and information, but the author and the publisher cannot assume responsibility for the validity of all materials or for the consequences of their use. All rights reserved. Neither this publication nor any part thereof may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. The copyright owner’s consent does not extend to copying for general distribution
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will resemble the human form. They may eventually become self-aware and conscious, and be able to do anything that a human can. When we talk about robots doing the tasks of humans, we often talk about the future, but robotic surgery is already a reality. Doctors around the world are using sophisticated robots to perform surgical procedures on patients. While robotic surgery systems are still relatively uncommon, several hospitals around the world have bought robotic surgical systems. These systems
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CoNTE j\:\PORA.R'f Contents Foreword Preface iii v Chapter 1 The Cold War Era 1 Chapter 2 The End of Bipolarity 17 Chapter 3 US Hegemony in World Politics 31 Chapter 4 Alternative Centres of Power 51 Chapter 5 Contemporary South Asia 65 Chapter 6 International Organisations 81 Chapter 7 Security in the Contemporary World 99 Chapter 8 Environment and Natural Resources 117 Chapter 9 Globalisation 135 Chapter 1 The Cold
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forming your own ideas about what they really mean to you, will give you a solid foundation for all that follows. After studying this chapter, you should be able to 1. define what marketing is and discuss its core concepts 2. explain the relationships between customer value, satisfaction, and quality 3. define marketing management and understand how marketers manage demand and build profitable customer relationships 4. compare the five marketing management philosophies 5. analyze the major challenges facing
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are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic
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DELIVERING RESULTS: EVOLVING BPR FROM ART TO ENGINEERING Richard J. Mayer, Ph.D., Associate Professor Department of Industrial Engineering Texas A&M University, College Station, Texas Paula S. deWitte, Ph.D., Executive Vice President Knowledge Based Systems, Inc. College Station, Texas Abstract This chapter presents an approach to BPR that is focused on achieving results from the first stages to implementation. The engineering approach presented utilizes an integrated set of methods applied incrementally
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|CONTENTS | |KNOWLEDGE AND INFORMATION AND DECISION |2 | |ASSESSING KNOWLEDGE AND INFORMATION NEEDS |3 | |INTERNAL AND EXTERNAL SOURCES OF INFORMATION
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how to create and sustain quality leadership inside an organization. Once you “hardwire” the book’s proven tactics into your company, the dramatic gains will be sustained over time, even as individual leaders come and go. Not only does Quint Studer tell you how to hardwire these behaviors—and make the task seem remarkably “doable”—he explains how you’ll know when you’ve reached this goal. Besides the book’s introduction, this blad includes sections on managing up and reducing leadership variance.
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Copyright © The Economist Newspaper Ltd 2005 All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the publisher of this book. The greatest care has been taken in compiling this book. However, no responsibility
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of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the
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