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Paperback or Softback. Condición: New. Prompt Engineering: The New Language of Business Leadership Working with AI. Book.

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Taschenbuch. Condición: Neu. Neuware - As AI agents absorb more of the execution work inside organizations, the scarce resource shifts from labor to calibrated judgment about how much autonomy to grant. Most organizations get that calibration wrong in one of two predictable directions - over-supervising until the review queue erases the productivity gain, or under-supervising until nobody can say who was accountable when it mattered.How Much Should You Trust an AI Agent is a research-first business book that tests the confident claims circulating about agentic AI - on delegation, oversight, job design, and job titles - against the automation, principal-agent, and organizational-design research those claims usually skip. Three separate times, a claim of 'unprecedented novelty' fails to survive contact with the actual evidence, while a narrower, more useful finding holds up again and again: oversight and accountability work when their form is real, not merely when they're present.Built from decades of automation and human-factors research, principal-agent economics, job-design theory, and 2025-2026 findings on AI-agent oversight - checked against primary sources throughout, with what remains genuinely uncertain disclosed rather than smoothed over - the book culminates in the Load-Bearing Framework: a practical, evidence-grounded tool for deciding how much autonomy a specific AI agent needs, and what real accountability requires once it has it. A dedicated chapter scales the framework for organizations without a dedicated AI or platform team - the majority of real-world readers making this decision today.What you'll find inside: - Why the 'AI delegation is unprecedented' claim doesn't survive scrutiny - and what actually is different (Chapter 1)- Why 'more human oversight is always safer' is false, and what the evidence says instead (Chapter 2)- An honest staging of the industry's live debate over whether AI oversight is permanent or transitional (Chapter 3)- What job-design research says about redesigning work around AI agents (Chapter 4)- How many AI agents one person can actually oversee - and why 'as many as you want' is wrong (Chapter 5)- The Load-Bearing Framework: a complete, worked decision tool (Chapter 6)- Whether 'AgentOps Engineer' and similar titles are real new careers (Chapter 7)- A full, honest catalog of what the research doesn't yet answer (Chapter 8)- A dedicated version of the framework for organizations without a dedicated AI team (Chapter 9)- A practical First-90-Days roadmap for applying all of itWritten for the business leader, operations executive, or department head deciding - this quarter - how much autonomy to grant an AI agent inside a real process. Not a technical book for AI engineers; a design book for the people responsible for the organization the agent works inside. …

Taschenbuch. Condición: Neu. Druck auf Anfrage Neuware - Printed after ordering - Research Paper (undergraduate) from the year 2012 in the subject Business economics - Information Management, University of Derby, language: English, abstract: In contrast of classical economy in neoclassical economy, knowledge is one of the main factors of production. Since the mid-1980s, there has been an increasing recognition that 'knowledge is a fundamental factor behind an enterprise's success'. Scholar emphasises on invaluableness of knowledge and its dominant role among the other competitive advantages. They argue that knowledge causes sustainability in volatile environment. And many executives inaugurated methods of knowledge management as a complementary process of previous activities; such as total quality management (TQM), to grab some more competitive advantages among their rivals.The first brick of structuring knowledge management (KM) is identifying the meaning of knowledge, information and data. These definitions and their differences are mentioned beneath the literature review. And one of the most novel and powerful KM framework is introduced which comes from communication science. In the field of communication science, there is one dominant theory for process of information sharing which is based on mathematics and statistical analyses. By interpreting this model to organisation's routine activities, companies can use it as a basic framework for the whole process of knowledge sharing.This model of knowledge sharing (communication model) has a better control over finding barriers among the other frameworks. More than dozens of barriers are declared in the scientific journals, but some of them may reveal within the particular case and by utilising this model it is possible to categorised barriers in manifold ways. Besides, communication framework has more clarity. This model elucidates relations among various parts of organisations, so finding critical success factors are easier than before. This model also supports other dominant theories in KM and KMS; such as knowledge creation, which this part will be discussed concisely.Suggesting a new KM method is based on communication framework model. Tesco has significant IT infrastructure and data mining. The new KM framework utilise current method and also use current KM for justifying the knowledge. This is very important that knowledge should be justified. This new KM framework focuses on employee's perception that is not exploited by other retailers in UK; therefore, it can become one the key competitive advantages for Tesco. …

