Whatmakesaneffectiveexecutive? Themeasureoftheexecutive,PeterF.Druckerremindsus,istheabilityto"gettherightthingsdone."Thisusuallyinvolvesdoingwhatotherpeoplehaveoverlookedaswellasavoidingwhatisunproductive.Intelligence,imagination,andknowledgemayallbewastedinanexecutivejobwithouttheacquiredhabitsofmindthatmoldthemintoresults. Druckeridentifiesfivepracticesessentialtobusinesseffectivenessthatcan,andmust,belearned: Managingtime Choosingwhattocontributetotheorganization Knowingwhereandhowtomobilizestrengthforbesteffect Settingtherightpriorities Knittingallofthemtogetherwitheffectivedecision-making Rangingwidelythroughtheannalsofbusinessandgovernment,PeterF.Druckerdemonstratesthedistinctiveskilloftheexecutiveandoffersfreshinsightsintooldandseeminglyobviousbusinesssituations. 《卓有成效的管理者》论述了现代企业组织的管理者应具备的素质和才能。管理者要做到卓有成效，光靠天资聪明、工作努力是不够的，还要有创造力、创新精神和组织能

The First XI identifies 11 of Australia's long-term top-preforming organisations and provides a comprehensive analysis of their winning framework. Taking its lead from the US bestseller Built to Last, The First XI uncovers the common elements that set Australian winning organisations apart. It also looks at how winning is different in Australia. Professor Graham Hubbard, Delyth Samuel, Graeme Cocks and Simon Heap, a team of respected business practitioners and academics, spent three years researching and analysing the organisations, following the rigorous methodologies used for Built to Last. Surveying 1000 CEOs and assessing identified organisations over a 20-year period using a variety of perspectives, they selected a final group of -long-term winning organisations - the First XI. In this second edition the authors also take a look at what has happened to the First XI in the years since their original study ended to answer a number of burning questions: Are the First XI still winning organis

Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century that supersedes the mass production system of Ford, the financial control system of Sloan, and the strategic system of Welch and GE. It is based on the Toyota (lean) model, which combines operational excellence with value-based strategies to produce steady growth through a wide range of economic conditions. In contrast with the crash-and-burn performance of companies trumpeted by business gurus in the 1990s, the firms profiled in Lean Thinking -- from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney -- have kept on keeping on, largely unnoticed, along a steady upward path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking -- Toyota -- has set its sights on leadership of the global motor vehicle industry in this

TheHarvardBusinessReviewPaperbackSeriesisdesignedtobringtoday'smanagersandprofessionalsthefundamentalinformationtheyneedtostaycompetitiveinafast-movingworld.Fromthepreeminentthinkerswhoseworkhasdefinedanentirefieldtotherisingstarswhowillredefinethewaywethinkaboutbusiness,herearetheleadingmindsandlandmarkideasthathaveestablishedtheHarvardBusinessReviewasrequiredreadingforambitiousbusinesspeopleinorganizationsaroundtheglobe.HarvardBusinessReviewonFinding&KeepingtheBestPeopleisacollectionofcutting-edgearticlesthatwillhelporganizationsunderstandhowbesttohireandretaintheirtopemployeesintoday'sfiercelycompetitivejobmarket.Thearticlesprovidethereaderwithperspectivesnotonlyonhowtohireandretainpeople,butalsowhyemployeesleaveandhowtoutilizetheirskillsevenafterthey'regone.

Whensomeoftheworld'sbiggestcorporationsneedtorevivetheirbrands,innovateproducts,andrethinktheirimages,theycallPeterArnell. NowinhisfourthdecadeofbrandingandmarketingforsuchcompaniesasSamsung,Reebok,DKNY,GNC,andPepsi,Arnellexplainshowyoucanusesomeofthesamestrategiesthatfamousbrandsdo,inordertoimproveyourownimage,life,andcareer.Arnellknowsthisfirsthandbecauseheappliedmanyofthesesamestrategiestotransformhisownlifebylosing256pounds. Howdidhedoit? ArnellcreatedanideahecallsShift. WithShift,you'lldiscoverthestepsyouneedtotakeinordertobecomethebestyou.Creatingandrevitalizingbrandshappenseverydayinbusiness.Shiftshowshowyoucanmakeithappenforyourselfandyourpersonalbrand. Innovativeinsightssuchas"gohelium"areusedbyArnelltoexplainhowhereachedhisultimategoalof150pounds—youcanapplyhistechniquestoreachforyourowngoals.Youwillsee—throughArnell'sdescriptionofhowhe"wenttiger"—howtoexerciseyourowndisciplineandcommitment,withoutapology,evenifthatmeansbuckingthenorm.Andbylearningtoreachouttoyourbrandaudience,youwillcome

Playing the trading game takes audacious confidence, but winning takes more. It's about making chances instead of taking chances. As founder of the remarkably successful Taipan Group-a team of independent financial analysts-author J. Christoph Amberger knows: "There is always an opportunity to make exceptional stock market profits . . . as long as you know how to read the signs." In Hot Trading Secrets, Amberger gives you a blueprint for making big money in any financial climate. He will teach you: How to trade on "insider information" legally and profitably The secret strategies of CBOE floor traders How to profit from the "Red Zones" How to become a stone-cold profit predator In a simple step-by-step presentation, Amberger will liberate you from restrictive conventional fallacies. Using Hot Trading Secrets as your guide, you will learn to exploit volatile market events to achieve consistent profits-whether the market is up or down.

本书为高等院校行政管理及相关专业的本科生编写的专业英语教材，也适合公共管理硕士（MPA）等专业研究生使用。教材编写的主导思想是适应公共管理专业学位学习的要求，体现学以致用的教学目的。全书共有10个单元