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Why Great Leaders Don't take Yes for an Answer managing for conflict and consensus Michael A. Roberto.

By: Material type: TextTextPublication details: New Jersey : Pearson, 2005.Edition: 1st edDescription: 304 p. ; 23 cmISBN:
  • 0137000634
  • 9780137000630
Subject(s): DDC classification:
  • 658
LOC classification:
  • HD 57.7 .R63 2005
Online resources: Summary: 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.
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Holdings
Item type Current library Collection Call number Copy number Status Barcode
Books The MUA Library South C campus - Fiction & Motivation Motivation /Leadership HD 57.7 .R63 2005 (Browse shelf(Opens below)) 1 Available 2009-0328
Books The MUA Library South C campus - Fiction & Motivation Motivation /Leadership HD 57.7 .R63 2005 (Browse shelf(Opens below)) 1 Available 2009-0329

Paperback.

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.

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