| Item type | Current location | Collection | Call number | Copy number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|---|
| Books | The MUA Library South C campus - Open Collection | STACK 2 | HD 53 .L36 1996 (Browse shelf) | 1 | Available | 2008-3287 | |
| Books | The MUA Library South C campus - Open Collection | STACK 2 | HD 53 .L36 1996 (Browse shelf) | 2 | Available | 2008-3248 |
Browsing The MUA Library South C campus shelves, Shelving location: - Open Collection Close shelf browser
| No cover image available | ||||||||
| HD 53 .K76 2000 Enabling knowledge creation : | HD 53 .K83 2003 Innovation : | HD 53 .L36 1996 Igniting innovation : | HD 53 .L36 1996 Igniting innovation : | HD 53 .R46 1991 Conceptual toolmaking : | HD 53 .S74 2002 The wealth of knowledge : | HD 53 .S84 1997 The new organizational wealth : |
Paperback.
"The focus has shifted from encouraging individuals to come up with the Big Idea to building innovation into the companys processes." Management Today UK 1995. Are you an innovative manager? How much do you agree or disagree with these statements? We need management of current ideas rather than new ideas Failure is noticed even more than successful work in business; therefore risks should be avoided Superiors ought to have clear opinions about what is to be done and push them through It is sensible to decide about innovations at as high a level as possible I try to arrange work schedules so that staff have time to create and develop new ideas Management succeeds if it is able to increase output without increasing personnel The objectives of innovative activities have to be concrete, realistic and obtainable And another? A managers behavioural characteristics strongly influence the innovativeness of the entire organization. Igniting Innovation makes it very clear that a high level of managerial innovativeness is the common denominator uniting overall strategic development. Innovation works!
There are no comments on this title.