency Components 209 / References and Suggested Readings 210 Organizational Conflict: Communicating for Effectiveness The Middlesex Insurance Company Case 214 / Introduction 214 / Defining and Describing Conflict Processes 215 / The Individual in Organizational Conflict 221 / Groups in Organizational Conflict 229 / Productively Engaging in Conflict 236 / Summary 242 / Workshop 243 / Summary of Competency Components 249 / References and Suggested Readings 250 Leadership and Management Communication The Case of the Invisible Manager 254 / Introduction 254 / The Importance of Leadership and Management Communication 255 / Theories of Leadership and Management 257 / Distinctions between Leadership and Management 268 / Determinants of Leadership Effectiveness 270 / Increasing Leadership Effectiveness 280 / John Mitchell's Laboratory Management Meeting 286 / Summary 287 / Workshop 288 / Summary of Competency Components 294 / References and Suggested Readings 295 Organizational Communication: Skills and Applications Decision Making and Problem Solving: Developing Critical Organizational Communication Competencies The Decisions, Problems, More Decisions Case 302 / Introduction 303/ Defining Decision Making and Problem Solving 303 / Influences for Decision Making and Problem Solving 305 / and Problem Solving 309 / Making and Problem Solving Processes 312 / Increasing Decision-Making and Methods for Decision Making Barriers to Effective Decision 310 / Problem-Solving Problem-Solving Effectiveness 319/ Summary 327 Workshop 328/ Summary of Competency Components 336 / References and Suggested Readings 336 Presentations in Organizations: Developing Important Oral Competencies The Spending More to Save More Presentation Case 340 / Introduction 340 / Presentations in Organizations 341 / Types of Organizational Presentations 343 / Ethics and Credibility 347 / Increasing Presentation Effectiveness 348 Summary 354 / Workshop 355 / Summary of Competency Components 356 / References and Suggested Readings 357 Applications of Organizational Communication The "Where Do We Go From Here?" Case 360 / Introduction 361 / Choosing a Communication Career 361 / Career Choices in Organizational Communication 369 / Educational Preparation for Organizational Communication Careers 374 / 358 Professional Applications of Organizational Communication: Helping Organizations Develop and Change 375 / Summary 384 / Workshop 385 / Summary of Competency Components 400 / References and Suggested Readings 401 Organizational Communication: Values/Ethics/Dilemmas Organizational Communication: Values and Ethical Communication Behaviors 404 The Presidential Fact-Finding (Witch-Hunt?) Case 406 / Introduction 407 / Values in Organizational Communication 408 / Appraising Your Individual Value System 415 / Ethics in Organizational Communication 417 / Ethical Dilemmas in CONT Organizational Communication 421 / Developing Ethical Standards in Organizational Communication 424 / Summary 429 / Workshop 429 / Summary of Competency Components 436 / References and Suggested
ORGANIZATIONAL BEHAVIOR
,
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Organizational Goals and Effectiveness: What We Do. The Mission of Provigo, In., of Canada .Why Do Organizations Form? The Study of Goals. Typologies of Goals Mission Statements: Functions and Examples .The Importance of an Overarching Goal Formal Versus Real Goals. Goal Formulation and Changing Goals. Clear Goal Unleashes Employee Energy for Scandinavian. Airlines System The Functions and Dysfunctions of Goals. Objectives That Emphasize the Achievable. An Alternative View of Organizations Organizational Effectiveness . Goals and Ethics .Feature: Think Big, Think Small Models of Organizational Effectiveness .The Study of Effectiveness .Measuring Efectiveness A Managerial Guide to Assessing Effectiveness .Measuring Productivity: One Way to Assess Effectiveness HOW ORGANIZATIONS ARE ORGANIZED Organizational Goals and Effectiveness: What We Do The Mission of Provigo, In., of Canada. Why Do Organizations Form? The Study of Goals. Typologies of Goals. Mission Statements: Functions and Examples . The Importance of an Overarching Goal. Formal Versus Real Goals Goal Formulation and Changing Goals. Clear Goal Unleashes Employee Energy for Scandinavian.Airlines System.The Functions and Dysfunctions of Goals Feature: Objectives That Emphasize the Achievable. An Alternative View of Organizations. Organizational Effectiveness. Goals and Ethics. Think Big, Think Small. Models of Organizational Effectiveness.The