Search Results

ENGLISH

What Makes A Leader? (Harvard Business Review Classics)

by Daniel Goleman

9,45€ + 10% CARD

 Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review
ENGLISH

Turning Goals Into Results (Harvard Business Review Classics) - The Power Of Catalytic Mechanisms

by Jim Collins

9,45€ + 10% CARD

 Most executives have a big, hairy, audacious goal. They write vision statements, formalize procedures, and develop complicated incentive programs-all in pursuit of that goal. In other words, with the best of intentions, they install layers of stultifying bureaucracy.
ENGLISH

What Makes An Effective Executive (Harvard Business Review Classics)

by Peter F. Drucker

13,24€ + 10% CARD

 In his sixty-five-year consulting career, Peter F. Drucker, widely regarded as the father of modern management, identified eight practices that can make any executive effective. Leadership is not about charisma or extroversion. It’s about these practices: Effective executives ask, "What needs to be done?" They also ask, "What is right for the enterprise?" They develop action plans. They take responsibility for decisions. They take responsibility for communicating. They focus on opportunities rather than problems. They run productive meetings. And they think and say "we" rather than "I." Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.
ENGLISH

How Will You Measure Your Life? (Harvard Business Review Classics)

by Clayton M. Christensen

13,24€ + 10% CARD

 In the spring of 2010, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen’s thinking is rooted in his deep religious faith, these are strategies anyone can use.Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.
ENGLISH

Turning Goals Into Results (Harvard Business Review Classics) - The Power Of Catalytic Mechanisms

by Jim Collins

13,24€ + 10% CARD

 Most executives have a big, hairy, audacious goal. They write vision statements, formalize procedures, and develop complicated incentive programs-all in pursuit of that goal. In other words, with the best of intentions, they install layers of stultifying bureaucracy.
ENGLISH

Red Ocean Traps (Harvard Business Review Classics)

by Renée Mauborgne e W. Chan Kim

9,45€ + 10% CARD

 As established markets become less profitable, companies increasingly need to find ways to create and capture new markets. Despite much investment and commitment, most firms struggle to do this. What, exactly, is getting in their way? The authors of the best-selling book Blue Ocean Strategy
ENGLISH

Blue Ocean Leadership (Harvard Business Review Classics)

by Renée Mauborgne e W. Chan Kim

9,45€ + 10% CARD

 The Harvard Business Review Classics
ENGLISH

Leadership That Gets Results (Harvard Business Review Classics)

by Daniel Goleman

9,45€ + 10% CARD

 The Harvard Business Review Classics
ENGLISH

What Makes A Leader? (Harvard Business Review Classics)

by Daniel Goleman

13,24€ + 10% CARD

 Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review
ENGLISH

Leadership That Gets Results (Harvard Business Review Classics)

by Daniel Goleman

13,24€ + 10% CARD

 The Harvard Business Review Classics
ENGLISH

Red Ocean Traps (Harvard Business Review Classics)

by Renée Mauborgne e W. Chan Kim

13,24€ + 10% CARD

 As established markets become less profitable, companies increasingly need to find ways to create and capture new markets. Despite much investment and commitment, most firms struggle to do this. What, exactly, is getting in their way? The authors of the best-selling book Blue Ocean Strategy
ENGLISH

Blue Ocean Leadership (Harvard Business Review Classics)

by Renée Mauborgne e W. Chan Kim

13,24€ + 10% CARD

 The Harvard Business Review Classics
ENGLISH

Hbr Classics Boxed Set (16 Books)

by Clayton M. Christensen, Daniel Goleman, Harvard Business Review, Jim Collins e Peter F. Drucker

198,74€ + 10% CARD

 The classic Harvard Business Review articles every manager and aspiring leader should read--and share with their teams--from such bestselling Harvard Business Review authors as Peter Drucker, Clayton Christensen, John Kotter, Daniel Goleman, Jim Collins, Gary Hamel, W. Chan Kim, Renee Mauborgne, and many more. Each compact book represents the most important ideas on management, leadership, and life. Build your professional library and advance your career with these 16 timeless business classics.The HBR Classics Boxed Set includes: Peter Drucker''s bestselling "Managing Oneself," "What Makes an Effective Executive," and "The Theory of the Business"; Clayton Christensen''s inspiring "How Will You Measure Your Life?"; Daniel Goleman''s articles on emotional intelligence--"Leadership That Gets Results" and "What Makes a Leader?"; author of Good to Great Jim Collins''s "Turning Goals into Results"; W. Chan Kim and Renee Mauborgne''s "Blue Ocean Leadership" and "Red Ocean Traps"; John Kotter''s "Managing Your Boss"; Jon Katzenbach and Douglas Smith''s "The Discipline of Teams"; Gary Hamel and C.K. Prahalad''s "Strategic Intent"; William A. Sahlman''s "How to Write a Great Business Plan"; Chris Argyris''s "Teaching Smart People How to Learn"; Theodore Levitt''s "Marketing Myopia"; Joseph B. Pine''s "Do You Want to Keep Your Customers Forever?".The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come.
ENGLISH

