Critical management lesson of the front and back of common sense: London Business School(Chinese Edition)
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Critical management lesson of the front and back of common sense: London Business School(Chinese Edition) (2013)
~EN PB NWISBN: 9787504479587 bzw. 7504479586, vermutlich in Englisch, Taschenbuch, neu.
Lieferung aus: China, Volksrepublik, Verzendkosten naar: NLD.
Von Händler/Antiquariat, BookerStudy.
paperback. New. Ship out in 2 business day, And Fast shipping, Free Tracking number will be provided after the shipment.Paperback. Pub Date: 2013 Pages: 272 Language: Chinese in Publisher: China Business Press more attention to cost control. the enterprise may die sooner? More emphasis on performance goals. the more customers often loss? Mimic the opponent's model. the more the more you may lose the real advantage? ...... Compared to other innovation is the top priority; whenever. should attach great importance to the added value of the enterprise; break the shackles. always remember that the strategy is flexible. ...... The imperfect management structure. affecting staff performance? Market positioning errors. affecting the performance of the marketing? Too fashion business theory. leading enterprises to the error of the road? London Business School is ranked one of the world's top five business schools. the location of the first business school in Europe is unshakable. Common sense of the positive and negative critical: London Business School management course. the two authors are senior professors of the London Business School. economics and psychology latest survey reference basis. and in the light of hundreds of world-class the results of the work of the enterprise management personnel and lessons. reveal prejudices and blind spots in the enterprise management [reveal prejudices and blind spots in the enterprise management] pointed out how to break the routine. to fight for the key to business success. In the common sense of the positive and negative critical: London Business School management course . the authors pointed out that managers often learning or imitation of the same set of business theory. there are many management blind spots and prejudices. This book to those old problems and controversy has brought a new perspective and change. a new change of the road for the modern enterprise. Contents: Preface Chapter I to do the winner 01 enterprises in the management through differentiation leading to opponents 02 successful businesses can not easily imitate 03 boycott corporate strategic convergence. mediocre 04 put in more effort in the pursuit of innovation 05 focus on corporate important added value is the management of the kingly 06 market competition is important you much stronger than the opponent 07 to create and retain customers is the most important task 08 market insight than depicting corporate vision is more important 09 internal problems than external problems 10 actively seize the market pioneer status 11 strategic significance is to create a market 12 may wish to learn from Buffett's reverse thinking law 13 moments with the 8020 law thinking 14 to avoid decision-making process of non-rational 15 carefully consider the marketing strategy of the applicability of 16 dialysis humanity. emphasis on the market economy. the role of second crack strategic thinking points 01 strategy must be flexible. otherwise lost meaning 02 strategic thinking hard part is unique. precise look at the world 03 excellence strategy is often regarded as heresy 04 strategic competitors objective to determine the fate of the market depends 05 first actual action. the re-birth of the outstanding strategy 06 not superstitious professionals and rely on the staff 07 to develop a strategy similar to scientists repeatedly done the test 08 strategic thinking should study the specific problems start 09 divert attention focus. not the annual planning bondage 10 strategic needs bold. enthusiasm and creativity 11 actively learn from the way of thinking of the investment expert 12 cross-border thinking. learn to break through all kinds of boundary 13 to philosophers and poets to learn another way of thinking 14 carding business process. cut red tape 15 does not contain the 16 innovation becomes to master the art of organization and management of day-to-day work of the modern enterprise Chapter 01 learn to strike a balance between management and innovation 02 the total liberation of the imagination of employees 03 to break the aura of charisma allow enterprises inefficient bottlenecks 04 to grasp the impact of the six outside forces management to discard the traditional standard management model 05 06 new media network for business management 07 to ensure that internal communication smooth 08 to understand the dilemma of the professional managers 09 compared to the change employees are more concerned about changing the environment 10 emphasis on the role of parallel structures in the enterprise the 11 catalytic mechanism to mobilize staff responsibility 12 evolutionism depth rooted to the internal 13 employees to