Study of Effectiveness Measuring Efectiveness. A Managerial Guide to Assessing Effectiveness Measuring Productivity: One Way to Assess Effectiveness. Distinguishing Countercultures and Subcultures. Counterculture at General Motors Organizational Socialization. How People Are Socialized. Strategies for Socialization Organizational Commitment and Turnover. Definition of the Problem. Antecedents to Organizational Commitment. Consequences of Organizational Commitment Managerial Insight .Review Questions HOW WE GET TASKS DONE Groups and Group Conflict: How Workers Work Together What Is a Group?Group.The Hardy Boys and the Microkids Create a New Machine 16€.Characteristics. Group Structure . Group Formation. Temporary Groups Group Norms. The Efective Use of Meetings .Group Effectiveness Dana Corporation: Making Norms Explicit .Conformity, Cohesiveness, and Deviance Individuals and Groups.Crisis Management by Committee. Team Building The Human Resources View of Group Effectiveness. Hackman and Morris's Theory Intergroup Relationships. Other Models of Group Effectiveness. How Intergroup Relations at Xerox Contributed to Corporate Stagnation How Intergroup Perceptions Form.Contact Effects. Intergroup Conflict Intergroup Exchanges.Types of Conflict. Managing Conflict. Boardroom to Courtroom: Battling for Getty . Turnover Reconsidered .Managerial Insight Bisbop Rock Dead Abead: The Grounding of the U.S.S. Enterprise Communication: How Workers Talk Together What Is Communication? The Sender . Information Cues.Forming Impressions The General Knowledge Quiz Game .Sources of Bias When Do People Think? The Implications for Messages. Transmitting Information: Channels .Verbal Communication. Nonverbal Communication in the Texaco-Pennzoil Trial. Nonverbal Communication.The Medium and the Situation .The Medium and the Message.Car Phones Change the Way We Do Business Context Facsimile Machines. Chrysler's.Message Content .Good and Bad Feelings Feedback .Making Messages. Trust and Credibility . Personality and Message Acceptance. Methods of Presentation. Listening .Managerial Insight Review Questions .References . Power and Politics in Organizations: Who Influences Whom . Power Sbift at Bank of America . What Are Power and Politics? Sources of Power. Timed Announcements. Understandable .The Receiver and the Recipient . Obtaining Commitment .Interpernal Base of power Interorganizational power. The External Colition. The lnternal Coalition Theorie of lntraonganizational power .lnterorganizational power Organizational Attempts to lntluence Oher Organiraions .Controlling Legislative Processes How One organization Successfully Lobbied to Protect. lts Interests The U'se of Power Power Tactics .Interpersonal Power Tacties .Interorganizational Power Tacties. Airlines Mengers: A Co opive Shootout . What Managers Think of Organizational Polities. What Is Decision Making? Individual Decision Making. Decision Making in Organizations: How We Moke Choices . Tbe Corvair Decision, or How Moral Men Make Inmoral Decisioms .Models of Individual Decision Making .Incrementalism Group Decision Making.Risk and Groupthink. Influences of Personality, Attitudes, and Values. Decision Making. Group Versus Individual Decision Making . Participation How Coca-Cola Executives Made the New Coke- Old Coke Decisions. Organizational Decision Making . Decision Making. The Influence of Values, Norms, and Ideologies on Organizational. Aids to Decision Making . A Look at How Seven CEOs Made Critical Decisions . Three Approaches to Organizational Decision Making . Budgeting as an Incremental Model. Software Planning and Decision-Making Aids. Aids to Dealing with Uncertainty . HOW WE WORK THROUGH OTHERS Showing the Way to the others. Government Leadership : An Asistant Secretary of Commerce. Why study leaderhip ?. Are Managers Leaders?The Roles of Managers The Emergence of Leadership.The Study of Leadership. Metaphors of Leadership Leadership Does Not Matter. Leadership Missing in Action: Coca-Cola's Management. Lee lacoca on Leadership . Substitute for Leadership The Significance of Followers . Theoretical Approaches to Leadership.Trait Aproaches . Steve Jobs at Apple Computer. Behavioral Approaches to Leadership A Classic Leadership Study .Contingency Approaches to Leadership A Cognitive Approach to Leadership. Environmental and Organizational Influences on Leadership. Leadership Trining . What Is Mocivation? The dirabam Rasmer Case Content Theories. Early Theories of Motivation.Instinct Theory Turning Down $2 Bilion: Instinct or Cool Analysis?
