Planning, common sense, and superior performance /:
This book is intended to help you enhance your common sense (your intuitive decision making skills) as well as your critical thinking skills (your rational planning and decision-making skills). A big claim, to be certain, but undoubtedly a valid one. As you are aware, your common sense, and with it...
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Charlotte, NC :
IAP - Information Age Pub.,
©2008.
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| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | This book is intended to help you enhance your common sense (your intuitive decision making skills) as well as your critical thinking skills (your rational planning and decision-making skills). A big claim, to be certain, but undoubtedly a valid one. As you are aware, your common sense, and with it your ability to make many decisions almost intuitively with minimum thought, is vastly better today than it was when you were a teenager. Experience and learning that translated itself into better judgment and reasoning ability, accounts for this change. More precisely, new knowledge led to thought habits that became so solid that you spend hardly a moment on decisions to which they apply. That is how common sense and judgment mature. Practicing the relatively simple formula that this book offers, and developing the habit to apply it regularly, will help you take another quantum step toward a higher level of common sense and intuitive reasoning when you develop plans and make decisions. At the same time, the book will provide you with tools that will sharpen your ability to think about work and personal decisions you are facing from a more comprehensive perspective than you are probably doing now. In addition to helping with plans and decisions, the book will show you how to be an more effective leader. If you manage anything, with or without staff, are preparing for managerial responsibities as a college student, or if you seek to take a managerial career track, this book can be of significant use to you. It does not matter whether your career is in business, non-profit organization, or government, in health care, retail, engineering, or transportation, just to name a few. The concept presented here addresses decisions on matters which, directly or indirectly, involve people. If you are, or expect to be a manager with a small or a large staff, this book will not only help you make better managerial decisions, it will also help you become a better leader. However, even if you are on a professional track where you manage a function, but do not, or will not have anyone reporting to you, your work still has impact on people. In these professional positions the leadership aspects of your managerial responsibilities may just be of smaller impact, overall, on your plans and decisions. You will, nevertheless bring better results if you consider many of the thoughts and concepts discussed here. Moreover, most professionals are frequently in positions on teams or projects where they are likely to assume leadership responsibilities. In these situations, the concepts discussed in this book can be most useful. Even where your leadership and management responsibilities, and decisions, involve family affairs, most of the sections of this book can be valuable. They address key issues for decision- making and interpersonal relations, and they do it from a unique and comprehensive perspective. |
| Beschreibung: | 1 online resource (xviii, 197 pages) : illustrations |
| Bibliographie: | Includes bibliographical references (pages 177-181). |
| ISBN: | 9781607526476 1607526476 1281412600 9781281412607 |
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| 520 | |a This book is intended to help you enhance your common sense (your intuitive decision making skills) as well as your critical thinking skills (your rational planning and decision-making skills). A big claim, to be certain, but undoubtedly a valid one. As you are aware, your common sense, and with it your ability to make many decisions almost intuitively with minimum thought, is vastly better today than it was when you were a teenager. Experience and learning that translated itself into better judgment and reasoning ability, accounts for this change. More precisely, new knowledge led to thought habits that became so solid that you spend hardly a moment on decisions to which they apply. That is how common sense and judgment mature. Practicing the relatively simple formula that this book offers, and developing the habit to apply it regularly, will help you take another quantum step toward a higher level of common sense and intuitive reasoning when you develop plans and make decisions. At the same time, the book will provide you with tools that will sharpen your ability to think about work and personal decisions you are facing from a more