Taschenbuch. Condición: Neu. Druck auf Anfrage Neuware - Printed after ordering - Research Paper (undergraduate) from the year 2012 in the subject Business economics - Accounting and Taxes, University of Derby, language: English, abstract: The strategic planning is the long-term plan of organisations and budget is the short-term plan that contains more detail regarding to business operations. The budget is like a blueprint for entire business which is prepared for the next year. So it is designed by estimating and forecasting future trends in market. Budget is used to evaluate actual performance of a company or a section of company with desirable performance that this desirable performance is based on forecasting markets. Therefore, an excellent budget process should have this ability to convert objectives and desirable goals (it means future estimated outcomes) into data.This statement could be wrong in some situations. Various scholars provide opposites arguments regarding to this statement. Beneath the main body these two arguments against and in favour of this above statement are discussed abundantly.One of the main success elements of budget is finding the right resource to implement the budget calls for extensive use of human resources. But sometimes even with the appropriate and well-designed budget it is not possible to reach budget's targets because of human resource or their misunderstanding of budget. Organisations try to have correct congruence perceptions within their employees but some researches demonstrate different outcomes (perception) may be exhibited when the individuals have not parallel objectives compare to organisational goals. These two main issues of budgeting success factors are mentioned in this writing; besides, one of the main differences between imposed budgeting and participatory budgeting is mentioned in this study. This difference is regarding to the way of communication.…

Taschenbuch. Condición: Neu. Druck auf Anfrage Neuware - Printed after ordering.

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Condición: Like New. Used - Like New. Book is new and unread but may have minor shelf wear. Your purchase helps support Sri Lankan Children's Charity 'The Rainbow Centre'. Our donations to The Rainbow Centre have helped provide an education and a safe haven to hundreds of children who live in appalling conditions.…

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Taschenbuch. Condición: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Research Paper (undergraduate) from the year 2012 in the subject Business economics - Information Management, University of Derby, language: English, abstract: In contrast of classical economy in neoclassical economy, knowledge is one of the main factors of production. Since the mid-1980s, there has been an increasing recognition that 'knowledge is a fundamental factor behind an enterprise's success'. Scholar emphasises on invaluableness of knowledge and its dominant role among the other competitive advantages. They argue that knowledge causes sustainability in volatile environment. And many executives inaugurated methods of knowledge management as a complementary process of previous activities; such as total quality management (TQM), to grab some more competitive advantages among their rivals.The first brick of structuring knowledge management (KM) is identifying the meaning of knowledge, information and data. These definitions and their differences are mentioned beneath the literature review. And one of the most novel and powerful KM framework is introduced which comes from communication science. In the field of communication science, there is one dominant theory for process of information sharing which is based on mathematics and statistical analyses. By interpreting this model to organisation's routine activities, companies can use it as a basic framework for the whole process of knowledge sharing.This model of knowledge sharing (communication model) has a better control over finding barriers among the other frameworks. More than dozens of barriers are declared in the scientific journals, but some of them may reveal within the particular case and by utilising this model it is possible to categorised barriers in manifold ways. Besides, communication framework has more clarity. This model elucidates relations among various parts of organisations, so finding critical success factors are easier than before. This model also supports other dominant theories in KM and KMS; such as knowledge creation, which this part will be discussed concisely.Suggesting a new KM method is based on communication framework model. Tesco has significant IT infrastructure and data mining. The new KM framework utilise current method and also use current KM for justifying the knowledge. This is very important that knowledge should be justified. This new KM framework focuses on employee's perception that is not exploited by other retailers in UK; therefore, it can become one the key competitive advantages for Tesco. 28 pp. Englisch.…

Taschenbuch. Condición: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware 32 pp. Englisch.

Taschenbuch. Condición: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Research Paper (undergraduate) from the year 2012 in the subject Business economics - Accounting and Taxes, University of Derby, language: English, abstract: The strategic planning is the long-term plan of organisations and budget is the short-term plan that contains more detail regarding to business operations. The budget is like a blueprint for entire business which is prepared for the next year. So it is designed by estimating and forecasting future trends in market. Budget is used to evaluate actual performance of a company or a section of company with desirable performance that this desirable performance is based on forecasting markets. Therefore, an excellent budget process should have this ability to convert objectives and desirable goals (it means future estimated outcomes) into data.This statement could be wrong in some situations. Various scholars provide opposites arguments regarding to this statement. Beneath the main body these two arguments against and in favour of this above statement are discussed abundantly.One of the main success elements of budget is finding the right resource to implement the budget calls for extensive use of human resources. But sometimes even with the appropriate and well-designed budget it is not possible to reach budget's targets because of human resource or their misunderstanding of budget. Organisations try to have correct congruence perceptions within their employees but some researches demonstrate different outcomes (perception) may be exhibited when the individuals have not parallel objectives compare to organisational goals. These two main issues of budgeting success factors are mentioned in this writing; besides, one of the main differences between imposed budgeting and participatory budgeting is mentioned in this study. This difference is regarding to the way of communication. 28 pp. Englisch.…

