mcchrystal stanley collins tantum fussell (30 Ergebnisse)

Zustand: good. Gently used with minimal wear on the corners and cover. A few pages may contain light highlighting or writing, but the text remains fully legible. Dust jacket may be missing, and supplemental materials like CDs or codes may not be included. May be ex-library with library markings. Ships promptly!

Zustand: very_good. Pages are clean with no markings. May show minor signs of wear or cosmetic defects marks, cuts, bends, or scuffs on the cover, spine, pages, or dust jacket. May have remainder marks on edges.

Zustand: Very Good. Very Good condition. Like New dust jacket. A copy that may have a few cosmetic defects. May also contain light spine creasing or a few markings such as an owner's name, short gifter's inscription or light stamp.

Zustand: As New. Like New condition. Like New dust jacket. A near perfect copy that may have very minor cosmetic defects.

Zustand: Good. Good condition. Good dust jacket. A copy that has been read but remains intact. May contain markings such as bookplates, stamps, limited notes and highlighting, or a few light stains.

Hardcover. Zustand: Fair. Illustrated. With dust jacket. The item might be beaten up but readable. May contain markings or highlighting, as well as stains, bent corners, or any other major defect, but the text is not obscured in any way.

Zustand: acceptable. This copy has clearly been enjoyedâ"expect noticeable shelf wear and some minor creases to the cover. Binding is strong, and all pages are legible. May contain previous library markings or stamps.

Zustand: Good. 1st Edition. Former library book; may include library markings. Used book that is in clean, average condition without any missing pages.

Zustand: Very Good. 1st Edition. Former library book; may include library markings. Used book that is in excellent condition. May show signs of wear or have minor defects.

Zustand: Good. 1st Edition. Used book that is in clean, average condition without any missing pages.

Zustand: Good. 1st Edition. Former library book; may include library markings. Used book that is in clean, average condition without any missing pages.

Zustand: Very Good. 1st Edition. Used book that is in excellent condition. May show signs of wear or have minor defects.

Zustand: Very Good. 1st Edition. Former library book; may include library markings. Used book that is in excellent condition. May show signs of wear or have minor defects.

Zustand: Very Good. 1st Edition. Used book that is in excellent condition. May show signs of wear or have minor defects.

Zustand: Good. 1st Edition. Used book that is in clean, average condition without any missing pages.

Hardcover. Zustand: Good. Illustrated. With dust jacket. It's a preowned item in good condition and includes all the pages. It may have some general signs of wear and tear, such as markings, highlighting, slight damage to the cover, minimal wear to the binding, etc., but they will not affect the overall reading experience.

Hardcover. Zustand: Good. Zustand des Schutzumschlags: Includes dust jacket. Minor wear/tear on dust jacket edges. Pages are clean.

Zustand: Good. Used book that is in clean, average condition without any missing pages.

Hardcover. Zustand: Brand New. 304 pages. 9.00x6.00x6.00 inches. In Stock.

AUDIO CD. Zustand: Good. 10 AUDIO CD PERFORMANCE withdrawn from the library collection. WE WILL POLISH the Audio CDs for a smooth listening experience. You will receive a RELIABLE set. Enjoy this presentable Audio CD edition for your home and library.

Paperback. Zustand: Brand New. 304 pages. 8.43x5.85x0.73 inches. In Stock.

Zustand: New. pp. 304.

Hardcover. Zustand: Brand New. 304 pages. 9.00x6.00x6.00 inches. In Stock.

Hardcover. Zustand: Brand New. 304 pages. 9.00x6.00x6.00 inches. In Stock.

Hardcover. Zustand: Brand New. 304 pages. 9.00x6.00x6.00 inches. In Stock.

Zustand: Neu. Taschenbuch.

Zustand: New. Stanley McChrystal retired from the U.S. Army as a four-star general after more than thirty-four years of service. His last assignment was as the commander of all American and coalition forces in Afghanistan. His memoir, My Share of the Task, .