ORGANIZATIONAL BEHAVIOR
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📖 Contenu
Organizational Goals and Effectiveness: What We Do. The Mission of Provigo, In., of Canada .Why Do Organizations Form? The Study of Goals. Typologies of Goals Mission Statements: Functions and Examples .The Importance of an Overarching Goal Formal Versus Real Goals. Goal Formulation and Changing Goals. Clear Goal Unleashes Employee Energy for Scandinavian. Airlines System The Functions and Dysfunctions of Goals. Objectives That Emphasize the Achievable. An Alternative View of Organizations Organizational Effectiveness . Goals and Ethics .Feature: Think Big, Think Small Models of Organizational Effectiveness .The Study of Effectiveness .Measuring Efectiveness A Managerial Guide to Assessing Effectiveness .Measuring Productivity: One Way to Assess Effectiveness HOW ORGANIZATIONS ARE ORGANIZED Organizational Goals and Effectiveness: What We Do The Mission of Provigo, In., of Canada. Why Do Organizations Form? The Study of Goals. Typologies of Goals. Mission Statements: Functions and Examples . The Importance of an Overarching Goal. Formal Versus Real Goals Goal Formulation and Changing Goals. Clear Goal Unleashes Employee Energy for Scandinavian.Airlines System.The Functions and Dysfunctions of Goals Feature: Objectives That Emphasize the Achievable. An Alternative View of Organizations. Organizational Effectiveness. Goals and Ethics. Think Big, Think Small. Models of Organizational Effectiveness.The Study of Effectiveness Measuring Efectiveness. A Managerial Guide to Assessing Effectiveness Measuring Productivity: One Way to Assess Effectiveness. Distinguishing Countercultures and Subcultures. Counterculture at General Motors Organizational Socialization. How People Are Socialized. Strategies for Socialization Organizational Commitment and Turnover. Definition of the Problem. Antecedents to Organizational Commitment. Consequences of Organizational Commitment Managerial Insight .Review Questions HOW WE GET TASKS DONE Groups and Group Conflict: How Workers Work Together What Is a Group?Group.The Hardy Boys and the Microkids Create a New Machine 16€.Characteristics. Group Structure . Group Formation. Temporary Groups Group Norms. The Efective Use of Meetings .Group Effectiveness Dana Corporation: Making Norms Explicit .Conformity, Cohesiveness, and Deviance Individuals and Groups.Crisis Management by Committee. Team Building The Human Resources View of Group Effectiveness. Hackman and Morris's Theory Intergroup Relationships. Other Models of Group Effectiveness. How Intergroup Relations at Xerox Contributed to Corporate Stagnation How Intergroup Perceptions Form.Contact Effects. Intergroup Conflict Intergroup Exchanges.Types of Conflict. Managing Conflict. Boardroom to Courtroom: Battling for Getty . Turnover Reconsidered .Managerial Insight Bisbop Rock Dead Abead: The Grounding of the U.S.S. Enterprise Communication: How Workers Talk Together What Is Communication? The Sender . Information Cues.Forming Impressions The General Knowledge Quiz Game .Sources of Bias When Do People Think? The Implications for Messages. Transmitting Information: Channels .Verbal Communication. Nonverbal Communication in the Texaco-Pennzoil Trial. Nonverbal Communication.The Medium and the Situation .The Medium and the Message.Car Phones Change the Way We Do Business Context Facsimile Machines. Chrysler's.Message Content .Good and Bad Feelings Feedback .Making Messages. Trust and Credibility . Personality and Message Acceptance. Methods of Presentation. Listening .Managerial Insight Review Questions .References . Power and Politics in Organizations: Who Influences Whom . Power Sbift at Bank of America . What Are Power and Politics? Sources of Power. Timed Announcements. Understandable .The Receiver and the Recipient . Obtaining Commitment .Interpernal Base of power Interorganizational power. The External Colition. The lnternal Coalition Theorie of lntraonganizational power .lnterorganizational power Organizational Attempts to lntluence Oher Organiraions .Controlling Legislative Processes How One organization Successfully Lobbied to Protect. lts Interests The U'se of Power Power Tactics .Interpersonal Power Tacties .Interorganizational Power Tacties. Airlines Mengers: A Co opive Shootout . What Managers Think of Organizational Polities. What Is Decision Making? Individual Decision Making. Decision Making in Organizations: How We Moke Choices . Tbe Corvair Decision, or How Moral Men Make Inmoral Decisioms .Models of Individual Decision Making .Incrementalism Group Decision Making.Risk and Groupthink. Influences of Personality, Attitudes, and Values. Decision Making. Group Versus Individual Decision Making . Participation How Coca-Cola Executives Made the New Coke- Old Coke Decisions. Organizational Decision Making . Decision Making. The Influence of Values, Norms, and Ideologies on Organizational. Aids to Decision Making . A Look at How Seven CEOs Made Critical Decisions . Three Approaches to Organizational Decision Making . Budgeting as an Incremental Model. Software Planning and Decision-Making Aids. Aids to Dealing with Uncertainty . HOW WE WORK THROUGH OTHERS Showing the Way to the others. Government Leadership : An Asistant Secretary of Commerce. Why study leaderhip ?. Are Managers Leaders?The Roles of Managers The Emergence of Leadership.The Study of Leadership. Metaphors of Leadership Leadership Does Not Matter. Leadership Missing in Action: Coca-Cola's Management. Lee lacoca on Leadership . Substitute for Leadership The Significance of Followers . Theoretical Approaches to Leadership.Trait Aproaches . Steve Jobs at Apple Computer. Behavioral Approaches to Leadership A Classic Leadership Study .Contingency Approaches to Leadership A Cognitive Approach to Leadership. Environmental and Organizational Influences on Leadership. Leadership Trining . What Is Mocivation? The dirabam Rasmer Case Content Theories. Early Theories of Motivation.Instinct Theory Turning Down $2 Bilion: Instinct or Cool Analysis?
