Xem 1-5 trên 5 kết quả Leadership secrets
  • Jack Welch built a career out of fighting waste. 29 Leadership Secrets from Jack Welch follows in Welch's footsteps, boiling the legendary CEO's leadership successes down to 29 strategies that made GE the world's most competitive company­­and Welch the world's most successful and admired CEO. This all-in-one Welch reference updates material from Robert Slater's bestselling Get Better or Get Beaten, and is today's ultimate fast-paced, no-nonsense handbook on the ways of Jack Welch.

    pdf142p lamphanvico 06-04-2011 150 91   Download

  • This book is a collection of practical writings on management and leadership topics. These writings originally appeared in the business section of the local newspaper in Abilene, Texas, U.S.A. Using examples from movies, books, sports, and everyday experiences, they are designed to introduce readers to a variety of organizational topics in a concise, fun, and interesting manner. This volume should be useful to professional and aspiring managers as well as to students of management and business....

    pdf0p sofia11 17-05-2012 105 44   Download

  • Ebook Harvard business review inside the mind of the leader presents about the leader's secret self; left on a mountainside; the highway ò the mind; leading by feel; leadership warts and all; the seven ages of leader; what made a leader,...

    pdf119p dungxlt 15-03-2015 48 19   Download

  • Despite the gatekeeper role that these scoring systems play regarding access to credit, housing, insurance, utilities, and employment, as well as pricing for those essentials, exactly how the formulas perform the transformation from credit report to credit score is a closely guarded secret. For consumers, regulators, and even industry participants who rely on the computations in their decision-making, the scoring models largely remain a “black box.

    pdf56p enterroi 01-02-2013 15 4   Download

  • The tools and techniques used at Sears, Roebuck might have been right, sometimes even spectacular. And the managers who ran the GM programs might have been the best and the brightest. Certainly the best and the brightest people traditionally have been attracted to the biggest and the best companies, like GM and IBM. But the programs themselves were based on assumptions that were flawed. John Kenneth Galbraith, when asked what he believed was America’s perception of the country’s giant corporations, said that we feared corporate power.

    pdf78p inspiron1212 01-11-2012 22 4   Download

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