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- books?vid=ISBN9780729537599 accessdate "2014-07-11".
- books?vid=ISBN9780729537599 chapter "Learning management".
- books?vid=ISBN9780729537599 editor1First "Mary G.".
- books?vid=ISBN9780729537599 editor1Last "Harris".
- books?vid=ISBN9780729537599 first1 "David".
- books?vid=ISBN9780729537599 first2 "Pauline".
- books?vid=ISBN9780729537599 first3 "Anne".
- books?vid=ISBN9780729537599 isCitedBy Management.
- books?vid=ISBN9780729537599 isbn "9780729537599".
- books?vid=ISBN9780729537599 last1 "Legge".
- books?vid=ISBN9780729537599 last2 "Stanton".
- books?vid=ISBN9780729537599 last3 "Smyth".
- books?vid=ISBN9780729537599 location "Marrickville, NSW".
- books?vid=ISBN9780729537599 page "13".
- books?vid=ISBN9780729537599 publicationDate "2006".
- books?vid=ISBN9780729537599 publisher "Elsevier Australia".
- books?vid=ISBN9780729537599 quote "The manager as bureaucrat is the guardian of roles, rules and relationships; his or her style of management relies heavily on working according to the book. In the Weberian tradition managers are necessary to coordinate the different roles that contribute to the production process and to mediate communication from head office to the shop floor and back. This style of management assumes a world view in which bureaucratic role is seen as separate from, and taking precedence over, other constructions of self , at least for the duration if the working day.".
- books?vid=ISBN9780729537599 title "Managing Health Services: Concepts and Practice".
- books?vid=ISBN9780729537599 url books?id=yA2SR4DgU5wC.