Making Great Decisions in Business and LifeChicago Park Press, 2006 - 287 страница The phrase "work smarter, not harder" has been repeatedly ridiculed in the Dilbert comic strip and elsewhere, not because it is a bad idea, but because it is thrown like a brick lifesaver to drowning employees. To tell someone to work smarter is like telling someone to be happier, healthier, and richer. It's not much help to merely repeat the objective; what people need is a plan for achieving the objective.In Making Great Decisions, we show our readers how to achieve their objectives. We write to help those in business and those in the business of life--i.e., everyone--to work smarter. Our ideas are both simple and powerful. We offer a better way to look at problems so that the solutions are easier to find. We help supplement our readers' clear thinking by summarizing some of the most powerful techniques we have discovered.Have you ever driven through corn country? From a distance, all you see are corn stalks and more corn stalks in a jumbled mess. Then suddenly, when you get closer, your perspective changes, and you can see down the rows and realize that the corn was planted perfectly in straight lines. Your perception of the crop changes from a messy jumble to a clear picture simply because you're in the right spot. This book puts readers in that ideal spot. So many problems seem like hopeless jumbles but then, when you start using the techniques we discuss here, they start to look as straightforward as the straightest line in an Iowa cornfield.What motivated us to write this book is that, over the years, both of us have regularly come across people in organizations--often bright people with MBAs or other graduate degrees--who don't think they have time, energy, or skills to make good decisions. They have many clues but don't know how to put them together. They regularly face situations that they could analyze with some of the tools they learned in their courses, but they don't realize that. We don't hold ourselves apart from this group, and stories of our successes and failures are sprinkled throughout Making Great Decisions in Business and Life. |
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... Employees Are Your Largest Cost 112 First Find First-Order Effects 113 The Soviets Make Nails 115 Zero in on the Most Zeroes 115 Constrained Resources 116 If This is Fraud, I'm Guilty 118 Witch-Hunts and Probabilities 119 The Lessons ...
... Employees Are Your Largest Cost 112 First Find First-Order Effects 113 The Soviets Make Nails 115 Zero in on the Most Zeroes 115 Constrained Resources 116 If This is Fraud, I'm Guilty 118 Witch-Hunts and Probabilities 119 The Lessons ...
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THINKING WORKS | 1 |
THINK CLEARLY | 19 |
THINK VALUE | 33 |
ASK WHAT CHANGED | 59 |
KNOW WHAT YOU WANT BEFORE YOU CHOOSE | 67 |
The Lessons Learned | 91 |
REALIZE WHATS IMPORTANT | 109 |
CREATE BETTER ALTERNATIVES | 123 |
RISK IS PART OF GROWTH | 163 |
EXPLOIT INEQUALITY | 189 |
KNOW THE VALUE OF INFORMATION | 209 |
THINK SIMPLE | 221 |
THINK ARBITRAGE | 231 |
DO THE RIGHT THING | 241 |
OUR FINAL THOUGHTS | 259 |
33 | 270 |
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Making Great Decisions in Business and Life David R. Henderson,Charles L. Hooper Ограничен приказ - 2006 |
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20 percent alternatives arbitrage asked average behavior Best Buy better Billy Beane bottle buy insurance calculate California chance Chapter choose CLH's company’s consider cost customers Decision Analysis decision tree decision-making Dirty Harry discount rate doctors dollars drive drug economics economist employees example Expected Net Present expected value expenses fire focus forecast friends hire important investment lean manufacturing learned live look lose loss manufacturing marginal market share means Merck million minutes mountain lion Net Present Value never non-linearity Objective Insights opportunities outcome perfect information person pharmaceutical probability problem profits purchase realize reason result revenues risk tolerance risky Ronald Howard Ronnie Lott sell shows simply situation someone spend story success sunk costs things ticket workers worth