Mark Pastin,
Pastin
John Wiley & Sons
e druk, 1986
9780875896885
The Hard Problems of Management – Gaining the Ethics Edge
Gaining the Ethics Edge
Specificaties
Gebonden, 268 blz.
|
Engels
John Wiley & Sons |
e druk, 1986
ISBN13: 9780875896885
Rubricering
Juridisch
:
Verwachte levertijd ongeveer 9 werkdagen
Samenvatting
Offers managers new tools to deal with the tough problems businesses face today. Reveals how analyzing the ethical dimensions of problems actually offers competitive advantages. Offers illustrative case examples from internally recognized companies showing that high ethics and high profits go hand in hand––and identifies the factors responsible for these companies′ success.
Specificaties
ISBN13:9780875896885
Taal:Engels
Bindwijze:gebonden
Aantal pagina's:268
Uitgever:John Wiley & Sons
Hoofdrubriek:Persoonlijke effectiviteit, Algemeen management
Inhoudsopgave
Part One: The Ethical Core of Hard Problems
<br /> 1. The Competitive Advantage of Ethics–Based Thinking
<br /> 2. Uncovering and Taking Control of Organizational Ground Rules
<br /> Part Two: Tackling Hard Problems
<br /> 3. Breaking the Gridlock of Competing Interests
<br /> 4. Knowing Who Really Counts in Difficult Decisions
<br /> 5. Why Managing for the Long Run Is the Wrong Strategy
<br /> 6. Resolving Conflicts Between Business Ethics and Public Affairs
<br /> 7. Why Organizations Should Have Weak Cultures and Strong Ethics
<br /> 8. Make–or–Break Factors in Organizational Success: Purpose, Responsibility, Creativity
<br /> Part Three: Managing Ahead of the Curve
<br /> Confronting New Threats to Business
<br /> The Thinking Manager′s Toolbox
<br /> Lessons from High–Profit, High Ethics Companies: An AgAnda for Managerial Action
<br />
<br /> 1. The Competitive Advantage of Ethics–Based Thinking
<br /> 2. Uncovering and Taking Control of Organizational Ground Rules
<br /> Part Two: Tackling Hard Problems
<br /> 3. Breaking the Gridlock of Competing Interests
<br /> 4. Knowing Who Really Counts in Difficult Decisions
<br /> 5. Why Managing for the Long Run Is the Wrong Strategy
<br /> 6. Resolving Conflicts Between Business Ethics and Public Affairs
<br /> 7. Why Organizations Should Have Weak Cultures and Strong Ethics
<br /> 8. Make–or–Break Factors in Organizational Success: Purpose, Responsibility, Creativity
<br /> Part Three: Managing Ahead of the Curve
<br /> Confronting New Threats to Business
<br /> The Thinking Manager′s Toolbox
<br /> Lessons from High–Profit, High Ethics Companies: An AgAnda for Managerial Action
<br />
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