如何做出明智的决策WHY GREAT LEADERS DON'T TAKE YES FOR AN ANSWER 2025 chm pdf kindle rb azw3 下载 115盘

In this highly readable volume, Harvard Business School professor Roberto demonstrates that the key to making successful strategic business decisions lies in the decision-making process itself. Through nine refreshingly jargon-free chapters, along with helpful graphs and charts, Roberto argues that "good process entails the astute management of the social, political and emotional aspects of decision making." Persuasively employing case studies-from an analysis of the 2003 Columbia space shuttle disaster to the deadly 1996 accident atop Mount Everest to John F. Kennedy's management the Cuban Missile Crisis-Roberto enlivens his primary thesis that failed leadership often fixates "on the question 'What decision should I make?' rather than asking 'How should I go about making the decision?'" With each case study Roberto points out where the process went awry and nimbly indicates how the lessons learned can be applied to any business decision. He explains how to effectively make and implement a final decision and how to efficiently handle groupthink, "yes men" and those who offer nothing but negative criticisms. The book is aimed primarily at a business executive audience, and other readers may get lost. But managers who must lead a group through a plan of action will surely benefit from Roberto's process-centered approach.

Preface

Acknoweldgments

PART Ⅰ LEADING THE DECISION PROCESS

Chapter 1 The Leadership Challenge

Chapter 2 Deciding How to Decide

PAPT Ⅱ MANAGING CONFLICT

Chapter 3 An Absence of Candor

Chapter 4 Stimulating the Clash of Ideas

Chapter 5 Keeping Conflict Constructive

PAPT Ⅲ BUILDING CONSENSUS

Chapter 6 The Dynamics of Indecision

Chapter 7 Fair and Legitimate Process

Chapter 8 Reaching Closure

PART Ⅳ A NEW BREED OF TAKE-CHARGE LEADER

Chapter 9 Leading with Restraint

Endnotes

Index

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：如何做出明智的决策WHY GREAT LEADERS DON'T TAKE YES FOR AN ANSWER在线阅读

在线听书地址：如何做出明智的决策WHY GREAT LEADERS DON'T TAKE YES FOR AN ANSWER在线收听

在线购买地址：如何做出明智的决策WHY GREAT LEADERS DON'T TAKE YES FOR AN ANSWER在线购买

暂无原文赏析，正在全力查找中！

编辑推荐

作者简介：

　　MICHAEL A.ROBERTO is a faculty member at the Harvard Business School.He teaches courses on general management,managerial decision making,and business strategy. Professor Roberto's research focuses on strategic decision-making processes and senior management teams.Recently,he has studied why catastrophic group or organizational failures happen,such as the Columbia space shuttle accident and the 1996 Mount Everest tragedy.

　　Professor Roberto's work has been published in the Hanagement Review,and The Leadership Quarterly.

　　He has taught in the leadership development programs at a number of organizations in cluding Morgan Stanley,Mars,The Home Depot,Novartis,and The World Bank.He has also consulted with organizations such as johnson & Johnson,Lockheed Martin,Corporate Executive Board,and The Advisory Board.

　　Professor Roberto earned an M.B.A. with High Distinction and a doctorate from the Harvard Business School.While pursuing graduate studies at Harvard,he taught the introductory undergraduate course in economic theory,twice winning Harvard's Allyn Young Prize for Teaching in Economics.

　　He lives in Holliston,Massachuetts with his wife,Kristin,and his two daughters,Grace and Celia.

书籍介绍

Harvard Business School's Michael Roberto draws on powerful decision-making case studies from every walk of life, showing how to promote honest, constructive dissent and skepticism; use it to improve decisions; and align organizations behind those decisions. Learn from disasters like the Space Shuttle Columbia and JFK's Bay of Pigs Invasion, from successes like Sid Caesar and Bill Parcells, from George W. Bush's decision-making after 9/11. Roberto complements his compelling case studies with extensive new research on executive decisionmaking. Discover how to test and probe a management team; when 'yes' means 'yes' and when it doesn't; and how to build real consensus that leads to action. Gain important new insights into managing teams, mitigating risk, promoting corporate ethics, and much more.