Power Plays: Shakespeare's Lessons in Leadership and ManagementSimon & Schuster, 2000 - 316 頁 How do you motivate people to give their all for the cause? Ask Henry V at Agincourt. Have you passed over someone who wanted to be promoted? Beware of the Iago syndrome. Facing a hostile audience? Take a cue from Mark Anthony. How do you fire someone? Learn the good & the bad from Henry IV. The issues fueling the intricate plots of Shakespeare's 400-year-old plays are the same issues with which business leaders contend today. & as John Whitney & Tina Packer demonstrate so convincingly & comprehensively, no one but the beloved Bard could ever penetrate the secrets of leadership with such piercing brilliance & invaluable instruction. For the benefit of corporate players at every level, this ingenious book holds up Shakespeare's powerful mirror to consider such perennial business themes as power, trust, communication, & decisiveness. Best of all, the authors drive the messages home with real-world models of modern-day success & failure--featuring such monarchs (both reigning & deposed) as GE's Jack Welch, AT&T's Robert Allen, & Apple's John Scully. Eloquent & consistently surprising, Power Plays injects the business literature with new life--and plenty of drama. |
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第 1 到 3 筆結果,共 52 筆
第 36 頁
... Action without thought is foolish , but thought without action is fruitless . There comes a time to decide , then act . You might not have all the information you need ( in fact , you never have enough information ) , but if you wait ...
... Action without thought is foolish , but thought without action is fruitless . There comes a time to decide , then act . You might not have all the information you need ( in fact , you never have enough information ) , but if you wait ...
第 50 頁
... action is usually apparent long before action is taken . In business there is never a guarantee that you will be right . But there is an overwhelming probability that the enterprise will suffer if the debate goes on too long . I have ...
... action is usually apparent long before action is taken . In business there is never a guarantee that you will be right . But there is an overwhelming probability that the enterprise will suffer if the debate goes on too long . I have ...
第 276 頁
... action . My late mentor and colleague W. Edwards Deming's " PDSA cycle " ( Plan , Do , Study , Act ) revolutionized ... actions were better framed . Back in 1994 , working for a hedge fund company , he prepared the business model for his ...
... action . My late mentor and colleague W. Edwards Deming's " PDSA cycle " ( Plan , Do , Study , Act ) revolutionized ... actions were better framed . Back in 1994 , working for a hedge fund company , he prepared the business model for his ...
內容
Prologue | 11 |
Power Is a Freighted Idea | 23 |
Uneasy Lies the Head That Wears a Crown | 55 |
著作權所有 | |
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常見字詞
action actor Agincourt Antony Antony's audience banish battle believe Bolingbroke boss Bossidy Brutus Brutus's business leaders Cassius Claudius Cleopatra colleagues company's Coriolanus corporate create creative crown death deceives deception decision deposed Elizabeth employees England enterprise executive Falstaff give Hamlet honor Iago idea Jack Welch Jeff Bezos John JULIUS CAESAR JULIUS CAESAR 3.2 kill King Henry King Henry IV King Richard King Richard II leadership Lear lives look Macbeth managers Mark Antony mavericks murder never nobles Octavius Othello pany Pathmark person play Polonius Polonius's president Prince Hal Prince Hamlet problems relationship role Roman Rome Rosalind Shake society someone speech strategy success supermarket theater things thou thought throne Tina Packer tion trappings of power Troilus and Cressida troops true trusted lieutenant turn turnaround understand woman women