History: Fiction or Science? (Chronology, No. 1)

Book Description

Recorded history is a finely-woven magic fabric of intricate lies about events predating the sixteenth century. There is not a single piece of evidence that can be reliably and independently traced back earlier than the eleventh century. This book details events that are substantiated by hard facts and logic, and validated by new astronomical research and statistical analysis of ancient sources.

Customer Reviews:

Calculations are only as good as your numbers.......2007-08-03

Yes, we can all agree that mainstream history is nearly 100% BS due to politics, economics, ego, problems with dating techniques, and various conspiracies. Agreed. But, I've been researching the distinct possibility that human history (in terms of civilizations) are much more ancient than we've been told, so coming across this book was very interesting to me. I wondered how Fomenko could be wrong (if at all) because he is very persuasive in his presentations. Then it dawned on me. If at previous times in prehistory, due to the various catastrophies that are well documented (comets, asteroids, planetary disruptions, plasma discharge, pole reversals, etc) the Earth was in a different position in relation to the sun, different tilt on its axis, different orbit, different rotation (in terms of velocity and DIRECTION), and the continents were in different positions, then would this not cause the ancients to see the sky (constellations) differently? In other words, is Fomenko making erronious assumptions about the physics of the Earth in pre-history, which then corrupt his data with regards to dating the relevant astrology? The last event to seriously disrupt our planet occured roughly 3500 years ago, according to other good researchers, so is it possible Fomenko has been confused by this? The vastly different physics of our planet in the not so distant past may explain this confusion, which is not to say the "mainstream" version of history is correct; on the contrary. I am not an expert in these fields, but wanted to see if this idea could spark discussion.

Pants on fire?.......2007-07-19

Will people ever read before spamming? Yes, Jesuits could not rewrite world history alone, they had help. Anyway, Dr Prof Acad A.Fomenko does not point to jesuits as the driving force of world wide history manipulation in published volumes 1,2,3;, actually he barely mentions the poor devils. Check it with 'Search inside' feature, please. China is rarely mentioned either, in fact, Dr Fomenko is completely eurocentric. Right, his theory contradicts all mainstream schools of history, because in their actual state they are all built on blatantly erroneus chronology. You don't need a mysterious cabal (conspiracy) to falsify history, the falsification is its modus operandi. It is inherent to history(ians) to falsify (distort) events, as it is inherent to humans to boast as it is inherent to power (authority) to legimize itself by referrring to glorious past made to its own order. Dr Prof Fomenko and team have identified scores of instances of such manipulation in Russian, European, etc.. history, and delivered valid statistical proof thereof. His own 'reconstruction' is completely another story. Forget c14 as a valid method of dating. W.Libby has initially discovered a brilliant method of INDEPENDENT dating. Too bad, c14 method has become a joke after a forced marrige with dendrochronology with consensual chronological scale inbuilt. Radiocarbon method can't stand blind tests, but is so very productive as a rubberstamp.

Accepted History & Chronology Must Be Changed. .......2007-04-09

There is no doubt that history as most know it is a sham, & institution's version of History both University & Church is fradulent & inaccurate. Everything was established with an agenda, The real "Dark Ages" are now when we have access to incredible amounts of information past authorities & more important 'common folk' didn't have but our institutions & educators are slow to evolve because of what has ignorantly & arrogantly been taught for too long. This is on many subjects not just Chronology.

For anyone to question "Why would a Mathematician have anything credible to say of History?" The answer is from Dr. Fomenko's preface in the book: "It would be worthwhile to remind the reader that in the XVI-XVII century Chronology was considered to be a subdivision of Mathematics." These volumes could possibly be some of the most important works to date & should be read by everyone with an interest in History, especially professors & educators who have a duty to the public. I have read both books & must say that 'Chronology 1' has some very eye opening & revolutionary information. Even if these volumes are part true the implications are profound & opens the doors to further investigations & questions which must be done. I speak several different lanquages & must say the logic Dr. Fomenko uses with "inflection" of words & words being read from left to right in one region & right to left in another then written backwards, the removal of vowels & get down to basics of words, or different cities & locations having the same name etc. is correct. Vowel usage has always been optional & varied, actually complicating linquistics & study. The first thing one has to understand is that words never had a fixed spelling in history like we do now, the spelling of words was mutable & regional, as well as names & titles of people were vast, varied & changed, NOTHING WAS FIXED or understood linear. Matters of Life & Death as well as financial profiteering yesterday & today were & are made with ignorant, illogical & conspiratorial views of history & reality, it's time people get closer to the Truth & society collectively grow up.