ORGANIZATIONAL BEHAVIOR
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📖 Contenu
Organizational Goals and Effectiveness: What We Do. The Mission of Provigo, In., of Canada .Why Do Organizations Form? The Study of Goals. Typologies of Goals Mission Statements: Functions and Examples .The Importance of an Overarching Goal Formal Versus Real Goals. Goal Formulation and Changing Goals. Clear Goal Unleashes Employee Energy for Scandinavian. Airlines System The Functions and Dysfunctions of Goals. Objectives That Emphasize the Achievable. An Alternative View of Organizations Organizational Effectiveness . Goals and Ethics .Feature: Think Big, Think Small Models of Organizational Effectiveness .The Study of Effectiveness .Measuring Efectiveness A Managerial Guide to Assessing Effectiveness .Measuring Productivity: One Way to Assess Effectiveness HOW ORGANIZATIONS ARE ORGANIZED Organizational Goals and Effectiveness: What We Do The Mission of Provigo, In., of Canada. Why Do Organizations Form? The Study of Goals. Typologies of Goals. Mission Statements: Functions and Examples . The Importance of an Overarching Goal. Formal Versus Real Goals Goal Formulation and Changing Goals. Clear Goal Unleashes Employee Energy for Scandinavian.Airlines System.The Functions and Dysfunctions of Goals Feature: Objectives That Emphasize the Achievable. An Alternative View of Organizations. Organizational Effectiveness. Goals and Ethics. Think Big, Think Small. Models of Organizational Effectiveness.The Study of Effectiveness Measuring Efectiveness. A Managerial Guide to Assessing Effectiveness Measuring Productivity: One Way to Assess Effectiveness. Distinguishing Countercultures and Subcultures. Counterculture at General Motors Organizational Socialization. How People Are Socialized. Strategies for Socialization Organizational Commitment and Turnover. Definition of the Problem. Antecedents to Organizational Commitment. Consequences of Organizational Commitment Managerial Insight .Review Questions HOW WE GET TASKS DONE Groups and Group Conflict: How Workers Work Together What Is a Group?Group.The Hardy Boys and the Microkids Create a New Machine 16€.Characteristics. Group Structure . Group Formation. Temporary Groups Group Norms. The Efective Use of Meetings .Group Effectiveness Dana Corporation: Making Norms Explicit .Conformity, Cohesiveness, and Deviance Individuals and Groups.Crisis Management by Committee. Team Building The Human Resources View of Group Effectiveness. Hackman and Morris's Theory Intergroup Relationships. Other Models of Group Effectiveness. How Intergroup Relations at Xerox Contributed to Corporate Stagnation How Intergroup Perceptions Form.Contact Effects. Intergroup Conflict Intergroup Exchanges.Types of Conflict. Managing Conflict. Boardroom to Courtroom: Battling for Getty . Turnover Reconsidered .Managerial Insight Bisbop Rock Dead Abead: The Grounding of the U.S.S. Enterprise Communication: How Workers Talk Together What Is Communication? The Sender . Information Cues.Forming Impressions The General Knowledge Quiz Game .Sources of Bias When Do People Think? The Implications for Messages. Transmitting Information: Channels .Verbal Communication. Nonverbal Communication in the Texaco-Pennzoil Trial. Nonverbal Communication.The Medium and the Situation .The Medium and the Message.Car Phones Change the Way We Do Business Context Facsimile Machines. Chrysler's.Message Content .Good and Bad Feelings Feedback .Making Messages. Trust and Credibility . Personality and Message Acceptance. Methods of Presentation. Listening .Managerial Insight Review Questions .References . Power and Politics in Organizations: Who Influences Whom . Power Sbift at Bank of America . What Are Power and Politics? Sources of Power. Timed Announcements. Understandable .The Receiver and the Recipient . Obtaining Commitment .Interpernal Base of power Interorganizational power. The External Colition. The lnternal Coalition Theorie of lntraonganizational power .lnterorganizational power Organizational Attempts to lntluence Oher Organiraions .Controlling Legislative Processes How One organization Successfully Lobbied to Protect. lts Interests The U'se of Power Power Tactics .Interpersonal Power Tacties .Interorganizational Power Tacties. Airlines Mengers: A Co opive Shootout . What Managers Think of Organizational Polities. What Is Decision Making? Individual Decision Making. Decision Making in Organizations: How We Moke Choices . Tbe Corvair Decision, or How Moral Men Make Inmoral Decisioms .Models of Individual Decision Making .Incrementalism Group Decision Making.Risk and Groupthink. Influences of Personality, Attitudes, and Values. Decision Making. Group Versus Individual Decision Making . Participation How Coca-Cola Executives Made the New Coke- Old Coke Decisions. Organizational Decision Making . Decision Making. The Influence of Values, Norms, and Ideologies on Organizational. Aids to Decision Making . A Look at How Seven CEOs Made Critical Decisions . Three Approaches to Organizational Decision Making . Budgeting as an Incremental Model. Software Planning and Decision-Making Aids. Aids to Dealing with Uncertainty . HOW WE WORK THROUGH OTHERS Showing the Way to the others. Government Leadership : An Asistant Secretary of Commerce. Why study leaderhip ?. Are Managers Leaders?The Roles of Managers The Emergence of Leadership.The Study of Leadership. Metaphors of Leadership Leadership Does Not Matter. Leadership Missing in Action: Coca-Cola's Management. Lee lacoca on Leadership . Substitute for Leadership The Significance of Followers . Theoretical Approaches to Leadership.Trait Aproaches . Steve Jobs at Apple Computer. Behavioral Approaches to Leadership A Classic Leadership Study .Contingency Approaches to Leadership A Cognitive Approach to Leadership. Environmental and Organizational Influences on Leadership. Leadership Trining . What Is Mocivation? The dirabam Rasmer Case Content Theories. Early Theories of Motivation.Instinct Theory Turning Down $2 Bilion: Instinct or Cool Analysis?
