Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards, Amazon.com Review

A blueprint for taking our lives back from the clutter, noise and unnecessary work that fills a modern day. Babauta lays out simple, concise steps for growth through increased productivity and teaches readers the art of living simply. He encourages the reader to place limits on themselves, his tips include: Focus only on the three most essential projects on your plate. Limit oneself to one large goal at a time. And keep emails to just five sentences. Babauta's lessons enable readers to do less, be more effective, get more done and simplify their lives.

Description In this fourth edition of his ground-breaking work, Herbert A. Simon applies his pioneering theory of human choice and administrative decision-making to concrete organizational problems. To commemorate the fiftieth anniversary of the book's original publication, Professor Simon enhances his timeless observations on the human decision-making process with commentaries examining new facets of organizational behavior. Investigating the impact of changing social values and modem technology on the operation of organizations, the new ideas featured in this revised edition update a book that has become a worldwide classic. Named by Public Administration Review as "Book of the Half Century," Administrative Behavior is considered one of the most influential books on social science thinking, and was referred to by the Nobel Committee as "epoch-making." Written for managers and other professionals who wish to understand the decision-making processes at the heart of organization and management, it is also essential reading for students in business and management, economics, sociology, psychology computer science, government, and law. Find out more: Read an excerpt Book Information Free Press, March 1997 Hardcover, 384 pages ISBN-10: 0-684-83582-7 ISBN-13: 978-0-684-83582-2

The path to your professional success starts with a critical look in the mirror. If you read nothing else on managing yourself, read these 10 articles. We've combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself. HBR's 10 Must Reads on Managing Yourself will inspire you to: - Stay engaged throughout your 50+-year work life - Tap into your deepest values - Solicit candid feedback - Replenish physical and mental energy - Balance work, home, community, and self - Spread positive energy throughout your organization - Rebound from tough times - Decrease distractibility and frenzy - Delegate and develop employees' initiative 点击链接进入中文版： 重塑:设计你的职业生涯

本书讲述了有关软件开发的管理艺术。前半部分，作者以讲故事、对话录的新颖形式生动地再现了软件行业技术管理工作的场景；后半部分，作者精心总结了各种工作的管理技巧和实用方法。两位作者共有40 多年的管理工作经验，对管理尤其是软件领域的管理有很多独到而精辟的见解，值得读者细细体味。 本书为软件管理者而写。不管你是管理新手，还是有经验的管理者，抑或是想今后转型做软件管理，看完本书都将受益匪浅。

The author of the international bestseller The Art of the Start offers a new perspective on the art of influence. Guy Kawasaki's acclaimed books have established him as the entrepreneur's entrepreneur, and in The Art of the Start he wrote the essential contemporary guide for starting any new enterprise. Now Kawasaki turns to the mystery of influence and offers a compelling new take on this key force that drives any successful business or personal interaction. Enchantment's fundamental message is that in any transaction the goal is not to get your own way, but to bring about a voluntary, enduring, and delightful change of heart in other people, by working with and through them and enlisting their own goals and desires. It's enchantment that enables us to maneuver through difficult decisions, break people's entrenched habits, defy the wisdom of crowds, and get colleagues to work for long-term goals. Kawasaki's advice includes: • How to Achieve Rapport, Credibility, and Trust • How to Help People Enchant Themselves • How to Overcome Resistance • How to Enchant Your Employees...and Your Boss • How to Resist Enchantment Anchored by his road-tested wisdom and inimitable wit, Enchantment is another classic from one of the most respected voices in business today. ---------- Enchantment: The Art of Changing Hearts, Minds, and Actions is Guy Kawasaki’s tenth book. In it, he explains how to influence what people will do while maintaining the highest standards of ethics. The book explains when and why enchantment is necessary and then the pillars of enchantment: likeability, trustworthiness, and a great cause. The next topics are launching, overcoming resistance, making enchantment endure, and using technology. There are even special chapters dedicated to enchanting your employees and your boss. Finally, because there are times you may want to resist enchantment, there's even a chapter about how to do this too. If you want to change the world — or even part of the world, this book is for you.

