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 34 筆
第 39 頁
... strategy . In contrast to Richard II - described as the skipping king - Bolingbroke was seen little , and when he was seen , he was seen to great effect : ... and so my state , Seldom , but sumptuous , show'd like a feast , And wan ...
... strategy . In contrast to Richard II - described as the skipping king - Bolingbroke was seen little , and when he was seen , he was seen to great effect : ... and so my state , Seldom , but sumptuous , show'd like a feast , And wan ...
第 260 頁
... strategy , explicit or implicit , always directs our actions . Implicit strategies usually lead to more trouble than those that are clearly articulated . Effective leaders always know what they are doing , and why . When a strategy is ...
... strategy , explicit or implicit , always directs our actions . Implicit strategies usually lead to more trouble than those that are clearly articulated . Effective leaders always know what they are doing , and why . When a strategy is ...
第 267 頁
... strategy is fine but the execution is flawed ) , the wise de- cision maker knows to stay the course , adjusting the tactics while reaffirming the strategy . In other instances , people have the com- mon sense and courage to acknowledge ...
... strategy is fine but the execution is flawed ) , the wise de- cision maker knows to stay the course , adjusting the tactics while reaffirming the strategy . In other instances , people have the com- mon sense and courage to acknowledge ...
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