pay more attention to the inherent incentives 14 easy to overlook the five truths 15 reform corporate environment. in order to improve performance 16 emphasis on corporate responsibility. and carefully handle the prejudices prejudices prevalent in the fourth chapter of the actual management of the outsourced work: traditional management methods perpetual prejudice: The Logic of Scientific Discovery no reference value bias: Enterprise moral insignificant bias: contempt employees self-transformation positive bias: enterprise value to its ambition is proportional to the size of prejudice six: the views of a few elite before reliable bias: the wisdom of the masses for Road prejudice: enterprise performance with democratization not related sexual prejudice IX: enterprises must be in absolute stability of state prejudice 10: High pressure management to the good performance bias 11: Enterprise Information bias 12: Decision and the results must be kept strictly confidential contact do not need a clear bias and 13: As long as it is wrong on inexcusable prejudice 14: leaving the meeting. enterprises can not operate Prejudice 15: the dialogue have fierce collision. have the effect of bias and 16: managers must feverishly busy Prejudice 17: economies of scale than simple economic prejudice 18: Innovation is the individual Frankenstein to do something prejudices nineteen: To control the employees in order to get the most realistic value applications in Chapter V of the sense of security and Case 01 No Surprise removed from your dictionary - using rethink the 02 discovery process a new perspective on how to operate specific - discovery process eight characteristics of 03 refused to quick success of the business school curriculum - process subversive 04 less conformist. there will be more. more surprises - discovery process of the effect depends on the agenda is open 05 managers need to keep an open mind to - remodeling thinking process. embark on the journey of self 06 selection of employees to organize the project advisory group - United Kingdom Prudential Holdings (Prudential) live test of strength 07 proposal to encourage subordinates whimsical - British Gas Group (BG) and heresies force 08 integration of business intelligence and social responsibility - Groupe Danone (Danone) mountaineering Project 09 emotional investment is essential the nine effect on corporate performance - the discovery process Conclusion Acknowledgements Satisfaction guaranteed,or money back.
Von Händler/Antiquariat, BookerStudy.
paperback. New. Ship out in 2 business day, And Fast shipping, Free Tracking number will be provided after the shipment.Paperback. Pub Date: 2013 Pages: 272 Language: Chinese in Publisher: China Business Press more attention to cost control. the enterprise may die sooner? More emphasis on performance goals. the more customers often loss? Mimic the opponent's model. the more the more you may lose the real advantage? ...... Compared to other innovation is the top priority; whenever. should attach great importance to the added value of the enterprise; break the shackles. always remember that the strategy is flexible. ...... The imperfect management structure. affecting staff performance? Market positioning errors. affecting the performance of the marketing? Too fashion business theory. leading enterprises to the error of the road? London Business School is ranked one of the world's top five business schools. the location of the first business school in Europe is unshakable. Common sense of the positive and negative critical: London Business School management course. the two authors are senior professors of the London Business School. economics and psychology latest survey reference basis. and in the light of hundreds of world-class the results of the work of the enterprise management personnel and lessons. reveal prejudices and blind spots in the enterprise management [reveal prejudices and blind spots in the enterprise management] pointed out how to break the routine. to fight for the key to business success. In the common sense of the positive and negative critical: London Business School management course . the authors pointed out that managers often learning or imitation of the same set of business theory. there are many management blind spots and prejudices. This book to those old problems and controversy has brought a new perspective and change. a new change of the road for the modern enterprise. Contents: Preface Chapter I to do the winner 01 enterprises in the management through differentiation leading to opponents 02 successful businesses can not easily imitate 03 boycott corporate strategic convergence. mediocre 04 put in more effort in the pursuit of innovation 05 focus on corporate important added value is the management of the kingly 06 market competition is important you much stronger than the opponent 07 to create and retain customers is the most important task 08 market insight than depicting corporate vision is more important 09 internal problems than external problems 10 actively seize the market pioneer status 11 strategic significance is to create