Kooperativer Bibliotheksverbund

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Format: 1 Online-Ressource (xxviii, 732 Seiten) , ill

ISBN: 9781785362156

Note: The recommended readings are available in the print version, or may be available via the link to your library's holdings. - Includes bibliographical references , Recommended readings (Machine generated): T. Burns and G.M. Stalker (1961), 'Mechanistic and Organic Systems', in The Management of Innovation, Chapter 8, London: Tavistock Press, 103-8 -- Paul R. Lawrence and Jay W. Lorsch (1967), 'High-Performing Organizations in Three Environments', in Organization and Environment: Managing Differentiation and Integration, Chapter VI, Boston: Harvard Business School Press, 133-58 -- Michael C. Jensen (2002), 'Value Maximization, Stakeholder Theory, and the Corporate Objective Function', Business Ethics Quarterly, 12 (2), 235-56 -- Lawrence B. Mohr (1973), 'The Concept of Organizational Goal', American Political Science Review, 67 (2), June, 470-81 -- Allen C. Bluedorn (1980), 'Cutting the Gordian Knot: A Critique of the Effectiveness Tradition in Organizational Research', Sociology and Social Research, 64 (4), July, 477-96 -- , Ephraim Yuchtman and Stanley E. Seashore (1967), 'A System Resource Approach to Organizational Effectiveness', American Sociological Review, 32 (6), December, 891-903 -- Frank Friedlander and Hal Pickle (1968), 'Components of Effectiveness in Small Organizations', Administrative Science Quarterly, 13 (2), September, 289-304 -- Jeffrey Pfeffer and Gerald R. Salancik ([1978] 2003), 'Organization and Social Context Defined', in The External Control of Organizations: A Resource Dependence Perspective, Chapter 2, Stanford, CA: Stanford University Press [originally published by Harper & Row], 23-38 -- Thomas A. Mahoney and William Weitzel (1969), 'Managerial Models of Organizational Effectiveness', Administrative Science Quarterly, 14 (3), September, 357-65 -- , David A. Nadler and Michael L. Tushman (1997), 'The Congruence Model', 'The Concept of Congruence' and 'Notes' from 'A Congruence Model for Organizational Problem Solving', in Michael L. Tushman (ed) and Phillip Anderson (ed) (eds), Managing Strategic Innovation and Change, Chapter 11, New York: Oxford University Press, 162-70, 171 -- D. Harold Doty, William H. Glick and George P. Huber (1993), 'Fit, Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories', Academy of Management Journal, 36 (6), December, 1196-250 -- Karlene H. Roberts (1990), 'Some Characteristics of One Type of High Reliability Organization', Organization Science, 1 (2), 160-76 -- Elton Mayo (1945), 'Hawthorne and the Western Electric Company: Some Further Comments on the Interview Experiment', in The Social Problems of an Industrial Civilization, Chapter IV, Boston: Harvard Business School Press, 68-86 -- , Raymond E. Miles (1965), 'Human Relations or Human Resources?', Harvard Business Review, July-August, 148-52, 154, 156, 158, 160 and 163 -- Rensis Likert (1967), 'The Interdependent, Interacting Character of Effective Organizations', in The Human Organization: Its Management and Value, Chapter 4, New York: McGraw-Hill, 47-77 -- Chris Argyris (1973), 'Personality and Organization Theory Revisited', Administrative Science Quarterly, 18 (2), June, 141-67 -- W. Richard