Product Description: Book by Harnett, Donald L., Cummings, L. L.

Product Description: 1

Examines important differences between the management techniques used by Japanese and American businesses and discusses how Japanese methods can be adapted by American companies to increase productivity and success

This practical little booklet is a great value for the price and can be kept as a daily practice guide and study reference manual. It includes a fingering chart for the entire range of the flute, tips on how to assemble and take care of a flute, illustrated instructions for holding the flute and producing tone, fundamental music reading instruction, studies, solos, duets and scales.

Product Description: Book by

Product Description: Book by

Product Description: These essays assess the impact of cultural values on managerial policies and practices in organizations as well as the interaction of social, economic, and political institutions in both highly developed and developing countries. A comparison is drawn between the evolution of Yugoslav and United States policies and processes...read more

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Fully explains to non-Japanese managers the ramifications and applications of the Kaizen philosophy of continually striving for improvement and repeatedly setting ever higher standards (view table of contents)

Product Description: Rastogi explores the phenomenon of productivity and innovation in depth and elucidates its close linkage with management showing that knowledge flows are more important than investment flows as agents of economic development. He outlines the nature, definition, measurement, and techniques of productivity and delineates the dynamics of innovation and tackles the deeper issues of the `why' and `wherefore' of productivity and innovation...read more

Organizing consists of making other people work. We do this by manip­ ulating symbols: words, exhortations, memos, charts, signs of status. We expect these symbols to have the desired effects on the people con­ cerned. The success of our organizing activities depends on whether the others do attach to our symbols the meanings we expect them to. Whether or not they do so is a function of what I have sometimes called "the programs in their minds" -their learned ways of thinking, feeling, and reacting-in short, a function of their culture. The assumption that organizations could be culture-free is naive and myopic; it is based on a misunderstanding of the very act of organizing. Certainly, few people who have ever worked abroad will make this assumption. The dependence of organizations on their people's mental pro­ grams does not mean, of course, that we do not find many similarities across organizations. Some characteristics of human mental program­ ming are universal; others are shared by most people in a continent, a country, a region, an industry, a scientific discipline, or even a gender.