贫穷只是缺钱？忙碌只是缺时间？ 稀缺心态 才是一切稀缺的根源！ 哈佛大学终身教授、 麦克阿瑟天才奖 获得者塞得希尔 穆来纳森和普林斯顿大学心理学教授埃尔德 沙菲尔强强联合之作，继诺贝尔经济学奖获得者丹尼尔 卡尼曼《思考，快与慢》之后的又一部行为经济学重磅新作，《金融时报》2013年***十佳商业图书。 Product details Paperback: 304 pages Author: Sendhil Mullainathan,Eldar Shafir Publisher: Penguin (4 Sept. 2014) Language: English ISBN-10: 0141049197 ISBN-13: 9780141049199 Product Dimensions: 12.9 x 1.7 x 19.8 cm Sendhil Mullainathan, the 'most interesting young economist in the world', and Eldar Shafir, the 'most brilliant psychologist' of his generation, explain the hidden problem behind everything with Scarcity 在长期研究穷人和扶贫的过程中，塞德希尔 穆来纳森发现他和穷人的焦虑竟然类似：穷人缺钱，他

Successful management and leadership has never been a greater challenge. Time is stretched, your people are highly motivated but can be highly demanding and business is competitive. Whether you are a first-time manager or experienced leader, straightforward, practical advice on best practice can be hard to find. John Adair's 100 Greatest Ideas for Leadership and Management will help you find the answers and inspiration you need. The book provides accessible advice from one of the world's best-known and most sought after authorities on leadership and management - advice you can put into practice immediately. 作者简介： John Adair is internationally recognized as a leadership and management guru and has twice been named as one of 40 people worldwide who have contributed most to the development of management thought and practice. He is the author of more than 30 books and numerous articles on history, leadership and management development and over two million people world-wide have participated in the

The path to your professional success starts with a criticallook in the mirror. If you read nothing else on managing yourself,read these 10 articles. We've combed through hundreds of HarvardBusiness Review articles to select the most important ones to helpyou maximize yourself. HBR's 10 Must Reads on Managing Yourself willinspire you to: - Stay engaged throughout your 50+-year worklife - Tap into your deepest values - Solicit candid feedback - Replenish physical and mental energy - Balance work, home, community, and self - Spread positive energy throughout yourorganization - Rebound from tough times - Decrease distractibility and frenzy - Delegate and develop employees' initiative

Are the people who report to you giving you their best? Is each individual on your team performing to his or her fullest potential? For more than thirty years, renowned business consultant and bestselling author Ken Blanchard and legendary NFL coach Don Shula have motivated teams to peak performances. In their classic, authoritative work on coaching, Everyone's a Coach, they distilled their rich collective experience down to its key elements and shared their secrets for inspiring others to greatness. Now, by popular demand, Blanchard and Shula have created The Little Book of Coaching, capturing the essence of their classic in this indispensable motivational gem--a gift to their readers and fans. At the heart of this book is a simple acronym that describes the qualities of an effective leader: Conviction-driven--Never compromise your beliefs Overlearning--Practice until it's perfect Audible-ready--Know when to change Consistency--Respond predictably to performance

Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement, bringing IBM back from the brink of insolvency to lead the computer business once again.Offering a unique case study drawn from decades of experience at some of America's top companies — McKinsey, American Express, RJR Nabisco — Gerstner's insights into management and leadership are applicable to any business, at any level.Ranging from strategy to public relations, from finance to organization, Gerstner reveals the lessons of a lifetime running highly successful companies. 作者简介： Lou Gerstner, Jr., served as chairman and chief executive officer of IBM from April 1993 until March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its

Executives everywhere acknowledge that finding, retaining, and growing talent counts among their toughest business challenges. Yet to address this concern, many are turning to talent management practices that no longer work?because the environment they were tailored to no longer exists. In today's uncertain world, managers can't forecast their business needs accurately, never mind their talent needs. An open labor market means inevitable leaks in your talent pipeline. And intensifying competition demands a maniacal focus on costs. Traditional investments in talent management wind up being hugely expensive, especially when employees you've carefully cultivated leave your firm for a rival. In Talent on Demand, Peter Cappelli examines the talent management problem through a radical new lens. Drawing from state-of-the-art supply chain management and numerous company examples, he presents four new principles for ensuring that your organization has the skills it needs--when it needs them. 作者

All introductory textbooks begin by attempting to convince the student readers that the subject is of great importance in the world, and therefore merits their attention. The physical sciences and engineering claim to be the basis of modern technology and therefore of modern life; the social sciences discuss big issues of governance, for example, democracy and taxation; the humanities claim that they revive your soul after it has been deadened by exposure to the physical and social sciences and to engineering. Where does the subject "games of strategy," often also called game theory, fit into this picture, and why should you study it? Dixit and Skeath's Games of Strategy offers a practical motivation much more individual and closer to your personal concerns than most other subjects. You play games of strategy all the time: with your parents, siblings, friends, enemies, even with your professors. You have probably acquired a lot of instinctive expertise, and we hope you will recognize in what follows some of t

The increase in project outsourcing has forced traditional programmers to take on the role of project managers and quickly learn how to manage software projects The author discusses all of the essentials in widely accepted project. management methodology, from managing programmers to assessing and eliminating risk The book covers the iterative development model, using Microsoft Project 2003, as well as a variety of methodologies including eXtreme, open source, SQA testing, software life cycle management, and more. The companion Web site contains tools, case studies and other resources to help even novices get up and running.

Winner of the Academy of Management's George R. Terry Book Award for Outstanding Contribution to the Advancement of Knowledge in the Field of Management.

This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Mach

Most learning on the job is informal. This book offers advice on how to support, nurture, and leverage informal learning and helps trainers to go beyond their typical classes and programs in order to widen and deepen heir reach. The author reminds us that we live in a new, radically different, constantly changing, and often distracting workplace. He guides us through the plethora of digital learning tools that workers are now accessing through their computers, PDAs, and cell phones.