comprehensive perspective than you are probably doing now. In addition to helping with plans and decisions, the book will show you how to be an more effective leader. If you manage anything, with or without staff, are preparing for managerial responsibities as a college student, or if you seek to take a managerial career track, this book can be of significant use to you. It does not matter whether your career is in business, non-profit organization, or government, in health care, retail, engineering, or transportation, just to name a few. The concept presented here addresses decisions on matters which, directly or indirectly, involve people. If you are, or expect to be a manager with a small or a large staff, this book will not only help you make better managerial decisions, it will also help you become a better leader. However, even if you are on a professional track where you manage a function, but do not, or will not have anyone reporting to you, your work still has impact on people. In these professional positions the leadership aspects of your managerial responsibilities may just be of smaller impact, overall, on your plans and decisions. You will, nevertheless bring better results if you consider many of the thoughts and concepts discussed here. Moreover, most professionals are frequently in positions on teams or projects where they are likely to assume leadership responsibilities. In these situations, the concepts discussed in this book can be most useful. Even where your leadership and management responsibilities, and decisions, involve family affairs, most of the sections of this book can be valuable. They address key issues for decision- making and interpersonal relations, and they do it from a unique and comprehensive perspective. | ||
| 505 | 0 | |a Cover ; Copyright ; Contents ; Preface ; Acknowledgments ; CHChapter 1 Introduction; A Brief Summary of the Book's Message; Strengths and Limitations; How to Use This Book and for What; The Book's Conceptual Foundation; Decisions and Plans, and Their Quality; Benefits of Using Universally Applicable Questions in Decisions and Plans; A Few Points About the Use of Universally Applicable Questions in Decisions and Plans; An Illustrative Example; Realism; Two Caveats; Part I: Foundations ; CHChapter 2 Using an Eight-Questions Model for Better Leadership Decisions and Plans. | |
| 505 | 8 | |a The two Types of Issues to Consider in Decisions and PlansImportant Definitions for use in this Book: Leadership, Goal, Objective, Issue, Model, Knowledge, Skill, Competency, Norms, Main Question, Subsidiary Question, and Steps in the Decision Making and Planning Process; Deriving Useful Questions for Decisions and Plans from the Leadership-in-Management Responsibilities ; The Eight-Questions Model; Communications; Participation; Competence, Learning, and Selection; Satisfaction; Progress and Performance Reviews; Coordination, Cooperation and Conflict. | |
| 505 | 8 | |a Norms, Organizational Justice, Ethics, Positive Discipline, and CounselingGoals and Action Steps; Decision and Plan Quality Monitoring, With and Without Technology; CHChapter 3 Applying the Eight-Questions Model: A Basic Analysis Example; The Example Scenario; Analysis Procedure (Introduction); Procedure Steps; The Analysis; Step 1; Step 2; Step 3; Concluding Thoughts; Part II: Issues which Managers Should Consider in Every Decision and Plan ; CHChapter4 Question 1: Communications; Introduction; Question 1.1; Question 1.2; Question 1.3; Question 1.4; Question 1.5. | |
| 505 | 8 | |a Conduct of Effective MeetingsTongue-in-Cheek Thought 1; Tongue-in-Cheek Thought 2-Rausch's Laws of Meetings; 1. Maybe a Meeting is Not Necessary; 2. Prepare Carefully; 3. Call Only the Necessary People to the Meeting Who Are Really Needed; 4. Send Timely Notices and Reminders ; 5. Urgent Meetings Do Not Necessarily Have to Be Postponed; 6. State the Objective of the Meeting at the Beginning, and Then Keep the Meeting Focused on That Outcome; 7. Conclude with a Plan; Summary; CHChapter 5 Question 2: Participation; Introduction and Benefits of Appropriate Participation. | |
| 505 | 8 | |a Subsidiary Questions for ParticipationQuestion 2.1-Who Should be Invited to Participate?; Question 2.2-How, and on What Part of the Decision or Plan Should the Participants Be Involved?; Question 2.3-When Should the Person or Group be Invited to Participate?; Question 2.4-Where Should the Contact Be?; Question 2.5-What Are Other Elements of the Situation?; CHChapter 6 Question 3: Competence; Subsidiary Questions Pertaining to Competence; Question 3.1-Who Should Be Considered for Vacant Positions? | |
| 650 | 0 | |a Decision making. |0 http://id.loc.gov/authorities/subjects/sh85036199 | |
| 650 | 0 | |a Business planning. |0 http://id.loc.gov/authorities/subjects/sh85032906 | |
| 650 | 2 | |a Decision Making |0 https://id.nlm.nih.gov/mesh/D003657 | |
