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[null,"1.","Record Nr.",null,"UNINA9910819963003321"]
[null,null,"Autore",null,"Rosenow Michael K."]
[null,null,"Titolo",null,"Death and dying in the working class, 1865-1920 / / Michael K. Rosenow"]
[null,null,"Pubbl/distr/stampa",null,"Urbana [Illinois] : , : University of Illinois Press, , [2015]"]
[{"$nulls":4},"©2015"]
[null,null,"ISBN",null,"0-252-08071-8"]
[{"$nulls":4},"0-252-09711-4"]
[null,null,"Descrizione fisica",null,"1 online resource (249 p.)"]
[null,null,"Collana",null,"The working class in American history"]
[null,null,"Disciplina",null,"393.08624097309034"]
[null,null,"Soggetti",null,"Death"]
[{"$nulls":4},"Thanatology"]
[{"$nulls":4},"Working class - Health and hygiene - History - 19th century"]
[{"$nulls":4},"Working class - Health and hygiene - History - 20th century"]
[{"$nulls":4},"United States"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Acknowledgments -- Introduction : in search of John Henry's body -- The marks of capital : the accident crisis and cultures of industrialization, 1865-1919 -- The power of the dead's place : Chicago's cemeteries, social conflict, and cultural construction, 1873-1913 -- Every new grave brought a thousand members : the politics of death in Illinois coal communities, 1883-1910 -- As close to hell as they hoped to get : steel, death, and community in western Pennsylvania, 1892-1919 -- Conclusion : (un)freedom of the grave."]
[null,null,null,"Sommario/riassunto","Michael K. Rosenow investigates working people's beliefs, rituals of dying, and the politics of death by honing in on three overarching questions: How did workers, their families, and their communities experience death? Did various identities of class, race, gender, and religion coalesce to form distinct cultures of death for working people? And how did people's attitudes toward death reflect notions of who mattered in U.S. society? Drawing from an eclectic array of sources ranging from Andrew Carnegie to grave markers in Chicago's potter's field, Rosenow portrays the complex political, social, and cultural relationships that fueled the United States' industrial ascent. The result is an undertaking that adds emotional depth to existing history while challenging our understanding of modes of cultural transmission."]
[null,"2.","Record Nr.",null,"UNINA9910974997003321"]
[null,null,"Autore",null,"Kerzner Harold"]
[null,null,"Titolo",null,"Project management : a systems approach to planning, scheduling, and controlling / / Harold Kerzner"]
[null,null,"Pubbl/distr/stampa",null,"Hoboken, N.J., : John Wiley & Sons, Inc., 2013"]
[null,null,"ISBN",null,"9781118418550"]
[{"$nulls":4},"1118418557"]
[{"$nulls":4},"9781283978033"]
[{"$nulls":4},"1283978032"]
[null,null,"Edizione",null,"[11th ed.]"]
[null,null,"Descrizione fisica",null,"xxvii, 1264 p. : ill. (some col.)"]
[null,null,"Disciplina",null,"658.4/04"]
[null,null,"Soggetti",null,"Project management"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and indexes."]
[null,null,"Nota di contenuto",null,"Intro -- Project Management: A Systems Approach to Planning, Scheduling, and Controlling -- Copyright -- Contents -- Preface -- 1: Overview -- 1.0: Introduction -- 1.1: Understanding Project Management -- 1.2: Defining Project Success -- 1.3: Success, Trade-Offs, and Competing Constraints -- 1.4: The Project Manager-Line Manager Interface -- 1.5: Defining the Project Manager's Role -- 1.6: Defining the Functional Manager's Role -- 1.7: Defining the Functional Employee's Role -- 1.8: Defining the Executive's Role -- 1.9: Working with Executives -- 1.10: Committee Sponsorship/Governance -- 1.11: The Project Manager as the Planning Agent -- 1.12: Project Champions -- 1.13: The Downside of Project Management -- 1.14: Project-Driven versus Non-Project-Driven Organizations -- 1.15: Marketing in the Project-Driven Organization -- 1.16: Classification of Projects -- 1.17: Location of the Project Manager -- 1.18: Differing Views of Project Management -- 1.19: Public-Sector Project Management -- 1.20: International Project Management -- 1.21: Concurrent Engineering: A Project Management Approach -- 1.22: Added Value -- 1.23: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Williams Machine Tool Company -- 2: Project Management Growth: Concepts and Definitions -- 2.0: Introduction -- 2.1: General Systems Management -- 2.2: Project Management: 1945-1960 -- 2.3: Project Management: 1960-1985 -- 2.4: Project Management: 1985-2012 -- 2.5: Resistance to Change -- 2.6: "]
[{"$nulls":4},"Systems, Programs, and Projects: A Definition -- 2.7: Product versus Project Management: A Definition -- 2.8: Maturity and Excellence: A Definition -- 2.9: Informal Project Management: A Definition -- 2.10: The Many Faces of Success -- 2.11: The Many Faces of Failure -- 2.12: The Stage-Gate Process -- 2.13: Project Life Cycles."]
