LEADER 03101nam 2200637Ia 450 001 9910465447703321 005 20200520144314.0 010 $a1-280-83338-6 010 $a0-19-803045-2 035 $a(CKB)2560000000293132 035 $a(EBL)430637 035 $a(OCoLC)243588667 035 $a(SSID)ssj0000155941 035 $a(PQKBManifestationID)11162035 035 $a(PQKBTitleCode)TC0000155941 035 $a(PQKBWorkID)10113338 035 $a(PQKB)10899380 035 $a(StDuBDS)EDZ0000023645 035 $a(MiAaPQ)EBC430637 035 $a(Au-PeEL)EBL430637 035 $a(CaPaEBR)ebr10278740 035 $a(CaONFJC)MIL83338 035 $a(EXLCZ)992560000000293132 100 $a19990512d2000 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aFlawed advice and the management trap$b[electronic resource] $ehow managers can when know they're getting good advice and when they're not /$fChris Argyris 210 $aOxford $cNew York $cOxford University Press$dc2000 215 $a1 online resource (166 p.) 300 $aDescription based upon print version of record. 311 $a0-19-513286-6 311 $a0-19-984864-5 320 $aIncludes bibliographical references (p. 249-254) and index. 327 $aCover Page; Title Page; Copyright Page; Contents; Preface; Introduction; Part I Getting Flawed Advice; 1 Inconsistent and Unactionable Advice; 2 Organizational Consequences of Using Inconsistent Advice; 3 Why Flawed Advice Persists; 4 Human Resources Practices; 5 Concluding Observations; Part II Finding a Model that Works; 6 Critiquing Advice; 7 Appraising Performance: The Dilemmas; 8 Evaluating Group Performance; 9 Generating Internal Commitment to Values; 10 Generating Internal Commitment to Implementing Strategy (with Roger Martin); 11 Building Generic Competence in Organizational Learning 327 $a12 SummaryBibliography; Index; Footnotes 330 $aFlawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not is the first book to show how and why so much of today's business advice is flawed, and how managers and executives can better evaluate advice given to their firms Practitioners and scholars agree that businesses in the coming millennium will be managed differently than firms of the 20th century. And getting there from here, according to today's best advice, will require creative change. 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Neem 210 $aCambridge, Mass. $cHarvard University Press$dc2008 215 $a1 online resource (270 p.) 225 0 $aHarvard Historical Studies ;$v163 300 $aDescription based upon print version of record. 311 $a0-674-03079-6 320 $aIncludes bibliographical references (p. [183]-242) and index. 327 $tFrontmatter -- $tContents -- $tIntroduction -- $t1. The Revolutionary Commonwealth -- $t2. Fragmentation and Contestation -- $t3. The Political Transformation of Civil Society -- $t4. Forging a Grassroots Public Sphere -- $t5. The Elite Public Sphere -- $t6. Democrats Strike Back -- $tConclusion -- $tNotes -- $tAcknowledgments -- $tIndex 330 $aEver since Alexis de Tocqueville published his observations in Democracy in America, Americans have recognized the distinctiveness of their voluntary tradition. 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