1 Einleitung.- 1.1 Teil I - Ausrichtung der Umweltkostenrechnung.- 1.2 Teil II - Realisierung und Nutzung des Reststoff-Controlling.- 1 - Ausrichtung der Umweltkostenrechnung.- 2 Anforderungen an die kostenrechnerische Unterstutzung des Umweltmanagements.- 2.1 Anforderungen an die Kostenrechnung.- 2.1.1 Einordnung in das System Betrieb.- 2.1.2 Einordnung in die betriebliche Datenverarbeitung.- 2.1.3 Modellbildung, Kostentheorie und Kostenrechnung.- 2.1.4 Funktionale Anforderungen.- 2.1.4.1 Effektivitat durch relevante Kosteninformation.- 2.1.4.2 Effektivitat durch Empfangerorientierung.- 2.1.5 Strukturelle Anforderungen.- 2.1.6 Zusammenfassung der Anforderungen.- 2.2 Aufgaben des Umweltmanagements.- 2.2.1 Umweltschutz und Kuppelproduktion.- 2.2.1.1 Kuppelproduktion und die industrielle Gutererzeugung.- 2.2.1.2 Begriffliche Strukturierung von Inputs und Outputs.- 2.2.1.3 Begriflliche Strukturierung der Handhabung von Reststoffen.- 2.2.2 Umweltschutz und die betriebliche Leistungserstellung.- 2.2.2.1 Funktionen der Umwelt fur die betriebliche Leistungserstellung.- 2.2.2.2 Umwelt als Produktionsfaktor.- 2.2.2.3 Prazisierung des Begriffes Umweltschutz.- 2.2.3 Umweltschutz und das Zielsystem.- 2.2.3.1 Das Zielsystem der Untemehmung.- 2.2.3.2 Typische Formalziele.- 2.2.3.3 Umweltziele sowie Sach- und Formalziele.- 2.2.3.4 Einordnung des Umweltschutzes in das Zielsystem.- 2.2.4 Aufgaben des Umweltmanagements.- 2.2.4.1 Aufgaben und Ausrichtung.- 2.2.4.2 Zentrale Ansatzpunkte.- 2.2.4.3 Einrichtung eines Umweltmanagementsystems.- 2.3 Anforderungen an Umweltinformationssysteme.- 2.3.1 Systematisierung von Umweltinformationssystemen.- 2.3.1.1 Gliederung nach Teilsystemen.- 2.3.1.2 Relevante Elemente der Teilsysteme.- 2.3.2 Funktionale Anforderungen.- 2.3.3 Strukturelle Anforderungen.- 2.3.3.1 Funktionsubergreifend einheitliche Begriffssystematik und Datenbasis.- 2.3.3.2 UEbersetzung von physischen Daten in monetare Daten.- 2.3.3.3 Durchgangige Stoffstromtransparenz.- 2.3.4 Zusammenfassung der Anforderungen.- 2.4 Anforderungen an die kostenrechnerische Unterstutzung des Umweltmanagements.- 2.4.1 Funktionale Anforderungen.- 2.4.1.1 Interne Anforderungen.- 2.4.1.2 Extemer Informationsbedarf.- 2.4.2 Strukturelle Anforderungen.- 2.4.3 Zusammenfassung der Anforderungen.- 3 Definition des Kostenblocks 'Umwelt'.- 3.1 Bedeutung der Kostendefinition.- 3.2 Umweltschutzkosten auf der Basis intemalisierter Kosten.- 3.2.1 Definition der Umweltschutzkosten.- 3.2.2 Enthaltene Kostengruppen.- 3.2.3 Bewertung der Umweltschutzkosten.- 3.2.3.1 Motivation von Management und Mitarbeitem.- 3.2.3.2 Eindeutigkeit und Praktikabilitit.- 3.2.3.3 Vollstandigkeit und Relevanz.- 3.2.3.4 Zusammenfassung der Bewertung.- 3.3 Umweltschutzkosten auf der Basis extemalisierter Kosten.- 3.3.1 Gliederung und Hoehe extemalisierter Umweltschutzkosten.- 3.3.2 Bewertung unter dem Formalziel Gewinn.- 3.3.3 Bewertung unter dem Formalziel Umweltschutz.- 3.3.4 Einbeziehung extemalisierter Kosten durch Lenkungspreise.- 3.4 Reststofikosten als Kostenblock 'Umwelt'.- 3.4.1 Ableitung des konzeptionellen Ansatzes.- 3.4.2 Definition der Reststofikosten.- 3.4.2.1 Enthaltene Kostengruppen.- 3.4.2.2 Variabilitat.- 3.4.3 Bewertung der Reststofikosten.- 3.4.3.1 Vollstandigkeit und Relevanz.- 3.4.3.2 Eindeutigkeit und Praktikabilitat.- 3.4.3.3 Motivation von Management und Mitarbeitern.- 3.4.3.4 Zusammenfassung der Bewertung.- 3.5 Abgrenzung zu verwandten Kostenbloecken.- 3.5.1 Kosten von Kuppelprodukten.- 3.5.2 Fehlleistungsaufwand und Qualitatskosten.- 2 - Realisierung und Nutzung des Reststoff-Controlling.- 4 Realislerung und Nutzung des Reststoff-Controlling.- 4.1 Anwendungsgebiete.- 4.2 Grundsatzliche Festlegungen.- 4.3 Reststoff-Mengenrecbnung.- 4.3.1 Datenmodell der Mengenrecbnung.- 4.3.1.1 Mengenstelle.- 4.3.1.2 Material.- 4.3.1.3 Bewegung.- 4.3.1.4 Stoffstrom.- 4.3.1.5 Beschrankung aufrelevante Mengenstellen und Bewegungen.- 4.3.1.6 Konsequenzen fur Stuckliste und R

