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Power Play

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If you want to get anything done in a large corporation, you need power. And it won't just fall into your lap: You have to go after it and learn how to use it. Many highly competent people get stuck because they're uncomfortable with that reality. Stanford University professor Pfeffer offers a primer on why power matters, how to get it, and how to use it to advance your organization's agenda-thus, not incidentally, furthering your career. When push comes to shove, the author explains, there are several things powerful people do to prevail. They mete out resources; deploy rewards and punishments to shape others' behavior; advance on multiple fronts; make the first move; co-opt antagonists; remove rivals (nicely, if possible); avoid drawing unnecessary fire; use a personal touch; persist; attend to important relationships; and make their vision compelling. Throughout, Pfeffer draws on real-world examples of people who exercised power skillfully to implement their plans-people ranging from the director of UCSF's breast cancer center to a successful software executive to an Indian cricket mogul. And Pfeffer identifies three big barriers that can make you your own worst enemy unless you learn how to get over them and embrace the power you need. The most basic-and the most complicated- problem in business is figuring out how to move from a great, high-level idea to practical, operational success. In this issue's Spotlight, HBR looks at some of the most vexing strategy-execution challenges: how to organize for innovation, motivate workers at all levels, sponsor creativity, and wield power effectively.

【書誌情報】

ページ数:16ページ

サイズ:A4

商品番号:HBSP-R1007G

発行日:2010/7/1

登録日:2012/3/28

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