| 650 | 6 | |a Prise de décision. | |
| 650 | 7 | |a decision making. |2 aat | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Corporate Governance. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Leadership. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Development. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Workplace Culture. |2 bisacsh | |
| 650 | 7 | |a Business planning |2 fast | |
| 650 | 7 | |a Decision making |2 fast | |
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| author | Rausch, Erwin, 1923- |
| author_GND | http://id.loc.gov/authorities/names/n80050954 |
| author_facet | Rausch, Erwin, 1923- |
| author_role | |
| author_sort | Rausch, Erwin, 1923- |
| author_variant | e r er |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.23 .R39 2008eb |
| callnumber-search | HD30.23 .R39 2008eb |
| callnumber-sort | HD 230.23 R39 42008EB |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBU |
| contents | Cover ; Copyright ; Contents ; Preface ; Acknowledgments ; CHChapter 1 Introduction; A Brief Summary of the Book's Message; Strengths and Limitations; How to Use This Book and for What; The Book's Conceptual Foundation; Decisions and Plans, and Their Quality; Benefits of Using Universally Applicable Questions in Decisions and Plans; A Few Points About the Use of Universally Applicable Questions in Decisions and Plans; An Illustrative Example; Realism; Two Caveats; Part I: Foundations ; CHChapter 2 Using an Eight-Questions Model for Better Leadership Decisions and Plans. The two Types of Issues to Consider in Decisions and PlansImportant Definitions for use in this Book: Leadership, Goal, Objective, Issue, Model, Knowledge, Skill, Competency, Norms, Main Question, Subsidiary Question, and Steps in the Decision Making and Planning Process; Deriving Useful Questions for Decisions and Plans from the Leadership-in-Management Responsibilities ; The Eight-Questions Model; Communications; Participation; Competence, Learning, and Selection; Satisfaction; Progress and Performance Reviews; Coordination, Cooperation and Conflict. Norms, Organizational Justice, Ethics, Positive Discipline, and CounselingGoals and Action Steps; Decision and Plan Quality Monitoring, With and Without Technology; CHChapter 3 Applying the Eight-Questions Model: A Basic Analysis Example; The Example Scenario; Analysis Procedure (Introduction); Procedure Steps; The Analysis; Step 1; Step 2; Step 3; Concluding Thoughts; Part II: Issues which Managers Should Consider in Every Decision and Plan ; CHChapter4 Question 1: Communications; Introduction; Question 1.1; Question 1.2; Question 1.3; Question 1.4; Question 1.5. Conduct of Effective MeetingsTongue-in-Cheek Thought 1; Tongue-in-Cheek Thought 2-Rausch's Laws of Meetings; 1. Maybe a Meeting is Not Necessary; 2. Prepare Carefully; 3. Call Only the Necessary People to the Meeting Who Are Really Needed; 4. Send Timely Notices and Reminders ; 5. Urgent Meetings Do Not Necessarily Have to Be Postponed; 6. State the Objective of the Meeting at the Beginning, and Then Keep the Meeting Focused on That Outcome; 7. Conclude with a Plan; Summary; CHChapter 5 Question 2: Participation; Introduction and Benefits of Appropriate Participation. Subsidiary Questions for ParticipationQuestion 2.1-Who Should be Invited to Participate?; Question 2.2-How, and on What Part of the Decision or Plan Should the Participants Be Involved?; Question 2.3-When Should the Person or Group be Invited to Participate?; Question 2.4-Where Should the Contact Be?; Question 2.5-What Are Other Elements of the Situation?; CHChapter 6 Question 3: Competence; Subsidiary Questions Pertaining to Competence; Question 3.1-Who Should Be Considered for Vacant Positions? |
| ctrlnum | (OCoLC)254166257 |
| dewey-full | 658.4 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4 |
| dewey-search | 658.4 |
| dewey-sort | 3658.4 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Information Age Pub.,</subfield><subfield code="c">©2008.</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 online resource (xviii, 197 pages) :</subfield><subfield code="b">illustrations</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">computer</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">online resource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="504" ind1=" " ind2=" "><subfield code="a">Includes bibliographical references (pages 177-181).</subfield></datafield><datafield tag="588" ind1="0" ind2=" "><subfield code="a">Print version record.