Reengineering is out! The hottest topic in business today is learning--with learning organization leader Peter Senge, author of The Fifth Discipline, leading the way. This revolutionary approach to the mind-body connection in business combines the classic wisdom of the martial art aikido, the no-holds-barred exploration of Outward Bound, and the management of personal and collective energy in the workplace--with remarkable results at every level.

Innovations of Knowledge Management highlights the broad range of topics that fall under the term "knowledge management," thus emphasizing the large role knowledge management plays in organizations. As a compilation of some of the most recent work in the field, the included chapters truly present innovations in how organizations can and should manage their knowledge.

This book focuses on human behavioural processes and describes them from an interdisciplinary perspective. It introduces readers to the main theories and approaches in the field of organisational development and change (ODC), and discusses their relevance and purpose with a clear focus on improving how readers perceive and handle change. The book is tailor-made for business students without any background in the humanities, helping them to conceptualise organisational development and change, and to practically organise interventions to increase organisational effectiveness. The book's goal is to help future managers and consultants recognise and handle the 'full situation', which includes purposes, people and relationships. Furthermore, it elaborates on those theories and instruments that can deliver real benefits to real people working in real fuzzy and complex circumstances, and includes several practical cases focusing on the role of the interventionist.

In his classic book, The Five Dysfunctions of a Team, Patrick Lencioni laid out a groundbreaking approach for tackling the perilous group behaviors that destroy teamwork. Here he turns his focus to the individual, revealing the three indispensable virtues of an ideal team player. In The Ideal Team Player, Lencioni tells the story of Jeff Shanley, a leader desperate to save his uncle ' company by restoring its cultural commitment to teamwork. Jeff must crack the code on the virtues that real team players possess, and then build a culture of hiring and development around those virtues. Beyond the fable, Lencioni presents a practical framework and actionable tools for identifying, hiring, and developing ideal team players. Whether you re a leader trying to create a culture around teamwork, a staffing professional looking to hire real team players, or a team player wanting to improve yourself, this book will prove to be as useful as it is compelling.

Exiting OZ is an eye-opening book about leadership as it must become for organizations to survive in today's rapidly changing world. It is a must read for leaders interested in building a sustainable organization and populating it with dedicated, high performance people, and for high performance people interested in avoiding the perils and pitfalls of OZ organizations.OZ is a metaphor for Organizational Zeal, the notion that the organization is more important than the people that keep it alive. OZ organizations are full of ineffective leaders and each is exposed in this book through clever comparisons to the characters from L. Frank Baum's book The Wonderful Wizard of Oz.Exiting OZ takes you on a fascinating journey through the world of typical organizations and explains in colorful analogies why business-as-usual is a formula for failure as the newer generations move into the workforce majority and reject standard management practices.Giving organizations a ten to twelve year window to get it right, the authors explain, and back their assertions with plenty of data, why organizations of every kind, from corporations to governments, to academic, religious and other institutions must adopt new leadership strategies if they are to survive and thrive.

Many job shops and small manufacturers are faced with decreasing profits due to increased costs, increased demands for price reductions and higher quality by customers. Lean Manufacturing, often thought as only for the "big companies" is a viable alternative for job shops and small manufacturers. "Finding Profit" is the story of a job shop going Lean and increasing quality, productivity and profit.

This proceedings volume presents current research and innovative solutions into capital markets, particularly in Poland. Featuring contributions presented at the 10th Capital Market Effective Investments (CMEI 2018) conference held in Miedzyzdroje, Poland, this book explores the future of capital markets in Poland as well as comparing it with the capital markets of other developed regions around the world. Divided into four parts, the enclosed papers provide a background into the theoretical foundations of capital market investments, explores different approaches-both classical and contemporary-to investment decision making, analyzes the behaviors of investors using experimental economics and behavioral finance, and explores practical issues related to financial market investments, including real case studies. In addition, each part of the book begins with an introductory chapter written by thematic editors that provides an outline of the subject area and a summary of the papers presented.

