Finkelstein (Over 9,200 results)

Condition: Very Good. Item in very good condition! Textbooks may not include supplemental items i.e. CDs, access codes etc.

Condition: Very Good. Item in very good condition! Textbooks may not include supplemental items i.e. CDs, access codes etc.

Condition: Very Good. Item in very good condition! Textbooks may not include supplemental items i.e. CDs, access codes etc.

Condition: Good. Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc. Finkelstein, Linda Wildey (illustrator).

Condition: Good. Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc.

paperback. Condition: Good.

paperback. Condition: Very Good.

Condition: Acceptable. Item in acceptable condition! Textbooks may not include supplemental items i.e. CDs, access codes etc.

Condition: Very Good. Item in very good condition! Textbooks may not include supplemental items i.e. CDs, access codes etc.

Hardback. Condition: Good. Bob Pittman and AOL Time Warner. Jean Marie Messier and Vivendi. Jill Barad and Mattel. Dennis Kozlowski and Tyco. It's an all too common scenario. A great company breaks from the pack; the analysts are in love; the smiling CEO appears on the cover of Fortune. Two years later, the company is in flames, the pension plan is bleeding, the stock is worthless. What goes wrong in these cases? Usually it seems that top management made some incredibly stupid mistakes. But the people responsible are almost always remarkably intelligent and usually have terrific track records. Just as puzzling as the fact that brilliant managers can make bad mistakes is the way they so often magnify the damage. Once a company has made a serious mis-step, it often seems as though it can't do anything right. How does this happen? Instead of rectifying their mistakes, why do business leaders regularly make them worse? To answer these questions, Sydney Finkelstein has carried out the largest research project ever devoted to corporate mistakes and failures. In WHY SMART EXECUTIVES FAIL, he and his research team uncover-with startling clarity and unassailable documentation-the causes regularly responsible for major business breakdowns. He relates the stories of great business disasters and demonstrates that there are specific, identifiable ways in which many businesses regularly make themselves vulnerable to failure. The result is a truly indispensable, practical, must-read book that explains the mechanics of business failure, how to avoid them, and what to do if they happen.…

Condition: Good. Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc.

Paperback. Condition: Very Good. Bob Pittman and AOL Time Warner. Jean Marie Messier and Vivendi. Jill Barad and Mattel. Dennis Kozlowski and Tyco. It's an all too common scenario. A great company breaks from the pack; the analysts are in love; the smiling CEO appears on the cover of Fortune. Two years later, the company is in flames, the pension plan is bleeding, the stock is worthless. What goes wrong in these cases? Usually it seems that top management made some incredibly stupid mistakes. But the people responsible are almost always remarkably intelligent and usually have terrific track records. Just as puzzling as the fact that brilliant managers can make bad mistakes is the way they so often magnify the damage. Once a company has made a serious mis-step, it often seems as though it can't do anything right. How does this happen? Instead of rectifying their mistakes, why do business leaders regularly make them worse? To answer these questions, Sydney Finkelstein has carried out the largest research project ever devoted to corporate mistakes and failures. In WHY SMART EXECUTIVES FAIL, he and his research team uncover-with startling clarity and unassailable documentation-the causes regularly responsible for major business breakdowns. He relates the stories of great business disasters and demonstrates that there are specific, identifiable ways in which many businesses regularly make themselves vulnerable to failure. The result is a truly indispensable, practical, must-read book that explains the mechanics of business failure, how to avoid them, and what to do if they happen.…

hardcover. Condition: Fair.

Paperback. Condition: Good. Bob Pittman and AOL Time Warner. Jean Marie Messier and Vivendi. Jill Barad and Mattel. Dennis Kozlowski and Tyco. It's an all too common scenario. A great company breaks from the pack; the analysts are in love; the smiling CEO appears on the cover of Fortune. Two years later, the company is in flames, the pension plan is bleeding, the stock is worthless. What goes wrong in these cases? Usually it seems that top management made some incredibly stupid mistakes. But the people responsible are almost always remarkably intelligent and usually have terrific track records. Just as puzzling as the fact that brilliant managers can make bad mistakes is the way they so often magnify the damage. Once a company has made a serious mis-step, it often seems as though it can't do anything right. How does this happen? Instead of rectifying their mistakes, why do business leaders regularly make them worse? To answer these questions, Sydney Finkelstein has carried out the largest research project ever devoted to corporate mistakes and failures. In WHY SMART EXECUTIVES FAIL, he and his research team uncover-with startling clarity and unassailable documentation-the causes regularly responsible for major business breakdowns. He relates the stories of great business disasters and demonstrates that there are specific, identifiable ways in which many businesses regularly make themselves vulnerable to failure. The result is a truly indispensable, practical, must-read book that explains the mechanics of business failure, how to avoid them, and what to do if they happen.…

Hardcover. Condition: Good.

hardcover. Condition: Good.

Hardcover. Condition: Good.

hardcover. Condition: Good.