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">This book is intended to help you enhance your common sense (your intuitive decision making skills) as well as your critical thinking skills (your rational planning and decision-making skills). A big claim, to be certain, but undoubtedly a valid one. As you are aware, your common sense, and with it your ability to make many decisions almost intuitively with minimum thought, is vastly better today than it was when you were a teenager. Experience and learning that translated itself into better judgment and reasoning ability, accounts for this change. More precisely, new knowledge led to thought habits that became so solid that you spend hardly a moment on decisions to which they apply. That is how common sense and judgment mature. Practicing the relatively simple formula that this book offers, and developing the habit to apply it regularly, will help you take another quantum step toward a higher level of common sense and intuitive reasoning when you develop plans and make decisions. At the same time, the book will provide you with tools that will sharpen your ability to think about work and personal decisions you are facing from a more comprehensive perspective than you are probably doing now. In addition to helping with plans and decisions, the book will show you how to be an more effective leader. If you manage anything, with or without staff, are preparing for managerial responsibities as a college student, or if you seek to take a managerial career track, this book can be of significant use to you. It does not matter whether your career is in business, non-profit organization, or government, in health care, retail, engineering, or transportation, just to name a few. The concept presented here addresses decisions on matters which, directly or indirectly, involve people. If you are, or expect to be a manager with a small or a large staff, this book will not only help you make better managerial decisions, it will also help you become a better leader. However, even if you are on a professional track where you manage a function, but do not, or will not have anyone reporting to you, your work still has impact on people. In these professional positions the leadership aspects of your managerial responsibilities may just be of smaller impact, overall, on your plans and decisions. You will, nevertheless bring better results if you consider many of the thoughts and concepts discussed here. Moreover, most professionals are frequently in positions on teams or projects where they are likely to assume leadership responsibilities. In these situations, the concepts discussed in this book can be most useful. Even where your leadership and management responsibilities, and decisions, involve family affairs, most of the sections of this book can be valuable. 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| id | ZDB-4-EBU-ocn254166257 |
| illustrated | Illustrated |
| indexdate | 2024-11-26T14:48:59Z |
| institution | BVB |
| isbn | 9781607526476 1607526476 1281412600 9781281412607 |
| language | English |
| oclc_num | 254166257 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xviii, 197 pages) : illustrations |
| psigel | ZDB-4-EBU |
| publishDate | 2008 |
| publishDateSearch | 2008 |
| publishDateSort | 2008 |
| publisher | IAP - Information Age Pub., |
| record_format | marc |
| spelling | Rausch, Erwin, 1923- http://id.loc.gov/authorities/names/n80050954 Planning, common sense, and superior performance / by Erwin Rausch. Charlotte, NC : IAP - Information Age Pub., ©2008. 1 online resource (xviii, 197 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier Includes bibliographical references (pages 177-181). Print version record. This book is intended to help you enhance your common sense (your intuitive decision making skills) as well as your critical thinking skills (your rational planning and decision-making skills). A big claim, to be certain, but undoubtedly a valid one. As you are aware, your common sense, and with it your ability to make many decisions almost intuitively with minimum thought, is vastly better today than it was when you were a teenager. Experience and learning that translated itself into better judgment and reasoning ability, accounts for this change. More precisely, new knowledge led to thought habits that became so solid that you spend hardly a moment on decisions to which they apply. That is how common sense and judgment mature. Practicing the relatively simple formula that this book offers, and developing the habit to apply it regularly, will help you take another quantum step toward a higher level of common sense and intuitive reasoning when you develop plans and make decisions. At the same time, the book will provide you with tools that will sharpen your ability to think about work and personal decisions you are facing from a more comprehensive perspective than you are probably doing now. In addition to helping with plans and decisions, the book will show you how to be an more effective leader. If you manage anything, with or without staff, are preparing for managerial responsibities as a college student, or if you seek to take a managerial career track, this book can be of significant use to you. It does not matter whether your career is