[{"$nulls":4},"2.14: Gate Review Meetings (Project Closure) -- 2.15: Engagement Project Management -- 2.16: Project Management Methodologies: A Definition -- 2.17: Enterprise Project Management Methodologies -- 2.18: Methodologies Can Fail -- 2.19: Organizational Change Management and Corporate Cultures -- 2.20: Project Management Intellectual Property -- 2.21: Systems Thinking -- 2.22: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Creating a Methodology -- 3: Organizational Structures -- 3.0: Introduction -- 3.1: Organizational Work Flow -- 3.2: Traditional (Classical) Organization -- 3.3: Developing Work Integration Positions -- 3.4: Line-Staff Organization (Project Coordinator) -- 3.5: Pure Product (Projectized) Organization -- 3.6: Matrix Organizational Form -- 3.7: Modification of Matrix Structures -- 3.8: The Strong, Weak, or Balanced Matrix -- 3.9: Center for Project Management Expertise -- 3.10: Matrix Layering -- 3.11: Selecting the Organizational Form -- 3.12: Structuring the Small Company -- 3.13: Strategic Business Unit (SBU) Project Management -- 3.14: Transitional Management -- 3.15: Barriers to Implementing Project Management in Emerging Markets -- Culture -- Status and Politics -- Implementation of Project Management -- Other Barriers -- Recommendations -- 3.16: Seven Fallacies that Delay Project Management Maturity -- 3.17: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Jones and Shephard Accountants, Inc. -- Coronado Communications -- 4: Organizing and Staffing the Project Office and Team -- 4.0: Introduction -- 4.1: The Staffing Environment -- 4.2: Selecting the Project Manager: An Executive Decision -- 4.3: Skill Requirements for Project and Program Managers -- Team-Building Skills -- Leadership Skills -- Conflict Resolution Skills."]
[{"$nulls":4},"Technical Skills -- Planning Skills -- Organizational Skills -- Entrepreneurial Skills -- Administrative Skills -- Management Support Building Skills -- Resource Allocation Skills -- 4.4: Special Cases in Project Manager Selection -- 4.5: Selecting the Wrong Project Manager -- Maturity -- Hard-Nosed Tactics -- Availability -- Technical Expertise -- Customer Orientation -- New Exposure -- Company Exposure -- 4.6: Next Generation Project Managers -- 4.7: Duties and Job Descriptions -- 4.8: The Organizational Staffing Process -- 4.9: The Project Office -- 4.10: The Functional Team -- 4.11: The Project Organizational Chart -- 4.12: Special Problems -- 4.13: Selecting the Project Management Implementation Team -- 4.14: Mistakes Made by Inexperienced Project Managers -- 4.15: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- 5: Management Functions -- 5.0: Introduction -- 5.1: Controlling -- 5.2: Directing -- 5.3: Project Authority -- 5.4: Interpersonal Influences -- 5.5: Barriers to Project Team Development -- 5.6: Suggestions for Handling the Newly Formed Team -- 5.7: Team Building as an Ongoing Process -- 5.8: Dysfunctions of a Team -- 5.9: Leadership in a Project Environment -- 5.10: Life-Cycle Leadership -- 5.11: Value-Based Project Leadership -- 5.12: Organizational Impact -- 5.13: Employee-Manager Problems -- 5.14: Management Pitfalls -- 5.15: Communications -- 5.16: Project Review Meetings -- 5.17: Project Management Bottlenecks -- 5.18: Cross-Cutting Skills -- 5.19: Active Listening -- 5.20: Project Problem-Solving -- 5.21: Brainstorming -- 5.22: Project Decision-Making -- 5.23: Predicting the Outcome of a "]
[{"$nulls":4},"Decision -- 5.24: Facilitation -- 5.25: Handling Negative Team Dynamics -- 5.26: Communication Traps -- 5.27: Proverbs and Laws -- 5.28: Human Behavior Education -- 5.29: Management Policies and Procedures."]