Very Interesting.......2007-03-07

It is a good proposal and I believe it will mature into something even better in the future. I think it deserves to be read.

History as Science Fiction.......2007-01-10

Anatoly Fomenko has written a very intriguing book, full of pictures, charts, and computer 'proof' of his thesis: backwards of AD900 we don't really know what happened or when. Between AD900 and AD1600 there is more certainty, but there is still a lot of fuzzy ground, and things don't get reliable until we get past the 1600's where the printing press made it very difficult for the perpetrators of this timeline manipulation to change anything that had been committed to print. The Dark Ages did not happen. Books were burned for a reason. One organization has doubled the actual length of its existence by expanding the real chronology. Read why.

I had always wondered why Christ died about AD33 and yet men waited until the 11th century to form the Knights Templar, the Cathars, etc and go after the Holy Land by force. Why the 1000 year gap? Turns out there wasn't more than a 10-12 year gap and he proves it using astronomy. This also implies that the planet is not as old as we have been told, and current Christian and other creationist scientists are already championing that idea without being aware of Fomenko's book. The two groups, creationist scientists and the Russian mathematical analysts corroborate each other. Fascinating.

Of course, all this flies in the face of what we have been told traditionally is the 'proper' chronology of western civilization, and most readers will experience 'cognitive dissonance' in reading this book. It means that our history going backwards from AD1600 becomes progressively more incorrect and unreliable until it cannot be trusted at all... in the space of 700-800 years.

Naturally, the curious, open-minded reader will want to know WHO did this, WHY, and did any of the events we think of as really ancient ever happen?
Dr. Fomenko is a respected scientist/mathematician at Moscow State University who has already answered these questions to the satisfaction of his initially skeptical colleagues. Most of them are now believers, a few still refuse to believe (the usual diehards), and of course the western press has ignored Fomenko's work -- for obvious reasons when you read the book. The ones who perpetrated this chronology ruse have a lot to answer for. They are still with us. That's why this book is a well-kept secret.

I gave the book a 4-star rating because I was unable to check out some of his claims; those I checked were as he said. But if even 1/3 of his claims are true, this punches a big hole in what we think is our history, the meaning of western civilization, our educational process (for repeating the ruse as gospel), and the trustworthiness of the organization that perpetrated this ruse, well-intentioned or not.

This book relates to current research into a Young Earth paradigm, to John Keel's discoveries about our planet, and Fr Malachi Martin's insights (in his now out-of-print books). We are indeed sheep who are manipulated and kept ignorant -- for a reason. While knowing what these men have to say may be the "booby prize" (as in: 'what can you do with this knowledge?'), it will provide interesting reading. Didn't someone say: "...and the Truth will set you free."?? For you to judge if this book contains the truth.

Performance Improvement Interventions : Enhancing People, Processes, and Organizations through Performance Technology

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Performance Improvement Interventions : Enhancing People, Processes, and Organizations through Performance Technology
Darlene Van Tiem , James L. Moseley , and Joan C. Dessinger
Manufacturer: Pfeiffer
ProductGroup: Book
Binding: Paperback

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ASIN: 1890289124

Book Description

Interventions create solutions that alleviate or solve workplace problems. They cause change, small or large, due to improved performance and, thus, have an impact on individuals, groups, or organizations. The number of possible interventions is almost infinite, because any number of organizational, environmental, and people factors affect performance. Interventions facilitate change by interrupting poor behaviors, preventing errors, reducing conflict, or providing vision for the future.

Performance Improvement Interventions: Enhancing People, Processes, and Organizations through Performance Technology is a compendium of interventions based on the International Society for Performance Improvement's (ISPI) Human Performance Technology (HPT) model. After analyzing the workplace performance problem and its cause, HPT practitioners should possess sufficient data to select and design solutions, known as interventions. The HPT model is explained in detail in the ISPI companion book, Fundamentals of Performance Technology: A Guide to Improving People, Process, and Performance (2000).

Performance Improvement Interventions: Enhancing People, Processes, and Organizations through Performance Technology is designed as a desk reference of performance improvement opportunities for almost any need and occasion. The book identifies and explains common interventions by providing the definition and scope of each intervention as well as implementation guidelines. In addition, a job aid is provided for every intervention. Each section or cluster of interventions contains a case study to help the reader visualize implementation and its impact on the workplace.