in business, non-profit organization, or government, in health care, retail, engineering, or transportation, just to name a few. The concept presented here addresses decisions on matters which, directly or indirectly, involve people. If you are, or expect to be a manager with a small or a large staff, this book will not only help you make better managerial decisions, it will also help you become a better leader. However, even if you are on a professional track where you manage a function, but do not, or will not have anyone reporting to you, your work still has impact on people. In these professional positions the leadership aspects of your managerial responsibilities may just be of smaller impact, overall, on your plans and decisions. You will, nevertheless bring better results if you consider many of the thoughts and concepts discussed here. Moreover, most professionals are frequently in positions on teams or projects where they are likely to assume leadership responsibilities. In these situations, the concepts discussed in this book can be most useful. Even where your leadership and management responsibilities, and decisions, involve family affairs, most of the sections of this book can be valuable. They address key issues for decision- making and interpersonal relations, and they do it from a unique and comprehensive perspective. Cover ; Copyright ; Contents ; Preface ; Acknowledgments ; CHChapter 1 Introduction; A Brief Summary of the Book's Message; Strengths and Limitations; How to Use This Book and for What; The Book's Conceptual Foundation; Decisions and Plans, and Their Quality; Benefits of Using Universally Applicable Questions in Decisions and Plans; A Few Points About the Use of Universally Applicable Questions in Decisions and Plans; An Illustrative Example; Realism; Two Caveats; Part I: Foundations ; CHChapter 2 Using an Eight-Questions Model for Better Leadership Decisions and Plans. The two Types of Issues to Consider in Decisions and PlansImportant Definitions for use in this Book: Leadership, Goal, Objective, Issue, Model, Knowledge, Skill, Competency, Norms, Main Question, Subsidiary Question, and Steps in the Decision Making and Planning Process; Deriving Useful Questions for Decisions and Plans from the Leadership-in-Management Responsibilities ; The Eight-Questions Model; Communications; Participation; Competence, Learning, and Selection; Satisfaction; Progress and Performance Reviews; Coordination, Cooperation and Conflict. Norms, Organizational Justice, Ethics, Positive Discipline, and CounselingGoals and Action Steps; Decision and Plan Quality Monitoring, With and Without Technology; CHChapter 3 Applying the Eight-Questions Model: A Basic Analysis Example; The Example Scenario; Analysis Procedure (Introduction); Procedure Steps; The Analysis; Step 1; Step 2; Step 3; Concluding Thoughts; Part II: Issues which Managers Should Consider in Every Decision and Plan ; CHChapter4 Question 1: Communications; Introduction; Question 1.1; Question 1.2; Question 1.3; Question 1.4; Question 1.5. Conduct of Effective MeetingsTongue-in-Cheek Thought 1; Tongue-in-Cheek Thought 2-Rausch's Laws of Meetings; 1. Maybe a Meeting is Not Necessary; 2. Prepare Carefully; 3. Call Only the Necessary People to the Meeting Who Are Really Needed; 4. Send Timely Notices and Reminders ; 5. Urgent Meetings Do Not Necessarily Have to Be Postponed; 6. State the Objective of the Meeting at the Beginning, and Then Keep the Meeting Focused on That Outcome; 7. Conclude with a Plan; Summary; CHChapter 5 Question 2: Participation; Introduction and Benefits of Appropriate Participation. Subsidiary Questions for ParticipationQuestion 2.1-Who Should be Invited to Participate?; Question 2.2-How, and on What Part of the Decision or Plan Should the Participants Be Involved?; Question 2.3-When Should the Person or Group be Invited to Participate?; Question 2.4-Where Should the Contact Be?; Question 2.5-What Are Other Elements of the Situation?; CHChapter 6 Question 3: Competence; Subsidiary Questions Pertaining to Competence; Question 3.1-Who Should Be Considered for Vacant Positions? Decision making. http://id.loc.gov/authorities/subjects/sh85036199 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Decision Making https://id.nlm.nih.gov/mesh/D003657 Prise de décision. decision making. aat BUSINESS & ECONOMICS Corporate Governance. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Workplace Culture. bisacsh Business planning fast Decision making fast has work: Planning, common sense, and superior performance (Text) https://id.oclc.org/worldcat/entity/E39PCGrtVvQDMqQYvb8bVkbFmm https://id.oclc.org/worldcat/ontology/hasWork Print version: Rausch, Erwin, 1923- Planning, common sense, and superior performance. Charlotte, NC : IAP - Information Age Pub., ©2008 (DLC) 2007047726 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=470126 Volltext |