ORGANIZATIONAL BEHAVIOR
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Organizational Goals and Effectiveness: What We Do. The Mission of Provigo, In., of Canada .Why Do Organizations Form? The Study of Goals. Typologies of Goals Mission Statements: Functions and Examples .The Importance of an Overarching Goal Formal Versus Real Goals. Goal Formulation and Changing Goals. Clear Goal Unleashes Employee Energy for Scandinavian. Airlines System The Functions and Dysfunctions of Goals. Objectives That Emphasize the Achievable. An Alternative View of Organizations Organizational Effectiveness . Goals and Ethics .Feature: Think Big, Think Small Models of Organizational Effectiveness .The Study of Effectiveness .Measuring Efectiveness A Managerial Guide to Assessing Effectiveness .Measuring Productivity: One Way to Assess Effectiveness HOW ORGANIZATIONS ARE ORGANIZED Organizational Goals and Effectiveness: What We Do The Mission of Provigo, In., of Canada. Why Do Organizations Form? The Study of Goals. Typologies of Goals. Mission Statements: Functions and Examples . The Importance of an Overarching Goal. Formal Versus Real Goals Goal Formulation and Changing Goals. Clear Goal Unleashes Employee Energy for Scandinavian.Airlines System.The Functions and Dysfunctions of Goals Feature: Objectives That Emphasize the Achievable. An Alternative View of Organizations. Organizational Effectiveness. Goals and Ethics. Think Big, Think Small. Models of Organizational Effectiveness.The Study of Effectiveness Measuring Efectiveness. A Managerial Guide to Assessing Effectiveness Measuring Productivity: One Way to Assess Effectiveness. Distinguishing Countercultures and Subcultures. Counterculture at General Motors Organizational Socialization. How People Are Socialized. Strategies for Socialization Organizational Commitment and Turnover. Definition of the Problem. Antecedents to Organizational Commitment. Consequences of Organizational Commitment Managerial Insight .Review Questions HOW WE GET TASKS DONE Groups and Group Conflict: How Workers Work Together What Is a Group?Group.The Hardy Boys and the Microkids Create a New Machine 16€.Characteristics. Group Structure . Group Formation. Temporary Groups Group Norms. The Efective Use of Meetings .Group Effectiveness Dana Corporation: Making Norms Explicit .Conformity, Cohesiveness, and Deviance Individuals and Groups.Crisis Management by Committee. Team Building The Human Resources View of Group Effectiveness. Hackman and Morris's Theory Intergroup Relationships. Other Models of Group Effectiveness. How Intergroup Relations at Xerox Contributed to Corporate Stagnation How Intergroup Perceptions Form.Contact Effects. Intergroup Conflict Intergroup Exchanges.Types of Conflict. Managing Conflict. Boardroom to Courtroom: Battling for Getty . Turnover Reconsidered .Managerial Insight Bisbop Rock Dead Abead: The Grounding of the U.S.S. Enterprise Communication: How Workers Talk Together What Is Communication? The Sender . Information Cues.Forming Impressions The General Knowledge Quiz Game .Sources of Bias When Do People Think? The Implications for Messages. Transmitting Information: Channels .Verbal Communication. Nonverbal Communication in the Texaco-Pennzoil Trial. Nonverbal Communication.The Medium and the Situation .The Medium and the Message.Car Phones Change the Way We Do Business Context Facsimile Machines. Chrysler's.Message Content .Good and Bad Feelings Feedback .Making Messages. Trust and Credibility . Personality and Message Acceptance. Methods of Presentation. Listening .Managerial Insight Review Questions .References . Power and Politics in Organizations: Who Influences Whom . Power Sbift at Bank of America . What Are Power and Politics? Sources of Power. Timed Announcements. Understandable .The Receiver and the Recipient . Obtaining Commitment .Interpernal Base of power Interorganizational power. The External Colition. The lnternal Coalition Theorie of lntraonganizational power .lnterorganizational power Organizational Attempts to lntluence Oher Organiraions .Controlling Legislative Processes How One organization Successfully Lobbied to Protect. lts Interests The U'se of Power Power Tactics .Interpersonal Power Tacties .Interorganizational Power Tacties. Airlines Mengers: A Co opive