The book also contains an intervention selection tool. Due to the enormity of intervention options, this tool helps HPT practitioners select the right intervention at the right time. The selection process outlines individual and group phases, and instructs practitioners that successful implementation requires consensus among all affected parties.

Book Description

Praise for the First Edition of Virtual Teams

"If you want to see where organizational communications are going in the future, heed what these pioneers have written today." -Howard Rheingold, author, The Virtual Community, and founder, Electric Mind

"Lipnack and Stamps have written an important book for the twenty-first-century corporation." -Regis McKenna, The McKenna Group, author, Relationship Marketing

"This book provides a long overdue perspective on how to apply the discipline of real teams in the fast-moving, increasingly dispersed information age of the future." -Jon R. Katzenbach, author, The Wisdom of Teams

"For those who want to lead the movement, catch up with it, or simply know where it is going, this book is packed with useful information and interesting stories." -Dee W. Hock, founder and chairman emeritus, VISA

"Virtual Teams provides valuable insights into global teamwork and management through network technologies now available to all companies, large or small." -Jim Lynch, director, corporate quality, Sun Microsystems, Inc.

Customer Reviews:

Useful, but some fluff.......2003-09-28

I purchased this book because I was intrigued. In much of the work I do I am a member of "virtual" teams. That is, I often am some distance apart from the people I am working with.

I found the book to be a slow read, with nuggets of information separated by deserts of fluff. The first half of the book is filled with vague ramblings about how the information age has changed the way that teams work and with case studies that illustrate how the forming of virtual teams has helped various companies solve difficult problems.

In the second half, the book begins to pick up. In a chapter entitled "Teaming with People" the authors discuss team dynamics, including essential roles with a team, how teams form and which aspects of team dynamics are especially subject to the stresses of distance communication.

The authors suggest that the beginning and closing phases of most projects are the most stressful on team members and that extra effort be exerted at the beginning phase of the project to bring the core project team members together, even if they are geographically separated. This, say the authors, will help build interpersonal relationships that can hold the team together in times of stress.

There are several optimum team sizes. 3 to 5 is the size of a core team, 5 to 25 the size of a "team family" and 25 to 200 the size of a "team camp". In the authors' opinion, any team larger than 5 people will naturally divide into sub-teams.

The authors also point out the value of rewarding teams. Making teams compete, or making them completely independent of one another has little value for the company. Cooperative goals can encourage and motivate all of the teams, while competition can demoralize them.

Finally, the authors talk about starting up teams and provide a checklist of some elements such as a customer and a management sponsor which are essential to any team's success.

Overall, I found the book to have some good information on forming and maintaining teams, and what to do when those teams are not located in the same physical location. There is some fluff, I feel, and the book could easily be half its current length without sacrificing much.

Aphoristic.......2001-10-01

I spent many hours with Lipnack & Stamps' Virtual Teams. Lipnack and Stamps are team consultants, and this book is one of their business cards. It's strong on axioms, moderate on bibliographic references, filled with trenchant observations derived from their consulting experiences, and written in a hurried style that reads like a draft or a condensed version of a larger book, despite its 300 pages. The authors provide dozens of taxonomies, some of which are useful and thought provoking, but most not deriving from research data. I obtained one item referenced in the bibliography, a middling-quality correlational study, but noticed the authors were quite creative in their interpretation of its results. Once you get past the aphoristic writing style ("Connected, linked, matrixed. We are the future now. . . Before we know it, 10-year-olds will be running the world. Perhaps they already are. . . The new virtual organizations are at once very old and very new, very small and very large . . . ") you'll find yourself reading many interesting nuggets of information combined with useful advice on how to build and manage a virtual team. I appreciated the fact that Lipnack and Stamps avoided treating the virtual team as a panacea or as a solution to team problems. Their cool approach to the formidable problems faced by distributed groups adroitly avoids the hype in which other authors engage. I also appreciated their extended discussions in the areas where virtual teams suffer the most, including trust and communication across time zones. Leadership got slight treatment, but perhaps for good reason-the DNA of effective leadership in general has yet to be cracked, and is a largely unexplored phenomenon in virtual teams.

Highly Recommended!.......2001-07-11

Globalization can create as many problems as opportunities. One big problem is figuring out how to unite people worldwide to work on projects for your company. In an age that lacked a worldwide communications net, the answer would probably be quite depressing. However, as authors Jessica Lipnack and Jeffrey Stamps make clear, the modern Internet makes it quite possible for workers all over the world to collaborate. The physical location of your firm’s various experts is no longer a barrier to effective team building, be they in Dublin, Bangalore, Las Vegas or Bangkok. In fact, the authors claim that companies that fail to create effective teams across cyberspace will be left in history’s dustbin. This might be overstating the case, but we [...] recommend this book for its candor about exactly how challenging it is to create virtual teams. Still interested? If so, this book serves as an excellent primer of both theory and practice.