Scott (1981), 'Organizational Effectiveness', in Organizations: Rational, Natural, and Open Systems, Chapter 14, Englewood Cliffs, NJ: Prentice-Hall, 317-36, references -- Terry Connolly, Edward J. Conlon and Stuart Jay Deutsch (1980), 'Organizational Effectiveness: A Multiple-Constituency Approach', Academy of Management Review, 5 (2), April, 211-17 -- Raymond F. Zammuto (1984), 'A Comparison of Multiple Constituency Models of Organizational Effectiveness', Academy of Management Review, 9 (4), October, 606-16 , Anne S. Tsui (1990), 'A Multiple-Constituency Model of Effectiveness: An Empirical Examination at the Human Resource Subunit Level', Administrative Science Quarterly, 35 (3), September, 458-83 -- Robert E. Quinn and John Rohrbaugh (1983), 'A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis', Management Science, 29 (3), March, 363-77 -- Robert E. Quinn and Kim Cameron (1983), 'Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence', Management Science, 29 (1), January, 33-51 -- Kim S. Cameron (1986), 'Effectiveness As Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness', Management Science, 32 (5), May, 539-53 -- Marshall W. Meyer and Vipin Gupta (1994), 'The Performance Paradox', in Barry M. Staw (ed) and Larry L. Cummings (ed) (eds), Research in Organizational Behavior, Volume 16, Greenwich, CT: JAI Press Inc., 309-69 -- , John P. Campbell (1977), 'On the Nature of Organizational Effectiveness', in Paul S. Goodman (ed), Johannes M. Pennings (ed) and Associates (eds), New Perspectives on Organizational Effectiveness, Chapter 2, San Francisco; London: Jossey-Bass, 13-55, references -- Richard M. Steers (1975), 'Problems in the Measurement of Organizational Effectiveness', Administrative Science Quarterly, 20 (4), December, 546-58 -- Andrew H. Van de Ven and Diane L. Ferry (1980), 'A Process for Assessing Organizations', in Measuring and Assessing Organizations, Chapter 2, New York: John Wiley & Sons Inc., 22-51, references -- Arie Y. Lewin and John W. Minton (1986), 'Determining Organizational Effectiveness: Another Look, and an Agenda for Research', Management Science, 32 (5), Organization Design, May, 514-38 -- , Paul S. Goodman, Robert S. Atkin and F. David Schoorman (1983), 'On the Demise of Organizational Effectiveness Studies', in Kim S. Cameron (ed) and David A. Whetten (ed) (eds), Organizational Effectiveness: A Comparison of Multiple Models, Chapter 7, New York: Academic Press, 163-83 -- Paul M. Hirsch and Daniel Z. Levin (1999), 'Umbrella Advocates Versus Validity Police: A Life-Cycle Model', Organization Science, 10 (2), March-April, 199-212 -- Kim S. Cameron and David A. Whetten (1996), 'Foundations of a New Effectiveness Movement' [an excerpt taken from 'Organizational Effectiveness and Quality: The Second Generation'], in John Smart (ed) (ed.), Higher Education: Handbook of Theory and Research, Volume XI, New York: Agathon, 279-306 -- James P. Walsh, Klaus Weber and Joshua D. Margolis (2003), 'Social Issues and Management: Our Lost Cause Found', Journal of Management, 29 (6), 859-81 -- , Jane E. Dutton and Mary Ann Glynn (2008), 'Positive Organizational Scholarship', in Julian Barling and Cary L. Cooper (ed) (eds), The Sage Handbook of Organizational Behavior. Volume I: Micro Approaches, Los Angeles: Sage Publications Inc., 693-712