Shootout . What Managers Think of Organizational Polities. What Is Decision Making? Individual Decision Making. Decision Making in Organizations: How We Moke Choices . Tbe Corvair Decision, or How Moral Men Make Inmoral Decisioms .Models of Individual Decision Making .Incrementalism Group Decision Making.Risk and Groupthink. Influences of Personality, Attitudes, and Values. Decision Making. Group Versus Individual Decision Making . Participation How Coca-Cola Executives Made the New Coke- Old Coke Decisions. Organizational Decision Making . Decision Making. The Influence of Values, Norms, and Ideologies on Organizational. Aids to Decision Making . A Look at How Seven CEOs Made Critical Decisions . Three Approaches to Organizational Decision Making . Budgeting as an Incremental Model. Software Planning and Decision-Making Aids. Aids to Dealing with Uncertainty . HOW WE WORK THROUGH OTHERS Showing the Way to the others. Government Leadership : An Asistant Secretary of Commerce. Why study leaderhip ?. Are Managers Leaders?The Roles of Managers The Emergence of Leadership.The Study of Leadership. Metaphors of Leadership Leadership Does Not Matter. Leadership Missing in Action: Coca-Cola's Management. Lee lacoca on Leadership . Substitute for Leadership The Significance of Followers . Theoretical Approaches to Leadership.Trait Aproaches . Steve Jobs at Apple Computer. Behavioral Approaches to Leadership A Classic Leadership Study .Contingency Approaches to Leadership A Cognitive Approach to Leadership. Environmental and Organizational Influences on Leadership. Leadership Trining . What Is Mocivation? The dirabam Rasmer Case Content Theories. Early Theories of Motivation.Instinct Theory Turning Down $2 Bilion: Instinct or Cool Analysis?
FUNDAMENTALS OF MANAGEMENT SCIENCE
TURBAN , Efraim
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De quoi s'agit-il ? 4 Glossaire 18 Prise de décision managériale 6 Définitions de la science de la gestion(MS) 6 Références et bibliographie 18 Annexe : Utilisation de l'ordinateur 19 Les caractéristiques du management Sciences 10 Sciences de gestion : Caractéristiques, Modélisation et cas 22 Les outils de la science de la gestion 10 Décision n° 11 de Cutler-Hammers concernant les brevets Développement historique Étendue de l'utilisation et limitations 13 Plan du livre 16 La prise de décision : un axe prioritaire 2 L'approche scientifique 25 Le point de vue systémique 26 Une approche interdisciplinaire 30 Modèles 30 Utilisation des ordinateurs 32 Définition du problème 33 Étape 2 : Classification du problème 4 Étape 3 : Modélisation (Formulation) 34 Étape 4 : Résolution du modèle 38 Étape 5 : Validation du modèle et sensibilité Analyse 46 Étape 6 : Interprétation et Problèmes de gestion et outils de Sciences de gestion 48 Décisions en situation de certitude, d'incertitude, Prise de décision en groupe 55 Remarques finales 55 Quelques défis de gestion Problèmes 56 Problèmes et exercices 61 Mise en œuvre 48 Questions de révision 61 Glossaire 62 Références et bibliographie 63 Théorie de la décision 66 Partie A : Notions de base 68 Analyse décisionnelle avec décision Tableaux 69 Décisions en situation de certitude 72 Décisions en situation de risque 74 et le risque 53 Prévisions 176 Partie A Notions de base 17S La situation prévisionnelle 178 Méthodes de prévision numérique 183 Méthodes de comptage Partie B : Extensions Moyennes mobiles et exponentielles Lissage 1S5 Erreurs de prévision 189 5.10 Informatisation 216 5.11 Remarques finales 216 Autres méthodes de séries temporelles 193 Méthodes occasionnelles Problèmes pour la partie B 217 Glossarv 220 Affaire : Bardstown Box Company 219 Problèmes pour la partie A 197 Références et bibliographie 220 Aperçu : Chapitres 6 à 10 222 Partie A : Notions de base Décomposition 199 Programmation linéaire : Fondements 224 La nature de la programmation linéaire (PL) Problèmes 226 Formulation 227 Formulation générale et Terminologie 232 Méthode graphique de résolution 236 Utilisation des ressources - Marge de manœuvre et Variables excédentaires 250 Remarques finales 253 Partie B : Extensions 256 Problèmes pour la partie A 253 La méthode du simplexe 256 Informatisation 271 Basies Nature générale de la simulation 740 Méthodologie de simulation 744 TVpes de simulation 746 La méthodologie de Monte Carlo 747 Indépendant du temps, Diserete Simulation 752 Dépendant du temps, Diserete Simulation 760 Analyse des risques 763 Le rôle des ordinateurs dans Simulation 765 Problèmes liés à la simulation Problèmes pour la partie A 769 Partie B : Extensions Situations de files d'attente complexes 773 Simulation avec probabilité continue Distributions 778 Simulation visuelle interactive 781 Jeux d'affaires 785 Planification d'entreprise et financière Modèles 787 Dynamique des systèmes 792 Autres modèles de simulation 793 16. 