Power Plays: Shakespeare's Lessons in Leadership and ManagementSimon and Schuster, 30.05.2002 г. - 320 страници The issues fueling the intricate plots of Shakespeare's four-hundred-year-old plays are the same common, yet complex issues that business leaders contend with today. And, as John Whitney and Tina Packer so convincingly demonstrate, no one but the Bard himself can penetrate the secrets of leadership with such piercing brilliance. Let him instruct you on the issues that managers face every day:
Whitney and Packer do not simply compare Shakespeare's plays with management techniques, instead they draw on their own wealth of business experience to show us how these essential Shakespearean lessons can be applied to modern-day challenges. Power Plays infuses the world of business with new life -- and plenty of drama. |
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... someone did not think of it before now . " -John Mulqueen , The Irish Times " A masterful job of weaving the timeless lessons of Shakespeare into a refreshing and intellectually stimulating guide for modern business leaders . Whitney ...
... someone did not think of it before now . " -John Mulqueen , The Irish Times " A masterful job of weaving the timeless lessons of Shakespeare into a refreshing and intellectually stimulating guide for modern business leaders . Whitney ...
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... someone else was full of Hotspur's impa- tience. And when I quit that job to create my own advertising agency in Tulsa, Oklahoma, with $3,600, most of it borrowed, I had 14 Prologue a wife, two kids, no clients. When I was.
... someone else was full of Hotspur's impa- tience. And when I quit that job to create my own advertising agency in Tulsa, Oklahoma, with $3,600, most of it borrowed, I had 14 Prologue a wife, two kids, no clients. When I was.
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... someone ? When is it not ? How can you avoid becoming a Hamlet — so self - conscious about your beliefs that you are unable to act ? We at the top of the power pyramid tend to take ourselves very seriously . Shakespeare has an antidote ...
... someone ? When is it not ? How can you avoid becoming a Hamlet — so self - conscious about your beliefs that you are unable to act ? We at the top of the power pyramid tend to take ourselves very seriously . Shakespeare has an antidote ...
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... someone else, when to seize leadership, how to learn from mistakes, how to keep focused when everyone else around you is screaming, and how to balance personal life and professional life—and, above all, how to retain passion, compassion ...
... someone else, when to seize leadership, how to learn from mistakes, how to keep focused when everyone else around you is screaming, and how to balance personal life and professional life—and, above all, how to retain passion, compassion ...
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Съдържание
11 | |
21 | |
All the Worlds a Stage Business as Theater | 141 |
The Search Within Integrating Values Vision Mission and Strategy | 185 |
A Woman | 286 |
Notes | 295 |
Acknowledgments | 299 |
305 | |
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action actor Agincourt Antony's audience Aufidius banish battle believe Bolingbroke boss Bossidy Brutus business leaders Cassius Claudius Cleopatra colleagues company’s Coriolanus corporate course create creative crown death deceives deception decision deposed Elizabeth employees England enterprise executive Falstaff give Hamlet honor Iago idea Jack Welch Jeff Bezos John Julius Caesar JULIUS CAESAR 3.2 kill King Henry King Henry IV King Richard King Richard II leadership Lear lives look Macbeth managers Mark Antony mavericks murder never nobles Octavius Othello pany Pathmark person play Polonius president Prince Hal Prince Hamlet problems relationship role Roman Rome Rosalind Shake Shakespeare & Company society someone speech strategy success supermarket theater things thou thought throne Tina Packer tion trappings of power Troilus and Cressida troops true trusted lieutenant turn turnaround understand woman women