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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Manager: Master and Servant of Power
內容大綱
When workers withdraw commitment to their jobs or allow resentments toward bosses, subordinates, and others to grow and fester, it isn't because bosses are power hungry or subordinates naturally rebellious. Conflict and misunderstanding usually arise because of power differences. Many managers can't see how their behavior toward subordinates and superiors alike is distorted by hierarchical differences. Because they are masters and servants of power, one might expect that they could transfer their experience from one role to the other. In reality, few managers link their experience as superiors and subordinates or change their behavior in response.