This is a user-friendly guide to the art and science of management from Andrew S. Grove, the president of America's leading manufacturer of computer chips. Groves recommendations are equally appropriate for sales managers, accountants, consultants, and teachers--anyone whose job entails getting a group of people to produce something of value. Adapting the innovations that have made Intel one of America's most successful corporations, High Output Management teaches you: what techniques and indicators you can use to make even corporate recruiting as precise and measurable as manufacturing how to turn your subordinates and coworkers into members of highly productive team how to motivate that team to attain peak performance every time Combining conceptual elegance with a practical understanding of the real-life scenarios that managers encounter every day, High Output Management is one of those rare books that have the power to revolutionize the way we work

在线阅读本书 "You'll not only break the ice, you'll melt it away with your new skills."--Larry King "The lost art of verbal communication may be revitalized by Leil Lowndes."--Harvey McKay, author of Swim with the Sharks Without Being Eaten Leil Lowndes' How to Talk to Anyone offers101 time-tested hints, tips, and techniques for confidently communicating with others. A bestselling author and renowned communications consultant, Lowndes focuses on ice-breaking skills and communication techniques that are proven successful when making a positive first impression, establishing instant rapport and credibility, and more. Packed with basic, no-nonsense advice and solid research evidence about which techniques work best in which areas, How to Talk to Anyone show readers how to: Make small talk not so small Use body language to captivate an audience Look like you know what you're talking about--even when you don't

America’s most sought-after executive coach shows how to climb the last few rungs of the ladder The corporate world is filled with executives, men and women who have worked hard for years to reach the upper levels of management. They’re intelligent, skilled, and even charismatic. But only a handful of them will ever reach the pinnacle -- and as executive coach Marshall Goldsmith shows in this book, subtle nuances make all the difference. These are small "transactional flaws" performed by one person against another (as simple as not saying thank you enough), which lead to negative perceptions that can hold any executive back. Using Goldsmith’s straightforward, jargonfree advice, it’s amazingly easy behavior to change. Executives who hire Goldsmith for one-on-one coaching pay $250,000 for the privilege. With this book, his help is available for 1/10,000th of the price.

In this crowning achievement, one of the greatest minds in management theory reveals how to succeed and wield power in the real world. Over decades of consulting with corporations and teaching MBA students the nuances of organizational power, Jeffrey Pfeffer has watched numerous people suffer career reversals even as others prevail despite the odds. Our most common mistake is not having a realistic understanding of what makes some people more successful than others. By believing that life is fair, we tend to subscribe to the “just-world phenomenon,” which leaves us unprepared for the challenges and competition of the real world. Now Pfeffer brings decades of his incredible insights to a wider audience. Brimming with counterintuitive advice, numerous examples from various countries, and surprising findings based on his research, this groundbreaking guide reveals the strategies and tactics that separate the winners from the losers. Power, he argues, is a force that can be used and harnessed not only for individual gain but also for the benefit of organizations and society. Power, however, is not something that can be learned from those in charge—their advice often puts a rosy spin on their ascent and focuses on what should have worked, rather than what actually did. Instead, Pfeffer reveals the true paths to power and career success. Iconoclastic and grounded in the realpolitik of human interaction, Power is an essential organizational survival manual and a new standard in the field of leadership and management.

What does it take to turn ideas into action? What are the elements of a perfect pitch? How do you win the war for talent? How do you establish a brand without bucks? These are some of the issues everyone faces when starting or revitalizing any undertaking, and Guy Kawasaki, former marketing maven of Apple Computer, provides the answers. The Art of the Start will give you the essential steps to launch great products, services, and companies—whether you are dreaming of starting the next Microsoft or a not-for-profit that’s going to change the world. It also shows managers how to unleash entrepreneurial thinking at established companies, helping them foster the pluck and creativity that their businesses need to stay ahead of the pack. Kawasaki provides readers with GIST—Great Ideas for Starting Things—including his field-tested insider’s techniques for bootstrapping, branding, networking, recruiting, pitching, rainmaking, and, most important in this fickle consumer climate, building buzz. At Apple, Kawasaki helped turn ordinary customers into fanatics. As founder and CEO of Garage Technology Ventures, he has tested his iconoclastic ideas on real- world start- ups. And as an irrepressible columnist for Forbes , he has honed his best thinking about The Art of the Start .