Theory Of The Business (Harvard Business Review Classics)

by Peter F. Drucker

13,24€ + 10% CARD

 Peter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done—but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization''s behavior, dictate its decisions about what to do and what not to do, and define what an organization considers meaningful results. These assumptions are what Drucker calls a company''s theory of the business.The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.
ENGLISH

How To Write A Great Business Plan

by William A. Sahlman

13,24€ + 10% CARD

 Judging by all the hoopla surrounding business plans, you'd think the only things standing between would-be entrepreneurs and spectacular success are glossy five-color charts, bundles of meticulous-looking spreadsheets, and decades of month-by-month financial projections. This title helps you give your venture the possible chances for success.
ENGLISH

Power Is The Great Motivator

by David C. Mcclelland e David H. Burnham

13,24€ + 10% CARD

 Exploring the nature and value of power in organizations, this title reveals how the drive for influence is useful to good management. It provides insights about what using power really means in business landscape. It is suitable for various managers seeking to foster high morale and a sense of responsibility and commitment in their workforce.
ENGLISH

Innovation Killers - How Financial Tools Destroy Your Capacity To Do New Things

by Clayton M. Christensen, Stephen P. Kaufman e Willy C. Shih

13,24€ + 10% CARD

 Explores the key reasons why companies struggle to innovate. This title uncovers common mistakes companies make from focusing on the wrong customers to choosing the wrong products to develop that can derail innovation efforts, and offers a better way forward for management teams who want to avoid these obstacles and get innovation right.
ENGLISH

Right Game - Use Game Theory To Shape Strategy

by Adam Brandenburger e Barry J. Nalebuff

13,24€ + 10% CARD

 Companies can succeed without destroying others. And they can lose miserably after competing well. Exceptional businesses win by actively shaping the game they're playing, not playing the game they find. This book shows you how to do this - by what value each player brings to the table, and which rules and tactics players use.
ENGLISH

How Management Teams Can Have A Good Fight

by Jean L. Kahwajy, Kathleen M. Eisenhardt e L. J. Bourgeois Iii

13,24€ + 10% CARD

 <div>Conflict in the workplace is natural—and even necessary. Colleagues who challenge one another''s thinking tend to consider a richer range of options, which ultimately leads to better business decisions. How Management Teams Can Have a Good Fight reveals the tactics managers can use to ensure that these healthy back-and-forth moments remain constructive and focused on the issues. Managers who embrace this kind of positive conflict will find increasingly engaged, productive teams—and discover that they themselves are better positioned to lead these teams to success. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.</div>
ENGLISH

Pygmalion In Management

by J. Sterling Livingston

13,24€ + 10% CARD

 <div>Numerous studies show that people will rise, or fall, to the level where their superiors believe them capable. As a manager, it is up to you to have high expectations for your employees, and to communicate those expectations to them. In Pygmalion in Management, J. Sterling Livingston urges you to understand the power you have over your subordinates'' success, and use it to benefit everyone involved. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.</div>
ENGLISH

Control In An Age Of Empowerment

by Robert Simons

13,24€ + 10% CARD

 <div>InControl in an Age of Empowerment, Robert Simons explains how to give employees the freedom to innovate while protecting your firm from loose cannons. Using powerful examples, Simons shows how to apply four powerful management "levers" to balance autonomy with control: Traditional diagnostic control systems, Belief systems, Boundary systems, and Interactive control systems. Used in concert, these four levers give you the control you needwithout sacrificing the creative thinking your company can't do without. Since 1922,Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.</div>
ENGLISH

Ethics Without The Sermon

by Laura L. Nash

13,24€ + 10% CARD

 How can you know for certain whether a decision you're considering is ethically sound from a business perspective? This title presents 12 questions you can ask yourself-including 'What is my intention?' 'Whom could my decision injure?' and 'Have I defined the problem accurately?'.
ENGLISH

How To Run A Meeting

by Antony Jay

13,24€ + 10% CARD

 What makes for a great meeting? As a leader, how can you keep discussions on point and productive? This book argues that too many leaders fail to plan adequately for meetings. It also defines the characteristics that contribute to success, from keeping formal minutes to acknowledging junior staff first.
ENGLISH

One More Time - How Do You Motivate Employees?

by Frederick Herzberg

13,24€ + 10% CARD

 It's a manager's perennial question: 'How do I get an employee to do what I want?' The psychology of motivation is very complex, but the surest way of getting someone to do something is to deliver a kick in the pants - put bluntly, the KITA. This book argues that an employee with an internal generator needs no KITA.
Loading results...

View more results