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 42 筆
第 27 頁
... success ladder , but Eastman Kodak is still struggling . We will be looking more closely at these companies later , but wherever they are — and more importantly to you , wher- ever you are on the ladder of success - don't ever lose ...
... success ladder , but Eastman Kodak is still struggling . We will be looking more closely at these companies later , but wherever they are — and more importantly to you , wher- ever you are on the ladder of success - don't ever lose ...
第 38 頁
... success or failure can be measured . We'll talk more specifically about strategy in Chapter 11 ; but it goes almost without saying that with no plan or criteria to measure your performance , you might stumble into success — but then ...
... success or failure can be measured . We'll talk more specifically about strategy in Chapter 11 ; but it goes almost without saying that with no plan or criteria to measure your performance , you might stumble into success — but then ...
第 43 頁
... success , I was able to build the next strategy . Sometimes , of course , you do make mistakes . But I believe that ... successful companies must stand for something . The beautiful Battle had been playing too well the role of the ...
... success , I was able to build the next strategy . Sometimes , of course , you do make mistakes . But I believe that ... successful companies must stand for something . The beautiful Battle had been playing too well the role of the ...
內容
Prologue | 11 |
Power Is a Freighted Idea | 23 |
Uneasy Lies the Head That Wears a Crown | 55 |
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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