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

From the man the Wall Street Journal hailed as "theguru of Revenue Management" comes revolutionary ways to recoverfrom the after effects of downsizing and refocus your business ongrowth. Whatever happened to growth? In Revenue Management, RobertG. Cross answers this question with his ground-breaking approach torevitalizing businesses: focusing on the revenue side of the ledgerinstead of the cost side. The antithesis of slash-and-burn methodsthat left companies with empty profits and dissatisfiedstockholders, Revenue Management overturns conventionalthinking on marketing strategies and offers the key to initiatingand sustaining growth. Using case studies from a variety of industries, smallbusinesses, and nonprofit organizations, Cross describes no-tech,low-tech, and high-tech methods that managers can use to increaserevenue without increasing products or promotions; predict consumerbehavior; tap into new markets; and deliver products and servicesto customers effectively and efficiently

One of your most sensitive duties as a manager is conducting performance appraisals. How do you objectively evaluate another person's performance? What guidelines are there for talking to your direct reports about both their strengths and their weaknesses? How can you address a weakness to help an employee develop into a stronger member of your team? This book teaches you how to prepare for, conduct, and follow up on performance evaluations in ways that link employee performance to your company's and group's goals. You'll learn how to: Document employee development right from the start Set the appropriate tone in a performance review Address a performance problem Follow up on next steps with your employee

Holacracy: The Revolutionary Management System that Abolishes Hierarchy 合弄制：废除等级的革命性管理系统 颠覆工业社会管理模式，塑造适合互联网时代的全新体系 风靡硅谷的管理理念，合同制创建者权威著作上市 入选 Thinkers 50 候选名单 大众创业，万众创新 时代最好的创业、管理工具 合同制首要开发者布赖恩 J 罗伯逊在接受网易财经记者的访问中提出未来企业管理要杀死 杀死CEO 的大胆假设。 很多时候，由于缺乏对初创企业文化的准确认识，人们常常会将其浪漫化，认为其内部没有管理可言。但仔细思考一下，传统管理模式对一家企业而言，是否就是一种必需品？如果说是必须的，它又何尝不也催生了大量不必要的繁文缛节与效率低下？ 相比之下，全体共治可清晰灵活多了。据《Holacracy》介绍，这种革命性管理

Get ahead of the competition with some expert planning. As any business manager knows, success doesn't just happen. Ittakes hard work and planning to get the desired results. Strategicplanning is the discipline that helps businesses build on theirpresent success by analyzing all the factors that can impact thefuture and take measures to anticipate them. The Complete Idiot'sGuide(r) to Strategic Planning offers clear and concretediscussions about: ? Defining business goals in mission statements ? Proven methods to gather the information necessary to formulatea strategy ? Anticipating the competition ? Executing a strategic plan

The No Asshole Rule was awarded a Quill Award as the Best Business Book of 2007. When Robert Sutton's "No Asshole Rule" appeared in the Harvard Business Review, readers of this staid publication were amazed at the outpouring of support for this landmark essay. The idea was based on the notion, as adapted in hugely successful companies like Google and SAS, that employees with malicious intents or negative attitudes destroyed any sort of productive and pleasant working environment, and would hinder the entire operation's success. Now using case studies from these and many more corporations that have had unquestioned success using variations of "The No Asshole Rule," Sutton's book aims to show managers that by hiring mean-spirited employees - regardless of talent - saps energy from everyone who must deal with said new hires. FEATURING A NEW CHAPTER ON THE RULE AND ITS SURPRISING IMPACT! In this new version of The No Asshole Rule, Bob Sutton provides an uproarious account of the world-wide reaction to his best-se

In this absorbing tale, you watch the timeless principles ofservant leadership unfold through the story of John Daily, abusinessman whose outwardly successful life is spiraling out ofcontrol. He is failing miserably in each of his leadership roles asboss, husband, father, and coach. To get his life back on track, hereluctantly attends a weeklong leadership retreat at a remoteBenedictine monastery. To John's surprise, the monk leading the seminar is a formerbusiness executive and Wall Street legend. Taking John under hiswing, the monk guides him to a realization that is simple yetprofound: The true foundation of leadership is not power, butauthority, which is built upon relationships, love, service, andsacrifice. Along with John, you will learn that the principles in this bookare neither new nor complex. They don't demand special talents;they are simply based on strengthening the bonds of respect,responsibility, and caring with the people around you. Perhaps thisis why The Servant has touche

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

Tradition says there are three ways to grow a company’sprofits: Fire up the sales team with empty promises, cut costs anddownsize, or cook the books. But what if there’s a better way—a waythat nine amazingly profitable and well-run companies are alreadyembracing? Jason Jennings and his research team screened more than100,000 Amer?ican companies to find nine that rarely end up onmagazine covers, yet have increased revenues and profits by tenpercent or more for ten consecutive years. Then they interviewedthe leaders, workers, and customers of these quiet super?stars tofind the secrets of their astoundingly consistent and profitablegrowth. What they have in common is a culture—a community—based on ashockingly simple precept: Think big, but act small. It works forretailers like PETCO, Cabela’s, and O’Reilly Automotive,manufacturers like Medline Industries, service compa?nies likeSonic Drive-In, private educational companies like Strayer,industrial giants like Koch Enterprises, a