When paranoia makes sense
Contenido multimedia no disponible por derechos de autor o por acceso restringido. Contacte con la institución para más información.
| Tag | 1 | 2 | Valor |
|---|---|---|---|
| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071502673 | ||
| 003 | MAP | ||
| 005 | 20080418123431.0 | ||
| 007 | hzruuu---uuuu | ||
| 008 | 020930e20020701usa|||| | |00010|eng d | ||
| 040 | $aMAP$bspa | ||
| 084 | $a922.111.1 | ||
| 100 | 1 | $0MAPA20080247201$aKramer, Roderick M | |
| 245 | 1 | 0 | $aWhen paranoia makes sense$cby Roderick M. Kramer |
| 520 | 8 | $aIn the following pages It'll not only describe situation in which that advice makes sense but also show how paranoia, when properly deployed, can serve as a powerful morale booster, even a competitive weapon, to organizations. Let's begin, thought, by definging more precisely what I mean by "prudent paranoia" | |
| 650 | 0 | 1 | $0MAPA20080569815$aOrganizaciones |
| 650 | 1 | 1 | $0MAPA20080595357$aComunicación interna |
| 650 | 1 | 1 | $0MAPA20080628536$aPsicología de las organizaciones |
| 650 | 1 | 1 | $0MAPA20080555313$aMotivación |
| 650 | 1 | 1 | $0MAPA20080564445$aTrabajadores |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$g July 2002 ; p. 62-69 |