. "Sdru\u017Een\u00ED EVIDA Plze\u0148" . . . "Stories as a Tool of Management Development"@en . "80-86596-67-2" . . . . "169-176" . . "Stories as a Tool of Management Development"@en . "Sborn\u00EDk EMAN 05 z p\u00E1t\u00E9 mezin\u00E1rodn\u00ED pracovn\u00ED konference EDMAN 05 #EDUCATION FOR MANAGEMENT" . . "The importance of people#s knowledge for competitive advantage is discussed quite often at present. The researchers# attention is paid to tacit knowledge too. Tacit knowledge is supposed to be very significant for our success. It enables people to adapt to their background, to find out the key principles that are important for function of the system and to act in an appropriate way. A part of tacit knowledge is possible to transfer into explicit form, but mostly it is not possible. In this case stories are useful tools. They enable to transfer tacit knowledge without the need of direct explication. In this paper the attention is just paid to tacit knowledge and its handing through stories. The author is thinking about the use of stories by management development too."@en . "Brno" . "P\u0159\u00EDb\u011Bhy jako n\u00E1stroj vzd\u011Bl\u00E1v\u00E1n\u00ED mana\u017Eer\u016F" . . "2005-01-01+01:00"^^ . "Plze\u0148" . "P\u0159\u00EDb\u011Bhy jako n\u00E1stroj vzd\u011Bl\u00E1v\u00E1n\u00ED mana\u017Eer\u016F" . "V posledn\u00EDch letech se st\u00E1le \u010Dast\u011Bji hovo\u0159\u00ED o v\u00FDznamu lidsk\u00FDch znalost\u00ED pro konkurenceschopnost firem. Pozornost v\u011Bdeck\u00FDch pracovn\u00EDk\u016F se zam\u011B\u0159uje mimo jin\u00E9 na tzv. tacitn\u00ED znalosti. Zd\u00E1 se, \u017Ee pr\u00E1v\u011B tacitn\u00ED znalosti rozhoduj\u00ED o \u00FAsp\u011Bchu \u010Di ne\u00FAsp\u011Bchu kon\u00E1n\u00ED jedince (event. skupiny), umo\u017E\u0148uj\u00ED lidem p\u0159izp\u016Fsobit se dan\u00E9 situaci, rozpoznat, na jak\u00FDch principech ur\u010Dit\u00FD syst\u00E9m funguje, a vhodn\u00FDm zp\u016Fsobem jednat. Ur\u010Ditou \u010D\u00E1st tacitn\u00EDch znalost\u00ED m\u016F\u017Eeme p\u0159ev\u00E9st do explicitn\u00ED podoby (vyslovit, napsat, nakreslit), ale v\u011Bt\u0161inou tento postup nen\u00ED mo\u017En\u00FD. Vhodn\u00FDm pomocn\u00FDm n\u00E1strojem jsou v takov\u00E9m p\u0159\u00EDpad\u011B p\u0159\u00EDb\u011Bhy. Ty n\u00E1m umo\u017E\u0148uj\u00ED p\u0159ed\u00E1vat tacitn\u00ED znalosti bez toho, ani\u017E bychom je museli p\u0159\u00EDmo vyj\u00E1d\u0159it. V tomto p\u0159\u00EDsp\u011Bvku je v\u011Bnov\u00E1na pozornost pr\u00E1v\u011B tacitn\u00EDm znalostem a jejich p\u0159ed\u00E1v\u00E1n\u00ED pomoc\u00ED p\u0159\u00EDb\u011Bh\u016F. Autorka se zam\u00FD\u0161l\u00ED tak\u00E9 nad vyu\u017Eit\u00EDm p\u0159\u00EDb\u011Bh\u016F p\u0159i vzd\u011Bl\u00E1v\u00E1n\u00ED mana\u017Eer\u016F." . . "538353" . "1"^^ . . . "V posledn\u00EDch letech se st\u00E1le \u010Dast\u011Bji hovo\u0159\u00ED o v\u00FDznamu lidsk\u00FDch znalost\u00ED pro konkurenceschopnost firem. Pozornost v\u011Bdeck\u00FDch pracovn\u00EDk\u016F se zam\u011B\u0159uje mimo jin\u00E9 na tzv. tacitn\u00ED znalosti. Zd\u00E1 se, \u017Ee pr\u00E1v\u011B tacitn\u00ED znalosti rozhoduj\u00ED o \u00FAsp\u011Bchu \u010Di ne\u00FAsp\u011Bchu kon\u00E1n\u00ED jedince (event. skupiny), umo\u017E\u0148uj\u00ED lidem p\u0159izp\u016Fsobit se dan\u00E9 situaci, rozpoznat, na jak\u00FDch principech ur\u010Dit\u00FD syst\u00E9m funguje, a vhodn\u00FDm zp\u016Fsobem jednat. Ur\u010Ditou \u010D\u00E1st tacitn\u00EDch znalost\u00ED m\u016F\u017Eeme p\u0159ev\u00E9st do explicitn\u00ED podoby (vyslovit, napsat, nakreslit), ale v\u011Bt\u0161inou tento postup nen\u00ED mo\u017En\u00FD. Vhodn\u00FDm pomocn\u00FDm n\u00E1strojem jsou v takov\u00E9m p\u0159\u00EDpad\u011B p\u0159\u00EDb\u011Bhy. Ty n\u00E1m umo\u017E\u0148uj\u00ED p\u0159ed\u00E1vat tacitn\u00ED znalosti bez toho, ani\u017E bychom je museli p\u0159\u00EDmo vyj\u00E1d\u0159it. V tomto p\u0159\u00EDsp\u011Bvku je v\u011Bnov\u00E1na pozornost pr\u00E1v\u011B tacitn\u00EDm znalostem a jejich p\u0159ed\u00E1v\u00E1n\u00ED pomoc\u00ED p\u0159\u00EDb\u011Bh\u016F. Autorka se zam\u00FD\u0161l\u00ED tak\u00E9 nad vyu\u017Eit\u00EDm p\u0159\u00EDb\u011Bh\u016F p\u0159i vzd\u011Bl\u00E1v\u00E1n\u00ED mana\u017Eer\u016F."@cs . "1"^^ . "P\u0159\u00EDb\u011Bhy jako n\u00E1stroj vzd\u011Bl\u00E1v\u00E1n\u00ED mana\u017Eer\u016F"@cs . "The importance of people#s knowledge for competitive advantage is discussed quite often at present. The researchers# attention is paid to tacit knowledge too. Tacit knowledge is supposed to be very significant for our success. It enables people to adapt to their background; to find out the key principles that are important for function of the system and to act in an appropriate way. A part of tacit knowledge is possible to transfer into explicit form; but mostly it is not possible. In this case stories are useful tools. They enable to transfer tacit knowledge without the need of direct explication. In this paper the attention is just paid to tacit knowledge and its handing through stories. The author is thinking about the use of stories by management development too."@en . "Z(MSM 265300021)" . . . "RIV/70883521:28120/05:63503011!RIV06-MSM-28120___" . "P\u0159\u00EDb\u011Bhy jako n\u00E1stroj vzd\u011Bl\u00E1v\u00E1n\u00ED mana\u017Eer\u016F"@cs . "[2FCAD3BAFBF6]" . "Mato\u0161kov\u00E1, Jana" . . "7"^^ . "28120" . "RIV/70883521:28120/05:63503011" . .