"Teamwork" Re-defined for New Realities.......2001-04-06

The authors are convinced that, eventually, "virtual teams will become the natural way to work, nothing special. Virtual teams and networks -- effective, value-based, swiftly reconfiguring, cost-sensitive, and decentralized -- will profoundly reshape our shared world. As members of many virtual groups, we will contribute to these ephemeral webs of relationships that together weave our future." That day is already here for many people and I agree that virtual working relationships will soon be the rule rather than the exception. The authors correctly note that technology extends capabilities "but organizing to do things together is only human. The most profound change of the new millennium is in the way we're organized." Moreover, as more people connect online, "we increase our capacity for both independence and interdependence. Competition and cooperation both thrive in our new culture." However, there are perils to avoid because whatever goes wrong with in-the-same place teams can also go wrong with virtual teams -- only worse and, worse yet, faster and at a much greater cost.

The authors organize their excellent material within 14 chapters whose individual titles indicate each chapter's perspective on virtual teams: Why, Networks, Teams, Trust, Place, Time, Purpose, people, Links, Launch, Navigate, Theory, Think, and Future. I agree that a virtual team "is a group of people who work interdependently with a shared purpose across space, time, and organization boundaries." Nonetheless, I still have some quibbles about the authors' sequence of subject matter (not with the content itself) and am still convinced that cooperation between and among members of virtual teams is even more difficult than it is between and among those within physical boundaries. Moreover, my own rather extensive experience with all manner of corporate clients suggests that the most formidable barriers are between two ears. If you have some serious human barriers in your own organization, I urge you to check out O'Dell and Grayson's immensely thoughtful and practical book, If Only We Knew What We Know.

But please keep in mind that even if O'Dell, Grayson, Lipnack, and Stamps were retained to create virtual teams for your organization, unless and until everyone else involved buys into the enterprise, the results would be abysmal. Hence the importance of several points which Lipnack and Stamps make in the final chapter, notably the absolutely essential need for trust. "A presumption of trust enables a successful strategy of collaboration [enables everyone involved] to be better innovators, competitors, and survivors....If purpose is the glue, trust is the grease." I agree.

Of course, no single volume such as this can provide all the right answers but Lipnack and Stamps raise most (if not all) of the most important questions. Their answers seem sensible and practical. Of course, decision-makers must decide what the nature, extent, and duration of a virtual relationship should be in their organization at any given time. The authors do provide an excellent source of information and insight which can help virtually (pun intended) any organization increase cooperation and collaboration across boundaries through the effective use of various technologies. Especially, in this age of accelerating globalization, most organizations need all the help they can get.

Practical Ideas for Boundary-Crossing Teams.......2000-10-15

The very nature of teams has changed in most organizations. This change is not rooted in the use of technology but rather in organizational changes that require teams that cross all kinds of boundaries: organizational, temporal, geographic, functional, cultural. Virtual Teams focuses on the fundamental issues that challenge members, leaders, and stakeholders in these boundary-crossing teams rather than simply on the technology that connects them. A major strength of the book is the wealth of stories about how key ideas have been applied in both public and private sector organizations. This book offers practical ideas you can apply to any team - whether it is co-located or spread across the world. - Lisa Kimball, Executive Producer, Group Jazz

Building Operational Excellence: IT People and Process Best Practices (IT Best Practices series)

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Good descriptions of goals, little on how to move people
Highly refined approach to attaining IT Ops capability

Building Operational Excellence: IT People and Process Best Practices (IT Best Practices series)
Bruce Allen , and Dale Kutnick
Manufacturer: Intel Press
ProductGroup: Book
Binding: Paperback

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ASIN: 0974364975

Book Description

Running an effective and efficient IT organization goes beyond just having the right technology in place. IT organizations must have effective ways to meet increased workloads, manage staff levels, and to collaborate more effectively with business units. Building Opserational Excellence provides valuable insight for organizing IT people and processes, showing you how to improve end-to-end management of critical resources.

This book guides you through techniques of analysis, assessment, and change management that help create the center of excellence. It also offers techniques for implementing meaningful metrics to drive and demonstrate the business value of IT.