18 Remarques finales 795 Problèmes pour la partie B 796 Affaire : Express AG 801 Glossaire 802 16.22 Références et bibliographie 803 Partie A : Notions de base 806 Résolution heuristique de problèmes S04 Définitions, discussion et Les avantages et la pertinence de Heuristiques 808 Extensions Sl6 Le problème du voyageur de commerce Heuristiques et systèmes experts 822 Remarques finales 823 Inconvénients et limitations 810 Classification des heuristiques Problèmes 824 Mesurer la qualité des heuristiques 813 Comment sélectionner l'heuristique appropriée 814 Glossaire S2 Références et bibliographie 826 Séquençage des tâches à travers un Machine S16 APPLICATIONS 827 Aperçu : Chapitres 18-19 829 Application illustrative 821 Systèmes d'aide à la décision 830 Introduction et définitions Caractéristiques et avantages du DSS 833 L'évolution de l'aide à la décision Systèmes 835 La structure de l'aide à la décision Systèmes 835 Les capacités du DSS 841 Considérations relatives à la construction 842 Un système d'aide à la décision de groupe (GDSS) 845 Exemples d'applications 846 Remarques finales 850 Questions de révision 850 Glossaire 850 Références et bibliographie 851
MANAGING ORGANIZATIONAL BEHAVIOR
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INTRODUCTION MANAGING INDIVIDUALS IN ORGANIZATIONS MANAGING GROUPS IN ORGANIZATIONS MANAGING ORGANIZATIONS MANAGING THE PROCESSES OF ORGANIZATIONAL BEHAVIOR MANAGING IN A DYNAMIC ENVIRONMENT ORGANIZATIONAL BEHAVIOR AND THE MANAGER MANAGERIAL BEHAVIOR AND PERFORMANCE INTERNATIONAL DIMENSIONS OF ORGANIZATIONAL BEHAVIOR BASICATTRIBUTES OF INDIVIDUALS MOTIVATION THEORIES LEARNING, REINFORCEMENT, AND EXTRINSIC REWARDS JOB DESIGN, G0AL-SETTING, AND WORK SCHEDULING BASICATTRIBUTES OF A GROUP GROUP AND INTERGROUP DYNAMICS BASIC ATTRIBUTES OF ORGANIZATIONS ORGANIZATIONAL DESIGN ORGANIZATIONAL CULTURE DECISION MAKING AND NEGOTIATION COMMUNICATION AND CONFLICT POWER AND POLITICS LEADERSHIP PLANNED CHANGE AND ORGANIZATION DEVELOPMENT STRESS MANAGEMENT AND CAREER PLANNING
MANAGING ORGANIZATIONAL BEHAVIOR
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📖 Contenu
INTRODUCTION MANAGING INDIVIDUALS IN ORGANIZATIONS MANAGING GROUPS IN ORGANIZATIONS MANAGING ORGANIZATIONS MANAGING THE PROCESSES OF ORGANIZATIONAL BEHAVIOR MANAGING IN A DYNAMIC ENVIRONMENT ORGANIZATIONAL BEHAVIOR AND THE MANAGER MANAGERIAL BEHAVIOR AND PERFORMANCE INTERNATIONAL DIMENSIONS OF ORGANIZATIONAL BEHAVIOR BASICATTRIBUTES OF INDIVIDUALS MOTIVATION THEORIES LEARNING, REINFORCEMENT, AND EXTRINSIC REWARDS JOB DESIGN, G0AL-SETTING, AND WORK SCHEDULING BASICATTRIBUTES OF A GROUP GROUP AND INTERGROUP DYNAMICS BASIC ATTRIBUTES OF ORGANIZATIONS ORGANIZATIONAL DESIGN ORGANIZATIONAL CULTURE DECISION MAKING AND NEGOTIATION COMMUNICATION AND CONFLICT POWER AND POLITICS LEADERSHIP PLANNED CHANGE AND ORGANIZATION DEVELOPMENT STRESS MANAGEMENT AND CAREER PLANNING
MANAGING ORGANIZATIONAL BEHAVIOR
,
📚 Exemplaires
📖 Contenu
INTRODUCTION MANAGING INDIVIDUALS IN ORGANIZATIONS MANAGING GROUPS IN ORGANIZATIONS MANAGING ORGANIZATIONS MANAGING THE PROCESSES OF ORGANIZATIONAL BEHAVIOR MANAGING IN A DYNAMIC ENVIRONMENT ORGANIZATIONAL BEHAVIOR AND THE MANAGER MANAGERIAL BEHAVIOR AND PERFORMANCE INTERNATIONAL DIMENSIONS OF ORGANIZATIONAL BEHAVIOR BASICATTRIBUTES OF INDIVIDUALS MOTIVATION THEORIES LEARNING, REINFORCEMENT, AND EXTRINSIC REWARDS JOB DESIGN, G0AL-SETTING, AND WORK SCHEDULING BASICATTRIBUTES OF A GROUP GROUP AND INTERGROUP DYNAMICS BASIC ATTRIBUTES OF ORGANIZATIONS ORGANIZATIONAL DESIGN ORGANIZATIONAL CULTURE DECISION MAKING AND NEGOTIATION COMMUNICATION AND CONFLICT POWER AND POLITICS LEADERSHIP PLANNED CHANGE AND ORGANIZATION DEVELOPMENT STRESS MANAGEMENT AND CAREER PLANNING
MANAGING ORGANIZATIONAL BEHAVIOR
