基本信息·出版社：Three Rivers Press ·页码：448 页 ·出版日期：2008年09月 ·ISBN：0307451585 ·International Standard Book Number：0307451585 ...
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MBA in a Book: Mastering Business with Attitude |
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MBA in a Book: Mastering Business with Attitude |
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基本信息·出版社：Three Rivers Press
·页码：448 页
·出版日期：2008年09月
·ISBN：0307451585
·International Standard Book Number：0307451585
·条形码：9780307451583
·EAN：9780307451583
·装帧：平装
·正文语种：英语
内容简介 Practical ideas from the best brains in Business
A sharp, jargon-free guide to the core curriculum of an MBA program,
MBA in a Book shows how to master the big ideas of business and use them in a practical way to build and enhance career success.
“In the world of business, ideas matter. . . . Some of the sharpest minds in the business world give perceptive looks into innovation, marketing, finance, strategy, and leadership, providing stimulating, useful perspectives on these core topics.”
—Larry Bossidy, retired chairman and CEO of Honeywell International and coauthor of
Execution: The Discipline of Getting Things DoneGreat business thinkers such as Michael Porter, Rosabeth Kanter, and Bill George of Harvard Business School; Paul Argenti of the Tuck School at Dartmouth; Jeffrey Sonnenfeld of Yale; Peter Senge of MIT; the entrepreneur and inventor Dean Kamen; and the financial innovator Michael Milken are just a few of the best brains in business, providing the intellectual nourishment that will help you play the game of business at the highest level.
作者简介 JOEL KURTZMAN is chairman of the Kurtzman Group (www.KurtzmanGroup.com), a research and consulting firm that focuses on issues relating to knowledge management, strategy, economic development, global risk, governance, and thought leadership. Earlier in his career he was a
New York Times reporter and editor, an editor of
Harvard Business Review, the founder of
strategy+business magazine, and a senior partner for thought leadership and innovation at PricewaterhouseCoopers.
文摘 INTRODUCTION
When I was the editor of the
Harvard Business Review, I had a recurring fantasy (no, not that kind of fantasy). In my fantasy the dean of the Harvard Business School–my boss–would call me into his dimly lit, book-lined, wood-paneled office. He would sit me down, draw the shades, and lock the door. He would pace. In some version of the fantasy he would wring his hands, shrug, hem and haw. In others he would offer me a glass of port and a fine cigar. (I liked the second version better.)
In that fantasy, the dean–an enormous man with a raspy, conspirator’s voice–would say to me that my job at the
Harvard Business Review was to make business appear difficult to the readers. “Don’t publish any smart-aleck articles about how Andrew Carnegie or Henry Ford never finished grammar school or how Bill Gates dropped out of college. Publish articles that talk about how difficult business is, how complicated it is to read a balance sheet, how many times you have to run a regression analysis to really understand your market, how the problems of strategy are intractable. Make it all seem hard,” he would tell me with a scowl.
“Hard? Why?” I would ask rather meekly.
“Why? Why?” he would repeat, eyes narrowed into tiny slits. “Did you really ask me why, you nincompoop?”
“Yes,” I would say, clearing my throat. “I did.”
“Because it is. And besides, what would happen to our business if your readers thought business wasn’t all that difficult? That any imbecile could do it? What do we do then?” the dean would bellow. “We sell business education, business books, business magazines, online business content, business videos, business case studies, lectures, degrees, research, class notes. The whole shebang. If people thought business was easy, we’d be wiped out. Finito. End of story.
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