| 1 |
|
The Weird Rules of Creativity - To most experienced executives, managing creativity doesn't look at all like rational management. The practices go beyond counterintuitive; they seem downright strange. And here's what's really weird: Many companies and teams are using these practices with great results./
|
Sutton, Robert I
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 2 |
|
The Work of Leadership - Their followers may not like it, but real leaders don't coddle. They knock people out of their comfort zones. Then they manage the resulting distress./
|
Heifetz, Ronald A
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 3 |
|
Want to Perfect Your Company's Service? Use Behavioral Science - In any service encounter--from a simple pizza pickup to a complex, long-term consulting engagement-perception is reality. Provocative new research sheds light on the underlying psychology of service encounters: when time seems to fly and when it drags,for example, and what sorts of things stick in customers'memories. Five operating principles will help you engineeryour service encounters to enhance your customers' experiences./
|
Chase, Richard B
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 4 |
|
We Don't Need Another Hero - Coped crusaders need not apply to take on the majority of difficult human problems in business. Learn the four secrets of how quiet leaders, working far from the limelight, achieve miracles of compromise for their own good and the good of their companies./
|
Badaracco Jr, Joseph L
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 5 |
|
Welcome to the New World of Merchandising - Retailing has always been an inefficient business, plagued by sales and markdowns, overstocks and understocks. But powerful new software promises to change all that. Learn how to turn the art of merchandising into a science./
|
Friend, Scott C
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 6 |
|
WHAT GOES AROUND - Ask, Don't Tell - As management becomes more democratic, leaders need to change their ways./
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 7 |
|
WHAT GOES AROUND: Bad-Mouthing Praise - Why kind words are not always the right words./
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 8 |
|
WHAT GOES AROUND - Enough About People/
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 9 |
|
WHAT GOES AROUND - Is Lying Good Business? Are the ethics of business like the ethics of society? or ore they more like the ethics of the gambling hall?/
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 10 |
|
WHAT GOES AROUND - Preparing for the Privacy Police - A timeless look at how to create a comprehensive privacy plan - one that factors in the company's goals, employees' roles, and customers' rights./
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 11 |
|
WHAT GOES AROUND: Shoot Your Revolutionaries - When it comes to planning your next product breakthrough, don't look to the people who created the lost one./
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 12 |
|
WHAT GOES AROUND - The Necessity of Nonconformity - To encourage "adventure" in business, managers must be willing to grant power to those who don't fit in./
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 13 |
|
WHAT GOES AROUND - The New Old Thing - Being a fast follower may be a more dependable strategy than being a first mover./
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 14 |
|
WHAT GOES AROUND - Who Are You? - At the heart of many human tragedies is a lack of selfknowledge. It's cost more than one manager his job./
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 15 |
|
What Leaders Really Do - Leadership is different from management, but not for the reasons most people think. Leadership isn't mystical; it has nothing to do with charisma; and it certainly isn't a replacement for management. Rather, leaders cope with change, while managers cope with complexity. Read why companies need both kinds of people to succeed./
|
Kotter, John P
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 16 |
|
What Titans Can Teach Us - You don't have to aspire to titanhood to learn from Andrew Carnegie, Thomas J. Watson, Sam Walton, and other business giants who weren't afraid to break a few rules or even look ridiculous as they pursued their outsized dreams./
|
Tedlow, Richard S
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 17 |
|
What You Don't Know About Making Decisions - When you make a decision, do you askfor advice, read reports, mull them over, say yea or nay, and send your company off to make it happen? Then you're going about it all wrong. New research reveals what goes into an effective decision-making process and how to tell if you've got one./
|
Garvin, David A
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 18 |
|
Where Value Lives in a Networked World/
|
Sawhney, Mohanbir
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 19 |
|
Work-Life Imbalance - playfully illustrate people's attempts to find the perfect mix of work time and personal time./
|
Brown, David
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
| 20 |
|
Worth Waiting For - Some HBR articles emerge after years of painstaking research and conceptual development between authors and editors. Herewith, the tale of two articles that are, as you'll see, well worth the wait./
|
|
Graduate School of Business Administration, Harvard University
|
2001
|
|
|
|
기사
(20)