,
📚 Exemplaires
📖 Contenu
INTRODUCTION MANAGING INDIVIDUALS IN ORGANIZATIONS MANAGING GROUPS IN ORGANIZATIONS MANAGING ORGANIZATIONS MANAGING THE PROCESSES OF ORGANIZATIONAL BEHAVIOR MANAGING IN A DYNAMIC ENVIRONMENT ORGANIZATIONAL BEHAVIOR AND THE MANAGER MANAGERIAL BEHAVIOR AND PERFORMANCE INTERNATIONAL DIMENSIONS OF ORGANIZATIONAL BEHAVIOR BASICATTRIBUTES OF INDIVIDUALS MOTIVATION THEORIES LEARNING, REINFORCEMENT, AND EXTRINSIC REWARDS JOB DESIGN, G0AL-SETTING, AND WORK SCHEDULING BASICATTRIBUTES OF A GROUP GROUP AND INTERGROUP DYNAMICS BASIC ATTRIBUTES OF ORGANIZATIONS ORGANIZATIONAL DESIGN ORGANIZATIONAL CULTURE DECISION MAKING AND NEGOTIATION COMMUNICATION AND CONFLICT POWER AND POLITICS LEADERSHIP PLANNED CHANGE AND ORGANIZATION DEVELOPMENT STRESS MANAGEMENT AND CAREER PLANNING
LES ETATS FINANCIER ANGLO-SAXONS
Thierry Lamorlette ,
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Environnement comptable et financier international Présentation des états financiers La procédure comptable (Accounting procedure; Accounting system) La trésorerie (Cash) Les placements financiers à court terme (Short-term investments) Les créances commerciales (Trade receivables) Les stocks (Inventories) Les immobilisations financières (Long-term investments) Les immobilisations corporelles (Tangible assets) Les immobilisations incorporelles (Intangible assets) Les dettes à court terme (Current liabilities) Les dettes à long terme (Long-term liabilities) Les capitaux propres (Stockholders' equity) Le tableau de variation de trésorerie (Statement of cash flows) Machines Corporation) Environnement comptable et financier international Présentation des états financiers La procédure comptable (Accounting procedure; Accounting system) La trésorerie (Cash) Les placements financiers à court terme (Short-term investments) Les créances commerciales (Trade receivables) Les stocks (Inventories) Les immobilisations financières (Long-term investments) Les immobilisations corporelles (Tangible assets) Les immobilisations incorporelles (Intangible assets) Les dettes à court terme (Current liabilities) Les dettes à long terme (Long-term liabilities) Les capitaux propres (Stockholders' equity) Le tableau de variation de trésorerie (Statement of cash flows) 14 IDM (International Business Machines Corporation) 1. L'intérêt d'une normalisation comptable au niveau international 2.Les différents organismes internationaux 2.1. La Commission des normes comptables internationales (IASC: International Accounting Standards Committee) 2.11 Les normes IASC (IAS: International Accounting Standards) 2.12 Le projet E 32 2.2. La Commission des Communautés européennes 2.3. Les autres organismes internationaux 3. Le droit comptable 3.1. La notion d'image fidèle (True and fair view) dans l'établissement des états financiers 3.2. Les références d'un droit comptable 3.21 Les organismes participant à l'élaboration du droit comptable 3.211 Les dispositions légales 3.212 L'administration fiscale 3.213 Securities and Exchange Commission (SEC) 3.214 American Institute of Certified Public Accountants (AICPA) 3.215 Financial Accounting Standards Board (FASB) 3.216 Les autres organismes comptables 3.22 En France 3.221 Règles fiscales et règles comptables 3.222 Les organismes participant à l'élaboration du droit comptable 4. Enoncé des principes comptables fondamentaux 4.1. Les quatre postulats de base (Assumptions) 4.2. Les principes comptables (Principles of Accounting) 4.3. En France
BASIC MARKETING
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MANAGERIAL ECONOMICS
James L. Pappas, HIRSCHEY , , Mark
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World Trade and Payments
CAVES, Ronald W. Jones, Jeffrey A. Frankel , Richard, ,
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MANAGERIAL ECONOMICS
MANSFIELD , Edwin
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Introduction to managerial economics Optimization techniques Demande theoriy Estimating demand functions Business and economic forecasting Production theory Technological change and industrial innovation The analysis of costs linear programming Perfect Competition, monopoly , and monopolistic competition Oligopoly and strategic behavior Pricing techniques Risk analysis Capital Budgeting Government and business