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Shareholders First Not So Fast...
Pfeffer, JeffreyArtículo HBS-R0907K-ELiderazgo y Dirección de personasWhen did we start measuring the success of a company only according to the increase in its share price? Stanford professor Pfeffer argues that it's time for CEOs to once again balance shareholders' interests with those of the other stakeholders: employees, suppliers, and customers.Desde 8,20 €
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Power, Capriciousness, and Consequences
Pfeffer, JeffreyArtículo HBS-F1304E-EWhen leaders behave capriciously, they signal their power and, often, the authority they need to drive valuable change. But this behavior can also take a toll on employees and potentially undermine organizational performance.Desde 8,20 €
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Power Play
Pfeffer, JeffreyArtículo HBS-R1007G-ELiderazgo y Dirección de personasIf you want to get anything done in a large corporation, you need power. And it won't just fall into your lap: You have to go after it and learn how to use it. Many highly competent people get stuck because they're uncomfortable with that reality. Stanford University professor Pfeffer offers a primer on why power matters, how to get it, and how to use it to advance your organization's agenda-thus, not incidentally, furthering your career. When pu...Desde 8,20 €
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Management a Profession Where's the Proof
Pfeffer, JeffreyArtículo HBS-F1109F-EA campaign to make management more of a profession-one that adheres to higher aims that self-interest or economic benefit-is under way. But professions actually have another defining feature: a specialized body of knowledge that practitioners must apply in their daily work. In law, people must pass an exam to gain admission to the bar. In medicine, doctors are required to complete continuing education. The idea of setting knowledge standards for ...Desde 8,20 €
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Can Nice Guys Finish First (HBR Case Study)
Pfeffer, JeffreyArtículo HBS-R1112X-EAdam Baker is a promising young COO at Straus Event Specialists and the protege of CEO Merwyn Straus, who acquired him along with his failed company, Tallyrymple, a few years ago. Adam suggested that SES and two partners invest in a chain of hotels, and now he wants to run the new business. "That door isn't open to you" is Merwyn's response. "Let it go," says Adam's friend Kaleeb. "Be more aggressive," says Kaleeb's wife. Adam must decide whether...Desde 8,20 €
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Could We Manage Not to Damage People's Health
Pfeffer, JeffreyArtículo HBS-F1111E-ELiderazgo y Dirección de personasEmployers and employees alike benefit from choices that promote good health. But too often, companies refresh the cafeteria menu, offer discounted gym memberships, and leave it up to the individual to go from there. Research shows, however, that management's decisions contribute to morbidity and mortality at least as much as employees' own actions. Layoffs, long hours, failure to provide health insurance, lack of autonomy on the job, and general ...Desde 8,20 €
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Can Nice Guys Finish First (Commentary for HBR Case Study)
Pfeffer, JeffreyArtículo HBS-R1112Z-EAdam Baker is a promising young COO at Straus Event Specialists and the protege of CEO Merwyn Straus, who acquired him along with his failed company, Tallyrymple, a few years ago. Adam suggested that SES and two partners invest in a chain of hotels, and now he wants to run the new business. "That door isn't open to you" is Merwyn's response. "Let it go," says Adam's friend Kaleeb. "Be more aggressive," says Kaleeb's wife. Adam must decide whether...Desde 8,20 €
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Can Nice Guys Finish First? (HBR Case Study and Commentary)
Pfeffer, JeffreyArtículo HBS-R1112L-EConocimiento y comunicaciónAdam Baker is a promising young COO at Straus Event Specialists and the protege of CEO Merwyn Straus, who acquired him along with his failed company, Tallyrymple, a few years ago. Adam suggested that SES and two partners invest in a chain of hotels, and now he wants to run the new business. "That door isn't open to you" is Merwyn's response. "Let it go," says Adam's friend Kaleeb. "Be more aggressive," says Kaleeb's wife. Adam must decide whether...Desde 8,20 €