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
We live in an age of unprecedented opportunity: with ambition,drive, and talent, you can rise to the top of your chosenprofession regardless of where you started out. But with opportunity comes responsibility. Companies today aren'tmanaging their knowledge workers' careers. Instead, you must beyour own chief executive officer. That means it's up to you tocarve out your place in the world and know when to change course.And it's up to you to keep yourself engaged and productive during acareer that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. Thekeys: Cultivate a deep understanding of yourself by identifyingyour most valuable strengths and most dangerous weaknesses.Articulate how you learn and work with others and what your mostdeeply held values are. Describe the type of work environment whereyou can make the greatest contribution. Only when you operate with a combination of your strengths andself-knowledge can you achieve true and lasting excellence
Crises -- anything from a natural disaster to a data-security breach to the defection of your best employee -- can prevent you from carrying out your business operations. But with good planning, you can minimize the impact of a potential disaster. This book shows you how to: Avoid a crisis entirely Lay the groundwork for managing a crisis Know when a crisis is imminent Contain and resolve a crisis Learn from each crisis you've resolved
How brain science is transforming the way we manage Why is it so hard for managers to get the results they want?According to the latest brain science, it's because most of whatthey do produces the opposite of what they expect. Appeals toreason fall short, for our decisions are made emotionally, andlogic is at best an after-the-fact justification for what we'vealready determined to do. That's just one of the many amazing discoveries that explain whymanagement is so challenging. but as Charles Jacobs explains, oncewe understand the lessons of neuroscience, we're able to createmore powerful strategies, inspire people to maximize theirpotential, and overcome the biggest hurdle to improving businessperformance-making change stick.
