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Steinberg, Jonathan (1995). ”The Third Reich Reflected: German Civil Administration in the Occupied Soviet Union, 1941–4”. The English Historical Review . doi:10.1093/ehr/cx.437.620. JSTOR578338. Steury, Donald P. (1987). Nagoya grampus x sagan tosu.
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Performance-focused companies emphasize who makes final decisions and how to rise up in the ranks to become one of the decision-makers rather than the impact of the decision on the company, and the decision itself . These companies thrive in the currency of power or political capital involved in making critical decisions. Growth cultures, on the other hand, emphasize the decisions being considered, observations and specific methods being used to arrive at the decision, and conclusions. Such companies inspire their employees to constantly test different methods to arrive at better decisions, observations, conclusions, and ultimately solutions. The process they promote is simply the scientific method. Thus, remember the second distinction of seven between the two company cultures: “power vs. science” based decision-making in performance and growth companies, respectively. Thus, a company's success can be determined by its ability to disrupt the modern tendency to chase impressions and to instead pause, research, and deliver innovative and timely content that is specific and comprehensive enough to change behavior (see: ”Pause Principle” by Kevin Cashman and ”The Messy Middle” by Scott Belsky). 4. ”O curso foi bem amplo, pontual e com o betgames cronograma muito bem-organizado e dividido. Saí enriquecido.” - betgames Curso PL-900: Fundamentos da Power Platform. The next quality that distinguishes these two organizational approaches is in the category of reacting to change. All organizations must react swiftly and effectively to changes in the business environment, their competitive landscape, evolving technologies, or political and socioeconomic developments at the time. Performance focused cultures tend to react to perceptions of reality.
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