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Page 0: Home Pages | Page 0: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Instructions | Page 0: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Program | Page 0: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Foreword | Page 1 to 31: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 1. Evolution of organizational models | Page 32 to 62: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 2. Positioning of management control and strategy support | Page 63 to 95: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 3. Management control and information systems | Page 96 to 111: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Part 1: Case summary | Page 112 to 133: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 4. Strategic diagnostics | Page 134 to 157: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 5. Strategic choices | Page 158 to 187: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 6. Place and role of strategic management control | Page 188 to 210: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 7. Approach to strategic marketing | Pages 211 to 233: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 8. Managing the entity’s scope | Page 234 to 252: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 9. Planning and strategic diagnosis | Pages 253 to 279: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 10. Stakeholder analysis and governance structures | Page 280 to 289: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Part 2: Case study | Pages 290 to 317: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 11. Management and steering by processes | Page 318 to 344: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 12. Management control and change management | Pages 345 to 364: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 13. Management control and strategic steering | Page 365 to 371: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Part 3: Case study | Page 372 to 397: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 14. Human resources management (HRM) | Page 398 to 423: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Chapter 15. Skills and knowledge management | Page 424 to 429: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Part 4: Case summary | Page 430 to 448: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Examination type subject | Pages 449 to 564: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Corrected applications, cases and summary cases | Page 565 to 579: Aurélien Ragaigne, Caroline Tahar, Lydie Michaux-Omont and Gautier Gond – Answer key for the standard exam topic | Page 581 to 582: Index | Page 583 to 588: Ending pages.
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