Language: English

Keywords: Electronic books ; Electronic books

DOI: 10.4337/9781785362156

URL: Volltext  (URL des Erstveröffentlichers)

URL: Volltext  (Deutschlandweit zugänglich)

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Format: 1 Online-Ressource (ix, 561 pages) , diagrams

ISBN: 9780857930569

Series Statement: Elgar original reference

Content: This interdisciplinary Handbook combines both mainstream and heterodox economics to assess the nature, scope and importance of leisure activities. Surprisingly, the field of leisure economics is not, thus far, a particularly integrated or coherent one. In this Handbook a wide ranging body of international scholars get to grips with the core issues, taking in the traditional income/leisure choice model of textbook microeconomics and Becker’s allocation of time model along the way. They expertly apply economics to some usually neglected topics, such as boredom and sleeping, work–life balance, dating, tourism, health and fitness, sport, video games, social networking, music festivals and sex. Contributions from further afield by Veblen, Sctivosky and Bourdieu also feature prominently.

Note: Includes bibliographical references and index

Additional Edition: ISBN 9781848444041

Additional Edition: ISBN 9780857935243

Additional Edition: Erscheint auch als Druck-Ausgabe Handbook on the economics of leisure Cheltenham, UK[u.a.] : Elgar, 2011 ISBN 1848444044

Additional Edition: ISBN 9781848444041

Language: English

Subjects: Economics

Keywords: Freizeitindustrie

DOI: 10.4337/9780857930569

URL: Volltext

URL: Deutschlandweit zugänglich

URL: Deutschlandweit zugänglich

URL: Inhaltsverzeichnis

URL: FULL  ((Currently Only Available on Campus))

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Format: 1 CD, 1 Beih. (19 S.) in Box

Note: Vorraussetzungen: Nintendo Wii

Language: German

UID:

Format: 1 DVD ; 94 min

Language: German

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Format: 1 electronic resource (xviii, 213 pages) : , illustrations, maps, plans.

Edition: Revised August 2012.

ISBN: 9781921862694 , 1921862696 , 9781921862700 , 192186270X

Content: MACHINE-GENERATED SUMMARY NOTE: "When a group of brilliant young scientists arrived in Australia's national capital after World War II to take up leading roles in the establishment of national research institutions, they commissioned Australia's leading architects to design their private houses. The houses that resulted from these unique collaborations rejected previous architectural styles and wholeheartedly embraced modernist ideologies and aesthetics. The story of how these progressive clients contributed to the innovative design of their houses brings fresh insights to mid-twentieth-century Australian domestic architecture and to Canberra's rich cultural history."

Note: MACHINE-GENERATED CONTENTS NOTE: Acknowledgements -- Illustrations -- Abbreviations -- Introduction : Domestic voyeurism -- Age of the masters : establishing a scientific and intellectual community in Canberra, 1946-1968 -- Paradigm shift : Boyd and the Fenner House -- Promoting the new paradigm : Seidler and the Zwar House -- Form follows formula : Grounds, Boyd and the Philip House -- Where science meets art : Bischoff and the Gascoigne House -- The origins of form : Grounds, Bischoff and the Frankel House -- Afterword : before and after science -- Bibliography -- Index.

Language: English

Keywords: Case studies

DOI: http://doi.org/10.22459/EML.05.2012

URL: FULL

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Format: 95 S. , zahlr. Ill., Kt. , 1 CD , 210 mm x 149 mm, 191 g

Edition: 1st ed.

ISBN: 9783526527077 , 9788853012128

Series Statement: R & T Discovery

Language: English

Keywords: Textbooks

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Format: 1 online resource (302 pages)

Edition: 1st ed.

ISBN: 9781611329889 , 9781611329902

Content: This book establishes a new, interdisciplinary ground for tourism and archaeology that will foster a new generation of sustainable thinking and practice

Note: Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Illustrations -- PART ONE: CONCEPTS -- 1. Tourism and Archaeology: An Introduction -- 2. Archaeology Meccas of Tourism: Exploration, Protection, and Exploitation -- 3. Integrating Education and Entertainment in Archaeological Tourism: Complementary Concepts or Opposite Ends of the Spectrum? -- 4. Cultural Sensitivity and Embeddedness -- PART TWO: CASE STUDIES -- 5. The Management and Marketing of Archaeological Sites: The Case of Hadrian's Wall -- 6. Vindolanda -- 7. Casa Malpais: Development of an Archaeological Park in Rural Arizona -- 8. Visitors at the Trench Edge: Outreach and Archaeology at Historic Dilston, Northumberland, UK -- 9. Archaeology, Tourism and Other "Marriages of Convenience:" Examples from Western Canada -- 10. Saving Punalu'u: Ka'ū as a Cultural Kīpuka -- 11. Framing the Mogao Caves in the Encounters between Tourists and Site Interpreters -- 12. Archaeology and Tourism: Lessons from the Zimbabwean Experience -- 13. Meet the Flintstones: Contestable Cultural Heritage of the Pica-Piedras in a Phurépecha Community in Mexico -- 14. Conclusion: Manifesting Sustainable Meeting Grounds -- References -- Index -- About the Authors

Additional Edition: Print version Walker, Cameron Tourism and Archaeology Oxford : Taylor & Francis Group,c2013 ISBN 9781611329889

Language: English

Keywords: Electronic books

URL: FULL  ((OIS Credentials Required))

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Format: 1 online resource (257 pages)

Edition: 2nd ed.

