Managerial Psychology

Showing 21-23 of 23

023-Leading-your-team-500

A New Manifesto for Management

The corporation has emerged as perhaps the most powerful social and economic institution of modern society. Yet, corporations and their managers suffer from a profound social ambivalence. Believing this to be symptomatic of the unrealistically pessimistic assumptions that underlie current management doctrine, Ghoshal et al. encourage managers to replace the narrow economic assumptions of the past.

02-Strategy-500

Scenario Planning: A Tool for Strategic Thinking

How can companies combat the overconfidence and tunnel vision common to so much decision making? By first identifying basic trends and uncertainties and then using them to construct a variety of future scenarios. The author shows how two major companies got a richer picture of the possible future through scenarios — and dramatically improved their strategic planning.

Showing 21-23 of 23