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References [1] Society of Automobile Engineers (SAE), Quality Management Systems - Requirements for Aviation, Space, and Defense Organizations, REV. D , https://www.sae.org , September, 2016. [2] Automotive Industry Action Group (AIAG), Failure Mode and Effects Analysis – FMEA , Fourth Edition, https://www.aiag.org , July, 2008. [3] Society of Automobile Engineers (SAE), Potential Failure Mode and Effects Analysis in Design (Design FMEA), Potential Failure Mode and Effects Analysis in Manufacturing and Assembly Processes (Process FMEA) , https

Bibliography 1. A merican Marketing Association (2018). https://www.ama.org/AboutAMA/Pages/Definition-of-Marketing.aspx 2. Data Market (December 5, 2018). DataMarket: https://datamarket.com/data/set/1xdu/gdp-per-capita-constant-us-millions#!ds=1xdu!208h=1g&display=line 3. Drucker, P. (2008). The Five Most Important Questions You Will Ever Ask about Your Organization . San Francisco, California: Jossey-Bass 4. Drucker, P. (1973 & 1985). Management: Revised Edition . New York: HarperCollins. 5. Dubinskas, F. (1988). Janus Organizations: Scientists & Managers

Abstract

The article scrutinizes the referendum as an instrument to join international organizations. It analyzes the interaction of the participants for achieving unanimity and consensus, not differences or attempts to impose a certain opinion. A conclusion is drawn that through direct democracy the citizens take responsibility for the future development of the state.

Teamwork. In W.B. Rouse and K.R. Boff (Eds.), Organisational Simulation (229-52). Hoboken, NJ: Wiley - Interscience. Laroche, H. (1995). From Decision to Action in Organizations: Decision-Making as a Social Representation, Organization Science. Focused Issue: European Perspective on Organization Theory, 6(1), 62-75. Lichtenstein, S. and Slovic, P. (1971). Preference between Bids and Choices in Gambling Decisions. Journal of Experimental Psychology, 89(1), 46-55. Lipshitz, R., Klein, G., Orasanu, J., and Salas, E. (2001). Taking Stock of Naturalistic Decision Making

Abstract

The disappearance of bipolarity causes essential mutations in the international security environment, which highlights the need to rethink the defence concept. The analysis of new risks and threats to international security has led to a new perception of it and has imposed a new orientation in the field of defence. The formation of new partnerships and alliances greatly reduces the likelihood of a conflict between members, which contributes to supporting the common interest of countries to maintain and strengthen international peace and security. All countries of the world are, in principle, members of at least one regional or intergovernmental organization. Although traditionally regional organizations have been set up on the basis of political, economical or environmental objectives, they have also entered security in recent decades and have started to develop their own capabilities to prevent conflicts and support peacekeeping operations or post-conflict construction of states

Literature Alberts, D. (2007). A model of multidiscipline teams in knowledge-creating organizations. Team Performance Management: An International Journal , 13(5/6), 172-183, http://doi.org/10.1108/13527590710831873 Avolio, B. J., Sivasubramaniam, N., Murry, W. D., Jung, D., & Garger, J. W. (2003). Development and Preliminary Validation of a Team Multifactor Leadership Questionnaire. In C. L. Pearce, & J. A. Conger (Eds.), Shared Leadership: Reframing the Hows and Whys of Leadership (pp. 143-172). Thousand Oaks: Sage Publications, http://dx.doi.org/10

References [1] Rusu, Raluca Particularități ale angajamentului organizațional în instituțiile de învățământ superior, Editura Presa Universitară Clujeană, 2013, pp. 76 [2] Organ, D.W. (1997), Organizational citinzenship behavior: It’construct clean-up time, Human Performance, 10 (2) [3] Organ D.W., Podsakoff, P.M., și Scott, B.M. (2005) Organizational Citinzenship Behavior: Its Nature, Antecedents and Consequence , Foudations for Organizațional Science, Sage, Thousand Oaks [4] Van Dyne, D., Vandewalle, D., Kostova, T., Latham, M.E. and Cummings, L.L. (2000

., Mendonca, L., & Scott, D. (2014). What social-sector leaders need to succeed. Insights and Publications, November, 1-10. Retrieved from http://www.mckinsey.com/insights/social_sector/what_social_sector_leaders_need_to_succeed 7. Chad, P., Kyriazis, E., & Motion, J. (2014). Bringing marketing into non-profit organisations: A managerial nightmare! Australasian Marketing Journal, 22, 342-349. http://dx.doi.org/10.1016/j.ausmj.2014.09.003 8. Chen, B., & Graddy, E. A. (2010). The effectiveness of nonprofit lead-organization networks for social service delivery. Nonprofit

References 1. Abdullah, A. G. K., Almadhoun, T. Z., Ling, Y. L. (2015). Organizational Empowerment and Commitment: The Mediating Effect of Psychological Empowerment // Asian Journal of Social Sciences, Arts and Humanities. Vol. 3, No. 2, pp. 1–7. 2. Abraham, R. (2000). Organizational Cynicism: Bases and Consequences // Genetic, Social, and General Psychology Monographs. Vol. 126, No. 3, pp. 269–292. 3. Abugre, J. A. (2017) Relations at Workplace, Cynicism and Intention to Leave: A Proposed Conceptual Framework for Organisations // International Journal of

, G.T., Oluwasanu, M.M., Oduola, O.L., Delano, G.E., Ladipo, O.A. (2015). Outcome of a reproductive health advocacy mentoring inter- vention for staff of selected, non–governmental organisations in Nigeria. Health Services Research. Vol. 15, Iss. 1, pp. 1-9, DOI: 10.1186/s12913-015-0975-0. 29. Moorcroft, M., Crick, M.A. (2014). A guide to mentoring. Auckland: Univer- sity of Auckland. 30. Myjak, T. (2016). Rozwijanie potencjału pracowników poprzez mentoring w organizacji opartej na wiedzy, Roczniki Ekonomii i Zarządzania, T. 8, No. 2, pp. 137-149 . 31. Nowak, A