Although you can find many reports and briefs on the topics of infrastructure and operations excellence, this book provides a single source of industry- approved, affordable information.

Customer Reviews:

Good descriptions of goals, little on how to move people.......2003-03-10

The basic premise of the book is that an efficient organization segments their operations into communicating, but largely distinct entities. These entities are then transformed into centers of excellence (COEs), by defining the tasks of the group, acquiring the appropriate skills by either hiring or training, and implementing the appropriate managerial style. Without question, these goals are the correct ones and will improve the efficiency of any company when implemented.
The problems are of course in the difference between stating the appropriate goals and actually implementing them. Inertia due to entrenched practices or a fear of change is a very powerful force that is difficult to overcome. The authors spend very little time on exactly how one should act to overcome these problems. Without a plan to meet and conquer these difficulties, such goals often never progress beyond the realm of the ideal.
Many different types of COEs are described at the end of the book. Each entry contains a short description of the process, a ranking from one to ten of the level that the process can be automated, a ranking from one to ten of the stability of the process, and highlights concerning staffing, automation technology, best practices, metrics, process integration and futures. These explanations are very helpful in describing the parameters to shoot for when constructing a process.
This book is good as a descriptive listing of ways to improve the efficiency of departments that use IT. Unfortunately, reality is often much more complex than simply stating a plan, and there is very little beyond the statements of the goals.

Highly refined approach to attaining IT Ops capability.......2002-06-23

The objectives of this book are to achieve an operational posture that is based on mature processes and an organizational structure that is efficient and delivers value to the business.

The authors take a pragmatic approach by making the distinction between best practices from an industry-wide perspective and selective use of best practices to ensure that only those that make sense in the pursuit of your organization are chosen. The three fundamental steps that are addressed by this approach are (1) determine your current operational posture, (2) define quality goals and (3) examine the gaps between where you are and where you want to be. The book is organized to lead you through these three steps in great detail, starting with a definition of best practices (Chapter 1) and laying the foundation by defining tasks and processes and how to move from task- to process-driven methods (Chapter 2). Gap analysis are process refinement are the topics of Chapter 4, which will provide the level of operational maturity to move to the most efficient model proposed in the book called centers of excellence (COE). The collection of COEs are comprised of groupings of core processes that are found in mature IT organizations. By grouping these processes in COEs you can achieve end-to-end service delivery as well as economy of scale. On paper it looks logical, but in practice it is not easy to achieve. In addition if COEs are not carefully structured there can be gaps of responsibility and accountability, which the authors note and provide advice about how to prevent these gaps. Chapter 5 provides a thorough discussion of metrics, while Chapter 6 ties together the concepts in the previous chapters.

The most valuable parts of this book are Chapter 7, which is a complete catalog of core processes ranging from application optimization to workload monitoring (31 processes in all) and Chapter 8, which gives eight COE catalogs. The processes in Chapter 7 are depicted with two scales ranging from 1 to 10 for automation and stability, with the following 8 characteristics: (1) tasks, (2) skills, (3) staffing, (4) automation technology, (5) best practices, (6) metrics, (7) process integration and (8) futures. The COE catalogs are slightly different and are structured as follows: (1) attributes, (2) processes, (3) skills, (4) automation, (5) best practices, (6) metrics, and (7) futures.

Book Description

This wide-ranging study presents in-depth research into the effect of new information technologies on organizational structure, assesses their progress towards transformation and describes the changes they are making to long-established business processes, roles, cultures and working practices.

People, Knowledge And Technology: What Have We Learnt So Far?, Proceedings Of The First Ikms International Conference On Knowledge Management, Singapore 13 - 15 December 2004

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People, Knowledge And Technology: What Have We Learnt So Far?, Proceedings Of The First Ikms International Conference On Knowledge Management, Singapore 13 - 15 December 2004
Bruno Trezzini , Patrick Lambe , Ikms International Conference on Knowled , and Suliman Al-Hawamdeh
Manufacturer: World Scientific Publishing Company
ProductGroup: Book
Binding: Hardcover

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ASIN: 9812561498

Book Description

This collection of papers from the First International Conference on Knowledge Management (iCKM 2004) offers insights into the state-of-the-art in KM and the challenges lying ahead. Grouped into six themes — communities and collaboration, knowledge sharing, culture as context, knowledge management strategies, knowledge creation, and knowledge discovery — authors provide thought-provoking theoretical and practical discussions, through quantitative analyses and detailed case-studies. iCKM 2004 was organized by the Information and Knowledge Management Society (iKMS), a non-profit society dedicated to the promotion of KM theory and practice.

