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Mastering Hidden Costs and Socio-Economic Performance ~ Mastering Hidden Costs and Socio-Economic Performance (Research in Management Consulting) [Savall, Henri, Zardet, Veronique] on . *FREE* shipping on qualifying offers. Mastering Hidden Costs and Socio-Economic Performance (Research in Management Consulting)

Mastering hidden costs and socio-economic performance ~ Get this from a library! Mastering hidden costs and socio-economic performance. [Henri Savall; Véronique Zardet] -- "This volume is a first for the Research in Management Consulting series. As research and theory building in management Consulting have, grown rapidly during the past several years, the series is .

Mastering hidden costs and socio-economic performance ~ The o rigin of hidden costs --Evaluating hidden costs --The Sustainable reduction of hidden costs --The Horivert procedure --The Socio-economic diagnostic --The Socio-economic innovation project --Implementation --Socio-economic management, hidden costs, and the periodically negotiable activity contract --The Strategic Piloting Indicator .

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Management Theory Review: The Socio Economic Approach to ~ Mastering Hidden Costs and Socio-economic Performance Henri Savall, Véronique Zardet . As research and theory building in management consulting have grown rapidly during the past several years, the series is dedicated to capturing the latest thinking from applied scholars and scholarly practitioners in this field. . there is a double-loop .

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Socio-Economic Approach to Management ~ The second term is hidden costs and performance. According to Savall and Zardet (2008), “A cost is said to be hidden when it does not explicitly appear on the company information system, such as the budget, financial accounting, and cost account-ing, or in the usual ledgers and logbooks” (p. xx-xxi). Hidden costs include “absentee-

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Why the Socio-Economic Approach to Management Remains a ~ Why the Socio-Economic Approach to Management Remains a Well Kept Secret In my judgment, most of [the consulting advice on organizational change] is – most of the time – simply . poorly, which in turn leads to high hidden costs. Poor management is not the fault of the individual managers, it is both a .

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