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Buch. Zustand: Neu. Neuware - Sartre's Conception of Freedom examines Jean-Paul Sartre's theory of freedom across his early ontology and later social philosophy. Beginning with consciousness, nothingness, nihilation, facticity, and the for-itself, the book argues that Sartre's conception of freedom becomes more coherent when fre…edom as the ontological structure of consciousness is distinguished from freedom as practical efficacy.The study follows this distinction from Being and Nothingness into the Critique of Dialectical Reason, where individual agency confronts scarcity, worked matter, institutions, collective action, and the practico-inert. Rather than treating the later Sartre as simply abandoning his earlier commitment to radical freedom, the book develops a continuity thesis that recognizes both ontological openness and materially conditioned action.The book also engages major objections to Sartrean freedom and develops the concepts of situated and distributive answerability to examine how responsibility should be allocated under conditions of unequal knowledge, power, control, and practical possibility. The result is both an interpretation of Sartre and a contribution to contemporary debates concerning agency, moral responsibility, structural injustice, and institutional accountability.
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Paperback. Zustand: new. Paperback. Companies are supposed to die dramatically, from a disruptive rival, a failed product, a scandal with a date attached. Most do not. They decline quietly, from the inside, from a cause their own instruments are built not to see.In What Is Quietly Killing Your Company, Sharam Kohan makes an evid…ence-based case that the most expensive failures in business trace to a single, chronically misunderstood function: the management of people. Most organizations treat human resources as overhead, a department to be kept lean and kept away from the decisions that matter, and then blame the market when their best people leave, their strategies fail in execution, and their culture quietly erodes.Drawing on behavioral economics, organizational psychology, and the documented histories of companies that rose and fell on how they managed their people, from Nokia and Boeing to Wells Fargo and Costco, Kohan shows that human resources, rightly understood, is not the picnic-and-benefits department but the strategic stewardship of the one asset that decides whether a company thrives, scales, or quietly fails.This is not a book of slogans. It puts a price on the costs no financial statement records: the regretted departure, the bad hire, the disengaged team, the succession that was never planned. It explains why managers account for most of the variation in engagement, why culture reaches the balance sheet, and why the chief executive is so often the barrier to the very outcomes he wants. And it makes its case in the only language the boardroom cannot wave away: money, risk, and return.For executives, managers, and the human resources professionals who serve them, this is a field guide to the part of the company most leaders have been managing blind, and a clear account of what it has been costing them. Most companies don't die from a bang, but a whisper. Uncover the hidden, internal failures in people management that silently erode your business, and learn to reverse the decline before it's too late. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.
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Taschenbuch. Zustand: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Companies are supposed to die dramatically, from a disruptive rival, a failed product, a scandal with a date attached. Most do not. They decline quietly, from the inside, from a cause their own instruments are built not to see.In What Is Q…uietly Killing Your Company, Sharam Kohan makes an evidence-based case that the most expensive failures in business trace to a single, chronically misunderstood function: the management of people. Most organizations treat human resources as overhead, a department to be kept lean and kept away from the decisions that matter, and then blame the market when their best people leave, their strategies fail in execution, and their culture quietly erodes.Drawing on behavioral economics, organizational psychology, and the documented histories of companies that rose and fell on how they managed their people, from Nokia and Boeing to Wells Fargo and Costco, Kohan shows that human resources, rightly understood, is not the picnic-and-benefits department but the strategic stewardship of the one asset that decides whether a company thrives, scales, or quietly fails.This is not a book of slogans. It puts a price on the costs no financial statement records: the regretted departure, the bad hire, the disengaged team, the succession that was never planned. It explains why managers account for most of the variation in engagement, why culture reaches the balance sheet, and why the chief executive is so often the barrier to the very outcomes he wants. And it makes its case in the only language the boardroom cannot wave away: money, risk, and return.For executives, managers, and the human resources professionals who serve them, this is a field guide to the part of the company most leaders have been managing blind, and a clear account of what it has been costing them.
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Paperback. Zustand: new. Paperback. Companies are supposed to die dramatically, from a disruptive rival, a failed product, a scandal with a date attached. Most do not. They decline quietly, from the inside, from a cause their own instruments are built not to see.In What Is Quietly Killing Your Company, Sharam Kohan makes an evid…ence-based case that the most expensive failures in business trace to a single, chronically misunderstood function: the management of people. Most organizations treat human resources as overhead, a department to be kept lean and kept away from the decisions that matter, and then blame the market when their best people leave, their strategies fail in execution, and their culture quietly erodes.Drawing on behavioral economics, organizational psychology, and the documented histories of companies that rose and fell on how they managed their people, from Nokia and Boeing to Wells Fargo and Costco, Kohan shows that human resources, rightly understood, is not the picnic-and-benefits department but the strategic stewardship of the one asset that decides whether a company thrives, scales, or quietly fails.This is not a book of slogans. It puts a price on the costs no financial statement records: the regretted departure, the bad hire, the disengaged team, the succession that was never planned. It explains why managers account for most of the variation in engagement, why culture reaches the balance sheet, and why the chief executive is so often the barrier to the very outcomes he wants. And it makes its case in the only language the boardroom cannot wave away: money, risk, and return.For executives, managers, and the human resources professionals who serve them, this is a field guide to the part of the company most leaders have been managing blind, and a clear account of what it has been costing them. Most companies don't die from a bang, but a whisper. Uncover the hidden, internal failures in people management that silently erode your business, and learn to reverse the decline before it's too late. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.
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Paperback. Zustand: new. Paperback. Companies are supposed to die dramatically, from a disruptive rival, a failed product, a scandal with a date attached. Most do not. They decline quietly, from the inside, from a cause their own instruments are built not to see.In What Is Quietly Killing Your Company, Sharam Kohan makes an evid…ence-based case that the most expensive failures in business trace to a single, chronically misunderstood function: the management of people. Most organizations treat human resources as overhead, a department to be kept lean and kept away from the decisions that matter, and then blame the market when their best people leave, their strategies fail in execution, and their culture quietly erodes.Drawing on behavioral economics, organizational psychology, and the documented histories of companies that rose and fell on how they managed their people, from Nokia and Boeing to Wells Fargo and Costco, Kohan shows that human resources, rightly understood, is not the picnic-and-benefits department but the strategic stewardship of the one asset that decides whether a company thrives, scales, or quietly fails.This is not a book of slogans. It puts a price on the costs no financial statement records: the regretted departure, the bad hire, the disengaged team, the succession that was never planned. It explains why managers account for most of the variation in engagement, why culture reaches the balance sheet, and why the chief executive is so often the barrier to the very outcomes he wants. And it makes its case in the only language the boardroom cannot wave away: money, risk, and return.For executives, managers, and the human resources professionals who serve them, this is a field guide to the part of the company most leaders have been managing blind, and a clear account of what it has been costing them. Most companies don't die from a bang, but a whisper. Uncover the hidden, internal failures in people management that silently erode your business, and learn to reverse the decline before it's too late. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.
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Taschenbuch. Zustand: Neu. What Is Quietly Killing Your Company | Sharam Kohan | Taschenbuch | Englisch | 2026 | Doxprint LLC | EAN 9798234114211 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand.