前言 死的将军还不够多 我在各种各样的组织工作了至少50年：在大学做过教师和行政，在公司做过顾问，做过董事，还有志愿者。在这些年里，我和几十，甚至是上百位领导谈过，内容涉及他们的角色、目标和成绩。和我合作过的有制造业的巨头，也有微型公司；有遍及世界的组织，也有某个小镇上只有数个严重残疾的孩子的组织；有聪明绝顶的执行官，也有一些昏庸的；有经常谈论领导的人，也有从来不把自己当作领导者也很少谈起领导的人。 而我学到的东西是明确的。首先，世界上可能有天生的领导者，但可以依赖天资的人实在是太少了。领导力应该是学来的，也是可以学到的——当然，这也是编写本书的目的和本书的用途所在。我学到的第二点是“领导性格”、“领导风格”、“领导特质”之类的东西是不存在的。在这半个世纪中我遇到和合作过的最有效率的领导者中，有的整天将自己封闭在办公室里，有的却过于爱好社交；有的是“老好先生”（尽管不是很多），有的则严格遵守纪律；有的果断激进，有的却在做决定前研究再三；有的平易近人，有的却在和人合作了多年后还是很疏远，不光是对我这个外人，对组织中的成员亦是如此；有的会一见面就谈起他们的家庭，有的却除了手头的任务外只字不提。 有的领导者非常自大，但这并不影响他们的成绩（就像麦克阿瑟将军一样，他的自负直到他失业的晚期并没影响到他的成功）。有的领导者在错误面前表现得自我谦虚，这同样也没有他们的成功（就像乔治马绍尔将军和杜鲁门同样获得了成功一样）。有的领导者私人生活简朴得就像沙漠中的隐者，有的却爱炫耀、爱享乐，抓住一切机会大搞排场。有的领导者喜欢听别人讲话，而也有一些成功者喜欢聆听自己内心的声音。在我遇到过的成功者唯一的共同性格特质是他们很少或没有超凡的魅力，也很少去运用它或它所意味的东西。 所有我遇到过的领导者（包括和我合作过和看到过的）懂得简单的四点： 1. 领导者的唯一定义是有下属的人。有的人是思考者，有的是预言家。而两个角色都是重要的且是迫切需要的。没有下属就没有领导者。 2. 高效的领导者并不是大家爱戴和尊敬的人，而是其下属做正确的事的人。成绩才是领导，而不是受欢迎度。 3. 领导者是引人注目的，因此他们会以身作则。 4. 领导并不意味着头衔、特权、职位和金钱，而是责任。 ………………

A landmark work that upends traditional thinking about strategy, and charts a new path to capture new market space that is ripe for growth. 点击链接进入中文版： 蓝海战略:超越产业竞争、开创全新市场(哈佛商学院系列)

从遍布全球的中小企业到如日中天的跨国公司，曾经辉煌的企业和领导人，他们成功的途径千差万别，但让他们一败涂地的原冈，却惊人地相似…… 每个人都喜欢谈论自己的成功，因为每个人部希望学习如何成功。然而有着可口乐教父之称的唐纳德·基奥更喜欢谈论失败。因为了，解失败才能减少失败，减少失败，意味着增加成功。基奥先生根据一生的管理经验总结出一系列公司、企业和个人最容易掉进去的陷阱，称之为“管理十诚”。 看似简单至极，任何真理都是如此。正如沃伦·巴菲特所言：“唐纳德·基奥最强的能力就在于他总能迅速地看穿事物的本质，说话做事能够苴切主题，把复杂的问题变简单是他的处事原则。”

The "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a must-have for the boardroom, business school, and bedside table. Based on a study of forty-three of America's best-run companies from a diverse array of business sectors, In Search of Excellence describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these organizations successful. Joining the HarperBusiness Essentials series, this phenomenal bestseller features a new Authors' Note, and reintroduces these vital principles in an accessible and practical way for today's management reader. --This text refers to the Paperback edition.

YOU WANT LESS. You want fewer distractions and less on your plate. The daily barrage of e-mails, texts, tweets, messages, and meetings distract you and stress you out. The simultaneous demands of work and family are taking a toll. And what's the cost? Second-rate work, missed deadlines, smaller paychecks, fewer promotions-and lots of stress. AND YOU WANT MORE. You want more productivity from your work. More income for a better lifestyle. You want more satisfaction from life, and more time for yourself, your family, and your friends. NOW YOU CAN HAVE BOTH-LESS AND MORE. In The ONE Thing, you'll learn to * cut through the clutter * achieve better results in less time * build momentum toward your goal * dial down the stress * overcome that overwhelmed feeling * revive your energy * stay on track * master what matters to you The ONE Thing delivers extraordinary results in every area of your life-work, personal, family, and spiritual. WHAT'S YOUR ONE THING?

