This antiwar story takes place in 1967-68 in Vietnam. It is about those who crewed the helicopters in an assault helicopter company. There are two main male characters, one poor and one slightly upper middle class. They arrive in their new company on the same day and therefore become friends. Both are 24 years old. There is also an American female character who is in Vietnam with the Red Cross at the beginning of the book but has to return home when her father becomes ill. Her letters to Robert give a female point of view about the war. She is 23.
This antiwar story takes place in 1967-68 in Vietnam. It is about those who crewed the helicopters in an assault helicopter company. There are two main male characters, one poor and one slightly upper middle class. They arrive in their new company on the same day and therefore become friends. Both are 24 years old. There is also an American female character who is in Vietnam with the Red Cross at the beginning of the book but has to return home when her father becomes ill. Her letters to Robert give a female point of view about the war. She is 23.
This antiwar story takes place in 1967-68 in Vietnam. It is about those who crewed the helicopters in an assault helicopter company. There are two main male characters, one poor and one slightly upper middle class. They arrive in their new company on the same day and therefore become friends. Both are 24 years old. There is also an American female character who is in Vietnam with the Red Cross at the beginning of the book but has to return home when her father becomes ill. Her letters to Robert give a female point of view about the war. She is 23.
This contribution argues that a long-established social order has been in place since the first stratified societies in the Near Middle East which unavoidably comes with substantial economic, political and environmental repercussions. Part I of the book dissects the various facets of this order, which is termed the social dominance paradigm, while in Part II a fundamentally different order, the peace paradigm, is introduced. The latter rests on real democracy (in the Athenian sense), sustainability and peace. As such, both paradigms function as vehicles for further analysis and research while the peace paradigm also provides a rough plan for the implementation of transformational change. Typically, political, economic, social, and environmental research seeks to increase specialized knowledge. Here, however, the overall intent is to utilize interdisciplinary evidence and connect the dots between a number defining features within seemingly modern societies. The argument is that these are, in fact, not modern at all but follow an ancient template of power, control, and coordination concentrated in the hands of the few. Potentially, this contribution can function as a trans-disciplinary methodological framework as well as an information hub for researchers in the fields of political and social sciences, history, anthropology, evolutionary biology, organization and peace studies. Practitioners who are interested in fundamental social change may also find the issues raised to be of interest. As such, this book provides a generalist, evidence-based discussion of a multi-disciplinary nature that may pique the interest of both experts and amateurs alike.
Explore the evolution of organization theory in the health care sector Advances in Health Care Organization Theory, 2nd Edition, introduces students in health administration to the fields of organization theory and organizational behavior and their application to the management of health care organizations. The book explores the major health care developments over the past decade and demonstrates the contribution of organization theory to a deeper understanding of the changes in the delivery system, including the historic passage of the Patient Protection and Affordable Care Act of 2010. Taking both a micro and macro view, editors Stephen S. Mick and Patrick D. Shay, collaborate with a roster of contributing experts to compile a comprehensive volume that covers the latest in organization theory. Topics include: Institutional and neo-institutional theory Patient-centered practices and organizational culture change Design and implementation of patient-centered care management teams Hospital-based clusters as new organizational structures Application of social network theory to health care
Eschewing the hyperbole of many current management books Patrick Dawson uses the views and experiences of people from the shop floor to the upper reaches of executive management to further our understanding of complex organizational change processes.
Revised and updated second edition of a text first published in 1992. Includes recent empirical research and a new section on management in practice. Addresses issues relating to the design and structure of governmental bodies, the utility and impact of alternative management techniques and public sector ethics and accountability. Includes references and an index. The authors have senior positions at the Centre for Australian Public Sector Management and have published extensively in their field.
Through ten research projects, this book explores the topic of educational learning and development in order to examine issues that are impacting, either positively or negatively, on current research in this area. The authors explore the capacity building potential of the projects and what factors impacted on or assisted their development.
I would urge anyone with an interest in managing organisations, whether they be students or practising managers, to buy this book" - Bernard Burnes, Professor of Organisational Change, Manchester Business School, University of Manchester "Change is truly the one constant in business. As such, the ability to manage change and its drivers of innovation and creativity is essential. Thankfully, Andriopoulos and Dawson offer an exceptional treatise on this domain, insightful and engaging. I encourage management students at all levels to explore this work" - Marianne W. Lewis, Director of Kolodzik Business Scholars, University of Cincinnati Managing Change, Creativity and Innovation brings together comprehensive aspects of change management and creativity management, providing management and HR students with an accessible and wide-ranging resource for study, debate and inspiration. Balancing theory with practice, this book looks at the human side of managing change and creativity, treating them as interdependent aspects of management and organizations. Topics include: - Historical overview of business practice and theory - Understanding creativity and change - Managing individuals, teams and nurturing creativity - The creative economy and future of organizations Features include: - Coverage of all the important recent research in the field - Real-life topical case studies taken from the Financial Times - Interactive resources at the end of each chapter, including questions, exercises, topics for debate, recommended reading and web resources
This bestselling text continues to provide a fresh approach to organisational change by linking it to the key drivers of creativity and innovation, but now contains improved coverage of approaches to change. It explores change as a human and social process, looking at the vital role leadership, entrepreneurship and creativity play in change management, rather than viewing it as a series of systems and mechanisms. In doing so, it provides all the theoretical and practical understanding you will need as both a student of change and a future manager. The second edition comes with access to a range of learning and revision aids online and is packed with cases and examples from around the globe. Visit the companion website today at www.uk.sagepub.com/dawson. Lecturers/instructors - request a free digital inspection copy here
Collective knowledge and the associated concepts of collectively learning, remembering and inventing are increasingly important in today’s economy and society. Completing knowledge work alone is more and more difficult for individuals. Based on novel data sets which identify founders as inventors on patents and survey data collected from senior management, the author investigates questions about knowledge processing. What determines whether dispersed specialist knowledge can be located and used to complete tasks or to create new knowledge? How are social interactions organized and to what extent do individuals such as founders influence the course of action taken by the system as a whole?
This is a study of Hawtrey's role in the development of economics. It presents a statement of his theories and an account of his dealings with two of his most prominent contemporaries: John Maynard Keynes and Dennis Robertson.
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