First-line sales managers (FLMs) play a key role in helping a sales organization drive profitable revenue growth in an ever-changing business environment. But although directly responsible for managing and driving sales force performance, FLMs often don t get enough time, attention, and resources from sales leaders. Building a Winning Sales Management Team shows just how important FLMs are to sales organizations and what happens when companies underinvest in these key players.

Authors of four previous books on sales management, Zoltners, Sinha and Lorimer show in Building a Winning Sales Management Team just how companies can nurture successful FLMs and improve sales force productivity. The book has dozens of real-life examples of how investing in first-line management paid off in a big way. In developing the book, the authors collaborated with leaders from some of the world s top companies. The authors also draw on their cumulative experience as sales and marketing consultants, faculty members at Northwestern University s Kellogg School of Management, and business speakers and writers to produce fresh, completely original insights on sales force effectiveness.

Building a Winning Sales Management Team shows in detail exactly how companies can improve FLM performance. The authors reveal eight key drivers for defining, creating and enabling a successful first-line sales management team, and show how FLMs are critical facilitators of change. The book also includes a self-assessment tool to help organizations determine the right priorities to start improving sales management team performance.

Electronic business plays a central goal in the economy, facilitating the exchange of information, goods, services and payments. E-Business Managerial Aspects, Solutions and Case Studies explores the relevance and impact of enterprise competitiveness, its role in the support of new organizational models, and its drivers and barriers to e-business development, as well as the presentation of state-of-the-art enabling technologies. This book book provides researchers, scholars, and professionals with some of the most advanced research developments, solutions and discussions in the e-business discipline.

The cost to business of unresolved conflicts is high; tribunals, loss of productivity, resignations and damaged reputations are serious consequences for all concerned. With increased organizational change in the form of changes in leadership, restructuring, downsizing, matrix management, mergers, acquisitions and systems changes comes increased political activity and the potential for either increased learning and growth or tension and unproductive conflict.
Change agents, HR practitioners and managers need to be skilled at empowering others to use or resolve conflict effectively for a more productive working environment and greater employee satisfaction. Change, Conflict and Community takes readers through the essential theory and hands-on practice of working with change and conflict by considering:
* How we can increase our understanding of the tensions that often exist when change is ever present in the organization
* How to work more effectively with the dynamic relationship between change and conflict
* How the idea of "community" can help us to work with the energy of change and human interaction
Barbara Kenton is a freelance consultant and Director of WHooSH Whole Systems Health. She is an experienced consultant, mediator, facilitator, coach and trainer with over 25 years' experience as a manager and development specialist working with individuals, teams and organizations both in the UK and internationally. She has published a number of articles on the role of the internal consultant and challenges facing those in HR. She is a qualified workplace and community mediator.
Suzanne Penn is an independent consultant, facilitator and coach with 20 years'experience in the HR and Organization Development field. She has worked as an internal and an external practitioner across all sectors and industries in the UK, mainland Europe and the US. A previous Assistant Director at Roffey Park Management Institute, she brings to this book particular expertise in leadership development, group facilitation, strategic HR and organizational change and culture.
The HR Series
The HR Series is edited by Julie Beardwell, Principal Lecturer in Human Resource Management at DeMonfort University, and Linda Holbeche, Director of Research and Policy at CIPD, and is designed to plug the gap between theory and implementation. The books draw on live examples of strategic HR in practice and offer practical insights into how to transform individual and functional delivery to improve value-added. Intended for serious HR professionals who aspire to make a real difference within their organization, The HR Series provides resources to inform, empower and inspire the HR leaders of the future.
* Examines how the concept of organizations as communities can impact positively on the energy of change and human interaction
* Covers the challenging topic of dispute resolution through practical case study examples
* Includes all the essential theory and hands-on practice of working with change and conflict

This book employs a network-centric approach to the new field of multinational leadership and network sharing. Networks go beyond teams but may include teams of various types from homogeneous project teams to multinational strategy teams and every type of team between. Conventional wisdom was that nothing larger than a relatively small team could be led effectively because the number of relationships between people is about one half of the square of the size of the team. For a team in which every member depends on every other member, the number of interdependent relationships becomes overwhelming with relatively small team sizes. Fortunately, recent technical advances in network analysis and multicultural cooperation have been developed to rescue us from mind boggling bombardments of everyone trying to communicate over all others at once. Merely thinking about such a Kafkaesque situation hurts our heads. Armed with these two breakthroughs fairly large networks, both national and multinational, can be led effectively with appropriate selection and training. This book furthers our attempts to make functional networks perform their promise of becoming "superteams."