全文获取类型
收费全文 | 60篇 |
免费 | 1篇 |
专业分类
财政金融 | 22篇 |
工业经济 | 4篇 |
计划管理 | 6篇 |
经济学 | 7篇 |
运输经济 | 1篇 |
旅游经济 | 2篇 |
贸易经济 | 15篇 |
农业经济 | 4篇 |
出版年
2020年 | 3篇 |
2017年 | 1篇 |
2016年 | 2篇 |
2015年 | 1篇 |
2014年 | 1篇 |
2013年 | 7篇 |
2012年 | 2篇 |
2011年 | 5篇 |
2010年 | 1篇 |
2009年 | 5篇 |
2008年 | 2篇 |
2007年 | 2篇 |
2006年 | 1篇 |
2005年 | 2篇 |
2004年 | 1篇 |
2003年 | 3篇 |
2002年 | 2篇 |
2000年 | 1篇 |
1999年 | 2篇 |
1998年 | 4篇 |
1993年 | 2篇 |
1989年 | 4篇 |
1988年 | 2篇 |
1987年 | 1篇 |
1985年 | 1篇 |
1983年 | 1篇 |
1982年 | 1篇 |
1976年 | 1篇 |
排序方式: 共有61条查询结果,搜索用时 15 毫秒
61.
Decisions are the coin of the realm in business. But even in highly respected companies, decisions can get stuck inside the organization like loose change. As a result, the entire decision-making process can stall, usually at one of four bottlenecks: global versus local, center versus business unit, function versus function, and inside versus outside partners. Decision-making bottlenecks can occur whenever there is ambiguity or tension over who gets to decide what. For example, do marketers or product developers get to decide the features of a new product? Should a major capital investment depend on the approval of the business unit that will own it, or should headquarters make the final call? Which decisions can be delegated to an outsourcing partner, and which must be made internally? Bain consultants Paul Rogers and Marcia Blenko use an approach called RAPID (recommend, agree, perform, input, and decide) to help companies unclog their decision-making bottlenecks by explicitly defining roles and responsibilities. For example, British American Tobacco struck a new balance between global and local decision making to take advantage of the company's scale while maintaining its agility in local markets. At Wyeth Pharmaceuticals, a growth opportunity revealed the need to push more decisions down to the business units. And at the UK department-store chain John Lewis, buyers and sales staff clarified their decision roles in order to implement a new strategy for selling its salt and pepper mills. When revamping its decision-making process, a company must take some practical steps: Align decision roles with the most important sources of value, make sure that decisions are made by the right people at the right levels of the organization, and let the people who will live with the new process help design it. 相似文献