Paperback. Condición: new. Paperback. As AI agents absorb more of the execution work inside organizations, the scarce resource shifts from labor to calibrated judgment about how much autonomy to grant. Most organizations get that calibration wrong in one of two predictable directions - over-supervising until the review queue erases the productivity gain, or under-supervising until nobody can say who was accountable when it mattered.How Much Should You Trust an AI Agent? is a research-first business book that tests the confident claims circulating about agentic AI - on delegation, oversight, job design, and job titles - against the automation, principal-agent, and organizational-design research those claims usually skip. Three separate times, a claim of "unprecedented novelty" fails to survive contact with the actual evidence, while a narrower, more useful finding holds up again and again: oversight and accountability work when their form is real, not merely when they're present.Built from decades of automation and human-factors research, principal-agent economics, job-design theory, and 2025-2026 findings on AI-agent oversight - checked against primary sources throughout, with what remains genuinely uncertain disclosed rather than smoothed over - the book culminates in the Load-Bearing Framework: a practical, evidence-grounded tool for deciding how much autonomy a specific AI agent needs, and what real accountability requires once it has it. A dedicated chapter scales the framework for organizations without a dedicated AI or platform team - the majority of real-world readers making this decision today.What you'll find inside: Why the "AI delegation is unprecedented" claim doesn't survive scrutiny - and what actually is different (Chapter 1)Why "more human oversight is always safer" is false, and what the evidence says instead (Chapter 2)An honest staging of the industry's live debate over whether AI oversight is permanent or transitional (Chapter 3)What job-design research says about redesigning work around AI agents (Chapter 4)How many AI agents one person can actually oversee - and why "as many as you want" is wrong (Chapter 5)The Load-Bearing Framework: a complete, worked decision tool (Chapter 6)Whether "AgentOps Engineer" and similar titles are real new careers (Chapter 7)A full, honest catalog of what the research doesn't yet answer (Chapter 8)A dedicated version of the framework for organizations without a dedicated AI team (Chapter 9)A practical First-90-Days roadmap for applying all of itWritten for the business leader, operations executive, or department head deciding - this quarter - how much autonomy to grant an AI agent inside a real process. Not a technical book for AI engineers; a design book for the people responsible for the organization the agent works inside. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability. …

Taschenbuch. Condición: Neu. This item is printed on demand - Print on Demand Titel. Neuware -Research Paper (undergraduate) from the year 2011 in the subject Business economics - Business Management, Corporate Governance, University of Derby, course: Business economics - Performance Management, language: English, abstract: Performance is explained superficially, which is the achievement of quantified objectives. Performance has an important connotation that is the way that people choose to achieve the objectives. Therefore, performance means process and manner of functioning and operating (or behaviours) to attain beforehand desirable goals (or results) (Brumbach, 1988). The mixed model of performance management is suggested by Armstrong (2006) which is based on these simultaneous elements of performance that are behaviour and result.The considerable aspect of organisational performance management is to maintain the goal congruence. Performance management aligns the organisation¿s objectives with the individuals¿ goals. Many performance management theories apportion this alignment as a main endeavour of the performance management process such as Balanced Scorecard. Besides, performance management could converge to strategic development by some modification of its methods and facilitates indirect control of employees by giving a clear target (Otley and Fakiolas, 2000; Hemmer, 1998; Egan, 1995).Organisations usually utilise two main theories to be competent firms in their markets. Those theories are Porter¿s theory (1980, 1989) and resources and competences theory. Despite of which theory is deployed, ongoing performance management could facilitates to achieve significant results and produce prosperous business. Besides, the obligation for continuousness of performance management is argued in details on the proper sections.Multifarious performance management frameworks are available that usually they are divided into three corporate, business unit and, functional levels. Among those various frameworks balanced scorecard is used abundantly. It ¿helps companies to look and move forward instead of backward¿ (Kaplan and Norton, 1992). It has been proposed that the utilisation of balanced scorecard leads to ameliorate financial performance compared to traditional financial performance measures (Davis and Albright, 2004).The advocators of balanced scorecard argue that a consequent cause-and-effect relationship exists among the perspectives of balanced scorecard. Cohen et al (2008) mention ¿The proponents of balanced scorecard claim that lead factors interrelate and their improvement ultimately leads to increased financial performance¿.Books on Demand GmbH, Überseering 33, 22297 Hamburg 32 pp. Englisch. …