| spellingShingle | Rausch, Erwin, 1923- Planning, common sense, and superior performance / Cover ; Copyright ; Contents ; Preface ; Acknowledgments ; CHChapter 1 Introduction; A Brief Summary of the Book's Message; Strengths and Limitations; How to Use This Book and for What; The Book's Conceptual Foundation; Decisions and Plans, and Their Quality; Benefits of Using Universally Applicable Questions in Decisions and Plans; A Few Points About the Use of Universally Applicable Questions in Decisions and Plans; An Illustrative Example; Realism; Two Caveats; Part I: Foundations ; CHChapter 2 Using an Eight-Questions Model for Better Leadership Decisions and Plans. The two Types of Issues to Consider in Decisions and PlansImportant Definitions for use in this Book: Leadership, Goal, Objective, Issue, Model, Knowledge, Skill, Competency, Norms, Main Question, Subsidiary Question, and Steps in the Decision Making and Planning Process; Deriving Useful Questions for Decisions and Plans from the Leadership-in-Management Responsibilities ; The Eight-Questions Model; Communications; Participation; Competence, Learning, and Selection; Satisfaction; Progress and Performance Reviews; Coordination, Cooperation and Conflict. Norms, Organizational Justice, Ethics, Positive Discipline, and CounselingGoals and Action Steps; Decision and Plan Quality Monitoring, With and Without Technology; CHChapter 3 Applying the Eight-Questions Model: A Basic Analysis Example; The Example Scenario; Analysis Procedure (Introduction); Procedure Steps; The Analysis; Step 1; Step 2; Step 3; Concluding Thoughts; Part II: Issues which Managers Should Consider in Every Decision and Plan ; CHChapter4 Question 1: Communications; Introduction; Question 1.1; Question 1.2; Question 1.3; Question 1.4; Question 1.5. Conduct of Effective MeetingsTongue-in-Cheek Thought 1; Tongue-in-Cheek Thought 2-Rausch's Laws of Meetings; 1. Maybe a Meeting is Not Necessary; 2. Prepare Carefully; 3. Call Only the Necessary People to the Meeting Who Are Really Needed; 4. Send Timely Notices and Reminders ; 5. Urgent Meetings Do Not Necessarily Have to Be Postponed; 6. State the Objective of the Meeting at the Beginning, and Then Keep the Meeting Focused on That Outcome; 7. Conclude with a Plan; Summary; CHChapter 5 Question 2: Participation; Introduction and Benefits of Appropriate Participation. Subsidiary Questions for ParticipationQuestion 2.1-Who Should be Invited to Participate?; Question 2.2-How, and on What Part of the Decision or Plan Should the Participants Be Involved?; Question 2.3-When Should the Person or Group be Invited to Participate?; Question 2.4-Where Should the Contact Be?; Question 2.5-What Are Other Elements of the Situation?; CHChapter 6 Question 3: Competence; Subsidiary Questions Pertaining to Competence; Question 3.1-Who Should Be Considered for Vacant Positions? Decision making. http://id.loc.gov/authorities/subjects/sh85036199 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Decision Making https://id.nlm.nih.gov/mesh/D003657 Prise de décision. decision making. aat BUSINESS & ECONOMICS Corporate Governance. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Workplace Culture. bisacsh Business planning fast Decision making fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85036199 http://id.loc.gov/authorities/subjects/sh85032906 https://id.nlm.nih.gov/mesh/D003657 |
| title | Planning, common sense, and superior performance / |
| title_auth | Planning, common sense, and superior performance / |
| title_exact_search | Planning, common sense, and superior performance / |
| title_full | Planning, common sense, and superior performance / by Erwin Rausch. |
| title_fullStr | Planning, common sense, and superior performance / by Erwin Rausch. |
| title_full_unstemmed | Planning, common sense, and superior performance / by Erwin Rausch. |
| title_short | Planning, common sense, and superior performance / |
| title_sort | planning common sense and superior performance |
| topic | Decision making. http://id.loc.gov/authorities/subjects/sh85036199 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Decision Making https://id.nlm.nih.gov/mesh/D003657 Prise de décision. decision making. aat BUSINESS & ECONOMICS Corporate Governance. bisacsh BUSINESS & ECONOMICS Leadership. bisacsh BUSINESS & ECONOMICS Organizational Development. bisacsh BUSINESS & ECONOMICS Workplace Culture. bisacsh Business planning fast Decision making fast |
| topic_facet | Decision making. Business planning. Decision Making Prise de décision. decision making. BUSINESS & ECONOMICS Corporate Governance. BUSINESS & ECONOMICS Leadership. BUSINESS & ECONOMICS Organizational Development. BUSINESS & ECONOMICS Workplace Culture. Business planning Decision making |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=470126 |
| work_keys_str_mv | AT rauscherwin planningcommonsenseandsuperiorperformance |