[{"$nulls":4},"5.30: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- The Trophy Project -- Communication Failures -- McRoy Aerospace -- The Poor Worker -- The Prima Donna -- The Team Meeting -- A Tough Decision -- Leadership Effectiveness (A) -- Leadership Effectiveness (B) -- Motivational Questionnaire -- 6: Management of Your Time and Stress -- 6.0: Introduction -- 6.1: Understanding Time Management -- 6.2: Time Robbers -- 6.3: Time Management Forms -- 6.4: Effective Time Management -- 6.5: Stress and Burnout -- 6.6: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- The Reluctant Workers -- 7: Conflicts -- 7.0: Introduction -- 7.1: Objectives -- 7.2: The Conflict Environment -- 7.3: Types of Conflicts -- 7.4: Conflict Resolution -- 7.5: Understanding Superior, Subordinate, and Functional Conflicts -- 7.6: The Management of Conflicts -- 7.7: Conflict Resolution Modes -- Confronting (or Collaborating) -- Compromising -- Smoothing (or Accommodating) -- Forcing (or Competing, Being Uncooperative, Being Assertive) -- Avoiding (or Withdrawing) -- 7.8: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Facilities Scheduling at Mayer Manufacturing -- Telestar International -- Handling Conflict in Project Management -- Part 1: Facing the Conflict -- Part 2: Understanding Emotions -- Part 3: Establishing Communications -- Part 4: Conflict Resolution Modes -- Part 5: Understanding Your Choices -- Part 6: Interpersonal Influences -- 8: Special Topics -- 8.0: Introduction -- 8.1: Performance Measurement -- 8.2: Financial Compensation and Rewards -- Job Classifications and Job Descriptions -- Base-Pay Classifications and Incentives -- Performance Appraisals -- Merit Increases and Bonuses -- 8.3: Critical Issues with Rewarding Project Teams."]
[{"$nulls":4},"8.4: Effective Project Management in the Small Business Organization -- 8.5: Mega Projects -- 8.6: Morality, Ethics, and the Corporate Culture -- 8.7: Professional Responsibilities -- Conflict of Interest -- Inappropriate Connections -- Acceptance of Gifts -- Responsibility to Your Company (and Stakeholders) -- 8.8: Internal Partnerships -- 8.9: External Partnerships -- 8.10: Training and Education -- 8.11: Integrated Product/Project Teams -- 8.12: Virtual Project Teams -- 8.13: Breakthrough Projects -- 8.14: Managing Innovation Projects -- Understanding Innovation -- Project Selection -- Project Selection Obstacles -- Identification of Projects -- 8.15: Agile Project Management -- 8.16: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Is It Fraud? -- 9: The Variables for Success -- 9.0: Introduction -- 9.1: Predicting Project Success -- 9.2: Project Management Effectiveness -- 9.3: Expectations -- 9.4: Lessons Learned -- 9.5: Understanding Best Practices -- What to Do with a Best Practice? -- Critical Questions -- Levels of Best Practices -- Common Beliefs -- Best Practices Library -- 9.6: Best Practices versus Proven Practices -- 9.7: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Radiance International -- 10: Working with Executives -- 10.0: Introduction -- 10.1: The Project Sponsor -- Committee Sponsorship -- When to Seek Help -- The New Role of the Executive -- Active versus Passive Involvement -- Managing Scope Creep -- The Executive Champion -- 10.2: Handling Disagreements with the Sponsor -- 10.3: The Collective Belief -- 10.4: The Exit Champion -- 10.5: The In-House "]
[{"$nulls":4},"Representatives -- 10.6: Stakeholder Relations Management -- 10.7: Politics -- 10.8: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies."]
[{"$nulls":4},"Corwin Corporation."]
[null,null,null,"Sommario/riassunto","The bestselling project management text for students andprofessionals\u0097now updated and expanded  This Eleventh Edition of the bestselling \"bible\" ofproject management maintains the streamlined approach of the prioreditions and moves the content even closer to PMI's ProjectManagement Body of Knowledge (PMBOK). New content has been added tothis edition on measuring project management ROI, value to theorganization and to customers, and much more. The capstone \"super\"case on the \"Iridium Project\" has been maintained, covering allaspects of project management. Increased use of sidebars throughoutthe book helps further align it with the PMBOK and the ProjectManagement Professional (PMP) Certification Exam.  This new edition features significant expansion, including morethan three dozen entirely new sections and updates on processsupporting; types of project closure; project sponsorship; andculture, teamwork, and trust. This comprehensive guide to theprinciples and practices of project management: Offers new sections on added value, business intelligence,project governance, and much moreProvides twenty-five case studies covering a variety ofindustries, almost all of which are real-world situations drawnfrom the author's practiceIncludes 400 discussion questions and more than 125multiple-choice questionsServes as an excellent study guide for the PMP CertificationExam."]