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Chartered Management Institute
Books by Publisher: Chartered Management Institute
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70
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Using 360 degree feedback. (Checklist 074).: An article fro…
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Call centre management. (Checklist 176).: An article from: …
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Peter Senge : The Learning Organisation.(what organizations…
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Setting objectives. (Checklist 052).: An article from: Chec…
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Emotional intelligence. (Checklist 178).(overview of the ba…
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Henry Mintzberg : A great generalist.(management research):…
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Gary Hamel: the search for a new strategic platform.: An ar…
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Genichi Taguchi: the veteran design and development enginee…
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Chris Argyris: the manager's academic.(discussion of A…
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Sir Alex Ferguson: manager of Manchester United.: An articl…
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Geert Hofstede : Cultural Diversity.(has identified four di…
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Taiichi Ohno: Toyota Production System.: An article from: T…
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Kenneth Blanchard: The One-Minute Manager.(discussion of Bl…
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Conducting a performance appraisal. (Checklist 036).: An ar…
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Total quality: getting TQM to work. (Checklist 030).(implem…
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Philip Crosby: Zero defects.: An article from: Thinkers
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Total quality: mapping a TQM strategy. (Checklist 029).(met…
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Tom Peters: the guru as performer.(discussion of Peters…
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Performance management. (Checklist 180).(checklist of key s…
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Internal audit. (Checklist 049).: An article from: Checklis…
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Joseph M Juran : Quality Management.: An article from: Thin…
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Carrying out an information audit. (Checklist 013).: An art…
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Frederick Herzberg: the hygiene-motivation theory.: An arti…
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Implementing Kaizen. (Checklist 142).(Japanese quality mana…
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Victor H. Vroom : Motivation and leadership decision making…
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Daniel Goleman : Emotional Intelligence.: An article from: …
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Stephen R. Covey: The Seven Habits of Highly Effective Peop…
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Robert Kaplan and David Norton: the balanced scorecard.(pop…
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Dale Carnegie: how to win friends and influence people.(dis…
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Starting a new job. (Checklist 132).: An article from: Chec…
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Ikujiro Nonaka : Knowledge creation.(foundation lies in dic…
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Open systems thinking. (Checklist 138).: An article from: C…
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