ISBN: 9780415539487 , 9781135079192

Content: Drawing on the new challenges that leaders face such as responding to Eurozone financial contagion, the growth of social networks, and the rise of Asian competitors, this fully updated and re-structured text provides an easily accessible 'how-to guide' for collaborative leadership in the private and public sector. This fully revised, updated and re-structured text gives business leaders, managers and undergraduate and postgraduate students of management studies the techniques and confidence to manage complex collaborative relationships in a sustainable way. It also acts as a guide for other professionals who are responsible for developing leadership capability in their own organizations

Note: Cover -- Title -- Copyright -- CONTENTS -- List of illustrations -- Foreword -- Acknowledgements -- Introduction -- 1 Interdependence and its consequences for leaders -- Past performance does not guarantee future success -- The leadership response -- Defining collaborative leadership -- Why this is hard - an evolutionary parallel -- Applications of collaborative leadership -- Summary -- PART 1 Tools for collaboration -- 2 The collaboration spectrum -- Quantifying collaboration -- Transactional, symbiotic or mutual -- Points of interdependence: look out for the platform edge -- The collaboration spectrum in practice -- Be forensic about who you collaborate with and why -- Summary -- 3 The three-legged stool - governance, operations and behaviours -- The foundations of successful collaboration -- The three-legged stool -- What do leaders need to pay attention to and why? -- The first leg: governance -- The second leg: operations -- The third leg: behaviours -- Interactions between governance, operations and behaviours -- Summary -- 4 Measuring collaboration -- You get what you measure -- The rear-view mirror only looks one way -- A measurement compass - with eight directions -- Measure the three legs of the stool - governance, operations and behaviours -- Know when to escalate a problem -- Summary -- 5 Analysing different organizational cultures -- They just don't understand us -- Getting to grips with organizational culture -- Analysing culture and collaboration styles: the organizational partnering indicator -- The 16 types of organization -- Avoiding the lure of community -- When cultures collide -- Summary -- 6 The partnership roadmap -- A beginning, a middle and an end -- Stage 1: selection - fit for the future -- Stage 2: transition - suspend judgement -- Stage 3: maintenance - keeping the machine running and improving , Notes -- Index , Stage 4: ending - don't burn your bridges -- Summary -- PART 2 The collaborative leader in action -- 7 Secrets of success - conversations with collaborative leaders -- A personal leadership journey -- Make it matter - for everyone -- Don't blame when things go wrong -- Put yourself in other people's shoes -- Patience is a virtue -- Share the credit, share the load -- Exercise your inner steel -- The six skills and attitudes of a collaborative leader -- The chance to make your mark -- Summary -- 8 Why some collaborative leaders fail -- Don't depend on old skills to meet a new challenge -- The control freak -- The idealist -- The incrementalist -- The selfish high achiever -- Recognizing the need for new skills -- Summary -- 9 Collaborative leaders in the boardroom -- Leaders need to work with Boards -- The role of the Board -- Lessons on Board collaboration -- A brief history of corporate governance codes -- How Boards are expected to behave -- Analysing Board dynamics -- How collaborative leaders contribute to Board performance -- Other Boards -- Summary -- 10 Relationship risk -- The challenges of managing risk in collaborative relationships -- The paradox of shared control -- Three myths of relationship risk management -- Beware the risk register -- Understanding different attitudes to risk -- Addressing relationship risk - areas for action -- Summary -- 11 Conflict and the collaborative leader -- Conflict is inevitable -- Handling conflict is the leader's priority -- Identify the reasons for conflict -- Addressing conflict -- Understanding your own relationship to conflict -- Summary -- 12 The future collaborative leader -- Lessons from the past -- The three-legged stool - governance, operations and behaviours -- The impact of future trends -- The consequences of these trends for collaborative leaders -- A manifesto for the collaborative leader

Additional Edition: Print version Archer, David Collaborative Leadership Oxford : Taylor & Francis Group,c2013 ISBN 9780415539487

Language: English

Keywords: Electronic books

URL: FULL  ((OIS Credentials Required))