The People who make organizations go - or stop
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| 001 | MAP20071502626 | ||
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| 040 | $aMAP$bspa | ||
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| 100 | 1 | $0MAPA20080010225$aCross, Rob | |
| 245 | 1 | 4 | $aThe People who make organizations go - or stop$cby Rob Cross and Laurence Prusak |
| 520 | 8 | $aThe real work in most companies is done informally, through personal contacts. How can executives manage such amorphous networks? Start by focusing on those employees who play four critical linking roles: the central connector, the boundary spanners, the information brokers and the peripheral specialists | |
| 650 | 0 | 1 | $0MAPA20080569815$aOrganizaciones |
| 650 | 1 | 1 | $0MAPA20080565206$aCorporaciones |
| 650 | 0 | 1 | $0MAPA20080610739$aEstructura organizativa |
| 650 | 1 | $0MAPA20080605742$aDirectivos de empresas | |
| 650 | 0 | 1 | $0MAPA20080614805$aOrganización del trabajo |
| 650 | 1 | 1 | $0MAPA20080566968$aProductividad |
| 700 | 1 | $0MAPA20080175795$aPrusak, Laurence | |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$gJune 2002 ; p. 105-112 |