Cybermeeting: How to Link People and Technology in Your Organization

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Virtual Meeting made Real
Great reading on meetings and technology for them!

Cybermeeting: How to Link People and Technology in Your Organization
James L. Creighton , and James W. R. Adams
Manufacturer: AMACOM/American Management Association
ProductGroup: Book
Binding: Hardcover

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ASIN: 0814403522

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As much as they are joked about, griped over, and sometimes dreaded, business meetings are essential. And while technology has by no means eliminated the need for meetings it has given participants many ways to ease the process--with more innovations coming. Creighton and Adams guide their readers through the present and future benefits and challenges of electronic, or electronically aided, meetings. They also examine what's required to make corporate cybermeetings work. The authors examine possibilities such as gathering people from different time zones and with varied schedules to meet simultaneously or establishing electronically enhanced meeting centers, where teammates will physically gather and use new technology designed to make the meeting process more efficient. Creighton and Adams avoid talking about specific hardware and software since anything on the market at publication time will soon be out of date. Instead they focus on the issues and the choices managers will have to make: how to select the best technological approach for a particular corporate culture, what technologies are most likely to enhance true cooperation and collaboration, how innovative technology can best be introduced into large organizations, and more. While nobody expects business meetings to be exciting, Creighton and Adams prove the future of business meetings will be far from dull.

Book Description

Computers are radically changing the way we meet, the way we collaborate, they way we communicate with each other. This breakthrough book takes a look at how cutting-edge computer technologies are transforming our concept of what "meeting" is.

In addition, CyberMeeting helps businesspeople avoid the millions of dollars that can be wasted when new "collaborative technology" is introduced without careful consideration of the culture of a company. It's a guide to which technologies are available, which will soon be available, and all the people, corporate culture, and communication issues to consider. The book reveals technologies such as:

** software that schedules the meetings (for 2 people...or 20)
** personal computers with video cameras (for holding meetings with anyone, right from the desktop)
** groupware that simplifies simultaneous work on a project ** meeting centers with full electronic support, including "working walls" that record information from many sources: literal writing on the wall, electronic slates, remote computers, even voice command
** techniques for broadcasting live reports to stakeholders on a meeting's progress and decisions made
** facilities that encourage and take full advantage of those informal meetings (where the best ideas often happen).

For managers, meeting planners, or information technologists CyberMeeting shows how to plan for the near future and manage the transition to cyber collaboration.

Customer Reviews:

Virtual Meeting made Real.......2002-10-12

This book pre-dates web conferencing (sharing data over a browser with a teleconference) but their principles and insights are first rate, terse and straight to the point. The lesson of planning different strategies for different types of meetings is very helpful and practical. They give tips and strategies for specific types of virtual encounters from brainstorming sessions, to working team meetings, remote presentations and formal board meetings. They also offer a key insight that the use of video conferencing is not a technical solution that reduces travel cost but strategic managment issue that goes to core of communications within an organization.

As web conferencing and Video over IP become realities, this book establishes the principles for holding any type of virtual meeting. )

This book is a must read for anyone looking to use cybermeetings to improve access to justice and to resolve eCommerce disputes amicably. Anyone in the burgeoning field of web conferencing should learn the constructive lessons of video conferencing from this book.

Jim Keane - JKeane.Com - ABA-LPM eLawyering Task Force

Great reading on meetings and technology for them!.......1997-12-26

Helps you look at your meetings and real time collaboration processes, and see how/if technology can support them. For once it doesn't look at it from a technology standpoint. The authors lets you consider what you want with your meetings. Then they take a look at how tech can support this.

Matrix organization: Managing information technologies; (Organizations, people, society)

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Matrix organization: Managing information technologies; (Organizations, people, society)
Donald Ralph Kingdon
Manufacturer: Tavistock Publications
ProductGroup: Book
Binding: Unknown Binding

The Information Imperative: Managing the Impact of Information Technology on Businesses and People

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The Information Imperative: Managing the Impact of Information Technology on Businesses and People
Cyrus F. Gibson , and Barbara Bund Jackson
Manufacturer: Lexington Books
ProductGroup: Book
Binding: Hardcover

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Systems for Sustainability: People, Organizations, and Environments

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Systems for Sustainability: People, Organizations, and Environments

Manufacturer: Springer
ProductGroup: Book
Binding: Hardcover

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ASIN: 030645615X

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