在线阅读本书 Find out what makes the truly exceptional companies different from other companies. ""Built to Last" . . . is one of the most eye-opening business studies since "In Search of Excellence."--"USA Today." Publisher Comments: HarperBusiness Essentials Note from Jim Collins and Jerry Porras, authors of "Built to Last" As we sat down to write this author's note for the HarperBusiness Essentials edition, "Built to Last" celebrated its sixth year on the Business Week bestseller list. Far beyond what we would have dared to imagine, "Built to Last" has lived up to its own name. Ironically, we can claim no credit for the title. Creativity often sprouts from frustration, and our editors in 1994 were frustrated in the extreme. We had inserted a clause into our publishing contract that gave us final right of approval, and as the publication date neared, we just kept vetoing titles. In all, something on the order of 127 different options fell by the wayside, from "You are the Competition" to "Research Results on Visionary Companies." The situation finally escalated to the executive editor for HarperCollins, who went home for the weekend and returned on Monday morning with an idea. "Here," he said, throwing a three by five note card on our editor's desk, "see if they'll go for this." On it he'd written the simple phrase "Built to Last." And we had our title. In retrospect, "Built to Last" is a great title, but it is also the wrong title. Not from a marketing standpoint (don't get us wrong, we'd still keep it), but from the standpoint of what this book is really all about. "Built to Last," it turns out, is not fundamentally about building to last. It is about building something that is worthy of lasting — about building a company of such intrinsic excellence that the world would lose something important if that organization ceased to exist. Implicit on every page is a simple question: Why on Earthwould you settle for creating something mediocre that does little more than make money, when you can create something outstanding that makes a lasting contribution as well? And in the end, as the evidence from our research showed, those who make a lasting contribution make more money over the long run anyway. If we were rewriting "Built to Last" today, we would not overturn any of the basic concepts; they are timeless principles. We certainly know more about great companies than we did in 1994, and there is certainly much that we could add, but our faith in the fundamental findings has not faded. Indeed, we are more convinced than ever that building an enduring great company — one that is truly worthy of lasting — is a noble cause. 　　　　　　　　　　　　　　　　　　　　Jim Collins and Jerry Porras 　　　　　　　　　　　　　　　　　　　　March 31, 2002 Synopsis: Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day — as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?" Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond. From Amazon.com Built to Last became an instant business classic. This audio abridgement is read by the authors, who alternate chapters. Collins is a bit breathlessly enthusiastic, but clear and interesting; Porras, unfortunately, is poorly inflected and wooden. They set out to determine what's special about "visionary" companies--the Disneys, Wal-Marts, and Mercks, companies at the very top of their game that have demonstrated longevity and great brand image. The authors compare 18 "visionary" picks to a control group of "successful-but-second-rank" companies. Thus Disney is compared to Columbia Pictures, Ford to GM, and so on. A central myth, according to the authors, is that visionary companies start with a great product and are pushed into the future by charismatic leaders. Usually false, Collins and Porras find. Much more important, and a much more telling line of demarcation between a wild success like 3M and an also-ran like Norton, is flexibility. 3M had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were not afraid to "try a lot of stuff and keep what works." If you listen to this audiocassette on your daily commute, you may discover whether you are headed to a "visionary" place of work--and, if so, whether you are the kind of employee who fits your employer's vision. (Running time: two hours, two cassettes) --Richard Farr From Library Journal What makes a visionary company? This book, written by a team from Stanford's Graduate School of Business, compares what the authors have identified as "visionary" companies with selected companies in the same industry. The authors juxtapose Disney and Columbia Pictures, Ford and General Motors, Motorola and Zenith, and Hewlett-Packard and Texas Instruments, to name a few. The visionary companies, the authors found out, had a number of common characteristics; for instance, almost all had some type of core ideology that guided the company in times of upheaval and served as a constant bench mark. Not all the visionary companies were founded by visionary leaders, however. On the whole, this is an intriguing book that occasionally provides rare and interesting glimpses into the inner workings and philosophical foundations of successful businesses. Recommended for all libraries. Randy L. Abbott, Univ. of Evansville Lib., Ind. Book Dimension Height (mm) 204 　　　　　　　　　　　　　　　　　　　　　 Width (mm) 134 点击链接进入中文版： 基业长青(珍藏版)

Now nearing its 60th printing in English and translated into nineteen languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity -- like all great breakthroughs -- Porter's analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic strategies -- lowest cost, differentiation, and focus -- which bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided. In the almost two decades since publication, Porter's framework for predicting competitor behavior has transformed the way in which companies look at their rivals and has given rise to the new discipline of competitor assessment. More than a million managers in both large and small companies, investment analysts, consultants, students, and scholars throughout the world have internalized Porter's ideas and applied them to assess industries, understand competitors,, and choose competitive positions. The ideas in the book address the underlying fundamentals of competition in a way that is independent of the specifics of the ways companies go about competing. Competitive Strategy has filled a void in management thinking. It provides an enduring foundation and grounding point on which all subsequent work can be built. By bringing a disciplined structure to the question of how firms achieve superior profitability, Porter's rich frameworks and deep insights comprise a sophisticated view of competition unsurpassed in the last quarter-century.

In today s world, yesterday s methods just don t work. In Getting Things Done, veteran coach and management consultant David Allen shares the breakthrough methods for stress-free performance that he has introduced to tens of thousands of people across the country. Allen s premise is simple: our productivity is directly proportional to our ability to relax. Only when our minds are clear and our thoughts are organized can we achieve effective productivity and unleash our creative potential. In Getting Things Done Allen shows how to: € Apply the "do it, delegate it, defer it, drop it" rule to get your in-box to empty € Reassess goals and stay focused in changing situations € Plan projects as well as get them unstuck € Overcome feelings of confusion, anxiety, and being overwhelmed € Feel fine about what you re not doing From core principles to proven tricks, Getting Things Done can transform the way you work, showing you how to pick up the pace without wearing yourself down.