Hardcover. Zustand: Very good. Zustand des Schutzumschlags: Very good. Later printing. ix, [5], 290 pages. Footnotes. Illustrations/Boxes. Notes. Index. Signed on the half-title page by Stanley McChrystal. Foreword by Walter Isaacson. Derived from a Kirkus review: Former leader of the Joint Special Operations Task Force in Iraq lends his insight to the management breakdown of that effort, which ushered in huge changes from the top down. Replaced in 2010 as head of U.S. forces in Afghanistan for his outspokenness, now retired and teaching leadership at Yale, McChrystal, along with three co-writers, fashions an engaging narrative on how the traditional centralized management style of the American forces no longer worked against the fluid, agile enemy of jihadi terrorist networks. His work is essentially a chronicle of his ability to lead a sea change in military management style between 2003, when he joined the Task Force, and the triumphant assassination of Abu Musab al-Zarqawi in 2006. McChrystal and his cohorts had to take stock of some leadership models in historyâ"e.g., British Adm. Nelson engineered a stunning victory over a superior Franco-Spanish fleet at the Battle of Trafalgar by creating chaos and uncertainty in the enemy command. The authors also examine the ideas of Frederick Winslow Taylor, who introduced the art of "scientific management," by which factory conditions moved like clockwork, where there was "the one best way" for production and all causes and effects were predictable. Creating teams and lateral trust altered an entire military culture. The authors offer useful examples and takeaway advice. What if you could combine the agility, adaptability, and cohesion of a small team with the power and resources of a giant organization? THE OLD RULES NO LONGER APPLY . . . When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training, but none of that seemed to matter. TEACHING A LEVIATHAN TO IMPROVISE.It's no secret that in any field, small teams have many advantages, they can respond quickly, communicate freely, and make decisions without layers of bureaucracy. But organizations taking on really big challenges can't fit in a garage. They need management practices that can scale to thousands of people. General McChrystal led a hierarchical, highly disciplined machine of thousands of men and women. But to defeat Al Qaeda in Iraq, his Task Force would have to acquire the enemy's speed and flexibility. Was there a way to combine the power of the world's mightiest military with the agility of the world's most fearsome terrorist network? If so, could the same principles apply in civilian organizations? A NEW APPROACH FOR A NEW WORLD.McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force, in the midst of a grueling war, into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and found ways to extend them to thousands of people on three continents, using technology to establish a oneness that would have been impossible even a decade earlier. The Task Force became a team of teams , faster, flatter, more flexible, and beat back Al Qaeda. BEYOND THE BATTLEFIELD.In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to countless businesses, nonprofits, and other organizations. The world is changing faster than ever, and the smartest response for those in charge is to give small groups the freedom to experiment while driving everyone to share what they learn across the entire organization. As the authors argue through compelling examp.

Paperback. Zustand: Brand New. German language. 9.37x6.30x0.79 inches. In Stock.

Hardcover. Zustand: Very good. Zustand des Schutzumschlags: Very good. Second printing [stated]. ix, [5], 290 pages. Footnotes. Illustrations. Notes. Index. Signed on the half-title page by Stanley McChrystal. Derived from a Kirkus review: Former leader of the Joint Special Operations Task Force in Iraq lends his insight to the management breakdown of that effort, which ushered in huge changes from the top down. Replaced in 2010 as head of U.S. forces in Afghanistan for his outspokenness, now retired and teaching leadership at Yale, McChrystal, along with three co-writers, fashions an engaging narrative on how the traditional centralized management style of the American forces no longer worked against the fluid, agile enemy of jihadi terrorist networks. His work is essentially a chronicle of his ability to lead a sea change in military management style between 2003, when he joined the Task Force, and the triumphant assassination of Abu Musab al-Zarqawi in 2006. McChrystal and his cohorts had to take stock of some leadership models in historyâ"e.g., British Adm. Nelson engineered a stunning victory over a superior Franco-Spanish fleet at the Battle of Trafalgar by creating chaos and uncertainty in the enemy command. The authors also examine the ideas of Frederick Winslow Taylor, who introduced the art of "scientific management," by which factory conditions moved like clockwork, where there was "the one best way" for production and all causes and effects were predictable. Creating teams and lateral trust altered an entire military culture. The authors offer useful examples and takeaway advice. What if you could combine the agility, adaptability, and cohesion of a small team with the power and resources of a giant organization? THE OLD RULES NO LONGER APPLY . . . When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training, but none of that seemed to matter. TEACHING A LEVIATHAN TO IMPROVISE.It's no secret that in any field, small teams have many advantages, they can respond quickly, communicate freely, and make decisions without layers of bureaucracy. But organizations taking on really big challenges can't fit in a garage. They need management practices that can scale to thousands of people. General McChrystal led a hierarchical, highly disciplined machine of thousands of men and women. But to defeat Al Qaeda in Iraq, his Task Force would have to acquire the enemy's speed and flexibility. Was there a way to combine the power of the world's mightiest military with the agility of the world's most fearsome terrorist network? If so, could the same principles apply in civilian organizations? A NEW APPROACH FOR A NEW WORLD.McChrystal and his colleagues discarded a century of conventional wisdom and remade the Task Force, in the midst of a grueling war, into something new: a network that combined extremely transparent communication with decentralized decision-making authority. The walls between silos were torn down. Leaders looked at the best practices of the smallest units and found ways to extend them to thousands of people on three continents, using technology to establish a oneness that would have been impossible even a decade earlier. The Task Force became a team of teams , faster, flatter, more flexible, and beat back Al Qaeda. BEYOND THE BATTLEFIELD.In this powerful book, McChrystal and his colleagues show how the challenges they faced in Iraq can be relevant to countless businesses, nonprofits, and other organizations. The world is changing faster than ever, and the smartest response for those in charge is to give small groups the freedom to experiment while driving everyone to share what they learn across the entire organization. As the authors argue through compelling examples, the team of teams strategy has.