a market 12 may wish to learn from Buffett's reverse thinking law 13 moments with the 8020 law thinking 14 to avoid decision-making process of non-rational 15 carefully consider the marketing strategy of the applicability of 16 dialysis humanity. emphasis on the market economy. the role of second crack strategic thinking points 01 strategy must be flexible. otherwise lost meaning 02 strategic thinking hard part is unique. precise look at the world 03 excellence strategy is often regarded as heresy 04 strategic competitors objective to determine the fate of the market depends 05 first actual action. the re-birth of the outstanding strategy 06 not superstitious professionals and rely on the staff 07 to develop a strategy similar to scientists repeatedly done the test 08 strategic thinking should study the specific problems start 09 divert attention focus. not the annual planning bondage 10 strategic needs bold. enthusiasm and creativity 11 actively learn from the way of thinking of the investment expert 12 cross-border thinking. learn to break through all kinds of boundary 13 to philosophers and poets to learn another way of thinking 14 carding business process. cut red tape 15 does not contain the 16 innovation becomes to master the art of organization and management of day-to-day work of the modern enterprise Chapter 01 learn to strike a balance between management and innovation 02 the total liberation of the imagination of employees 03 to break the aura of charisma allow enterprises inefficient bottlenecks 04 to grasp the impact of the six outside forces management to discard the traditional standard management model 05 06 new media network for business management 07 to ensure that internal communication smooth 08 to understand the dilemma of the professional managers 09 compared to the change employees are more concerned about changing the environment 10 emphasis on the role of parallel structures in the enterprise the 11 catalytic mechanism to mobilize staff responsibility 12 evolutionism depth rooted to the internal 13 employees to pay more attention to the inherent incentives 14 easy to overlook the five truths 15 reform corporate environment. in order to improve performance 16 emphasis on corporate responsibility. and carefully handle the prejudices prejudices prevalent in the fourth chapter of the actual management of the outsourced work: traditional management methods perpetual prejudice: The Logic of Scientific Discovery no reference value bias: Enterprise moral insignificant bias: contempt employees self-transformation positive bias: enterprise value to its ambition is proportional to the size of prejudice six: the views of a few elite before reliable bias: the wisdom of the masses for Road prejudice: enterprise performance with democratization not related sexual prejudice IX: enterprises must be in absolute stability of state prejudice 10: High pressure management to the good performance bias 11: Enterprise Information bias 12: Decision and the results must be kept strictly confidential contact do not need a clear bias and 13: As long as it is wrong on inexcusable prejudice 14: leaving the meeting. enterprises can not operate Prejudice 15: the dialogue have fierce collision. have the effect of bias and 16: managers must feverishly busy Prejudice 17: economies of scale than simple economic prejudice 18: Innovation is the individual Frankenstein to do something prejudices nineteen: To control the employees in order to get the most realistic value applications in Chapter V of the sense of security and Case 01 No Surprise removed from your dictionary - using rethink the 02 discovery process a new perspective on how to operate specific - discovery process eight characteristics of 03 refused to quick success of the business school curriculum - process subversive 04 less conformist. there will be more. more surprises - discovery process of the effect depends on the agenda is open 05 managers need to keep an open mind to - remodeling thinking process. embark on the journey of self 06 selection of employees to organize the project advisory group - United Kingdom Prudential Holdings (Prudential) live test of strength 07 proposal to encourage subordinates whimsical - British Gas Group (BG) and heresies force 08 integration of business intelligence and social responsibility - Groupe Danone (Danone) mountaineering Project 09 emotional investment is essential the nine effect on corporate performance - the discovery process Conclusion Acknowledgements Satisfaction guaranteed,or money back.
Daten vom 28.10.2019 18:22h
ISBN (andere Schreibweisen): 7-5044-7958-6, 978-7-5044-7958-7
ISBN (andere Schreibweisen): 7-5044-7958-6, 978-7-5044-7958-7
Zuerst gefunden: 28.10.2019 18:22:45
Zuletzt gefunden: 15.10.2021 18:37:03
Kleinster Preis: € 58,83 (vom 11.11.2019 20:54:41)
Höchster Preis: € 151,18 (vom 01.11.2019 19:41:31)
Fundstellen insgesamt: 9
Zuletzt gefunden: 15.10.2021 18:37:03
Kleinster Preis: € 58,83 (vom 11.11.2019 20:54:41)
Höchster Preis: € 151,18 (vom 01.11.2019 19:41:31)
Fundstellen insgesamt: 9
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