Paperback. Condition: Good. "Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way."--Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule "Maybe you're a decent boss. But are you a superboss? That's the question you'll be asking yourself after reading Sydney Finkelstein's fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader."--Daniel H. Pink, author of To Sell Is Human and Drive A fascinating exploration of the world's most effective bosses--and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent. What do football coach Bill Walsh, restauranteur Alice Waters, television executive Lorne Michaels, technol­ogy CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses.   After ten years of research and more than two hundred interviews, Finkelstein--an acclaimed professor at Dartmouth's Tuck School of Business, speaker, and executive coach and consultant--discovered that superbosses exist in nearly every industry. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss. While superbosses differ in their personal styles, they all focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers--while also expanding their own networks and building stronger companies. Among the practices that distinguish superbosses: They Create Master-Apprentice Relationships. Superbosses customize their coaching to what each protégé really needs, and also are constant founts of practical wisdom. Advertising legend Jay Chiat not only worked closely with each of his employees but would sometimes extend their discussions into the night.   They Rely on the Cohort Effect.  Superbosses strongly encourage collegiality even as they simultaneously drive internal competition. At Lorne Michaels's Saturday Night Live, writers and performers are judged by how much of their material actually gets on the air, but they can't get anything on the air without the support of their coworkers.   They Say Good-Bye on Good Terms. Nobody likes it when great employees quit, but super­bosses don't respond with anger or resentment. They know that former direct reports can become highly valuable members of their network, especially as they rise to major new roles elsewhere. Julian Robertson, the billionaire hedge fund manager, continued to work with and invest in his former employees who started their own funds. By sharing the fascinating stories of superbosses and their protégés, Finkelstein explores a phenomenon that never had a name before. And he shows how each of us can emulate the best tactics of superbosses to create our own powerful networks of extraordinary talent.…

Paperback. Condition: Very Good. "Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way."--Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule "Maybe you're a decent boss. But are you a superboss? That's the question you'll be asking yourself after reading Sydney Finkelstein's fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader."--Daniel H. Pink, author of To Sell Is Human and Drive A fascinating exploration of the world's most effective bosses--and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent. What do football coach Bill Walsh, restauranteur Alice Waters, television executive Lorne Michaels, technol­ogy CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses.   After ten years of research and more than two hundred interviews, Finkelstein--an acclaimed professor at Dartmouth's Tuck School of Business, speaker, and executive coach and consultant--discovered that superbosses exist in nearly every industry. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss. While superbosses differ in their personal styles, they all focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers--while also expanding their own networks and building stronger companies. Among the practices that distinguish superbosses: They Create Master-Apprentice Relationships. Superbosses customize their coaching to what each protégé really needs, and also are constant founts of practical wisdom. Advertising legend Jay Chiat not only worked closely with each of his employees but would sometimes extend their discussions into the night.   They Rely on the Cohort Effect.  Superbosses strongly encourage collegiality even as they simultaneously drive internal competition. At Lorne Michaels's Saturday Night Live, writers and performers are judged by how much of their material actually gets on the air, but they can't get anything on the air without the support of their coworkers.   They Say Good-Bye on Good Terms. Nobody likes it when great employees quit, but super­bosses don't respond with anger or resentment. They know that former direct reports can become highly valuable members of their network, especially as they rise to major new roles elsewhere. Julian Robertson, the billionaire hedge fund manager, continued to work with and invest in his former employees who started their own funds. By sharing the fascinating stories of superbosses and their protégés, Finkelstein explores a phenomenon that never had a name before. And he shows how each of us can emulate the best tactics of superbosses to create our own powerful networks of extraordinary talent.…

paperback. Condition: Good.

Hardback. Condition: Good. Since the 1970s, archaeologists have made great strides in recovering the lost world of the Old Testament. Experts understanding of ancient Israel and its neighbours, and Bible tales, have been changed by these discoveries. This book looks at how the Bible came into existence. The authors assert that Abraham, Isaac and jacob never existed, David and Soloman were merely Chieftans and not kings and the Exodus never happened. They claim, through archaeological evidence, that the Bible was created by the people from the southern nation of Judah, in a last ditch attempt to keep their faith alive.…

Hardback. Condition: Fair. Since the 1970s, archaeologists have made great strides in recovering the lost world of the Old Testament. Experts understanding of ancient Israel and its neighbours, and Bible tales, have been changed by these discoveries. This book looks at how the Bible came into existence. The authors assert that Abraham, Isaac and jacob never existed, David and Soloman were merely Chieftans and not kings and the Exodus never happened. They claim, through archaeological evidence, that the Bible was created by the people from the southern nation of Judah, in a last ditch attempt to keep their faith alive.…

Condition: acceptable. This copy has clearly been enjoyedâ"expect noticeable shelf wear and some minor creases to the cover. Binding is strong, and all pages are legible. May contain previous library markings or stamps.

paperback. Condition: Fair.

paperback. Condition: Very Good.

Paperback. Condition: Very Good. Do you know what it's really like to be a young homeless person? WITH NO DIRECTION HOME: HOMELESS YOUTH ON THE ROAD AND IN THE STREETS takes you into their world, their living conditions, and their street experiences. Plus, it takes a hard look at fictive kin experiences and drug addiction. Learn how to move from compassion to rapport with this incredible ethnography textbook.…

Paperback. Condition: Good. Do you know what it's really like to be a young homeless person? WITH NO DIRECTION HOME: HOMELESS YOUTH ON THE ROAD AND IN THE STREETS takes you into their world, their living conditions, and their street experiences. Plus, it takes a hard look at fictive kin experiences and drug addiction. Learn how to move from compassion to rapport with this incredible ethnography textbook.…

Condition: Good. Drawing on the archaeological findings, this book reveals the historical truth about the first kings of western civilization and the evolution of their biblical myth. David and his son Solomon are famous in the Bible for their warrior prowess, legendary loves, wisdom, poetry, conquests, and ambitious building programmes. …

Hardback. Condition: Good. Why do smart and experienced leaders make flawed, even catastrophic, decisions? Why do people keep believing they have made the right choice, even with the disastrous result staring them in the face? And how can you be sure you're making the right decision--without the benefit of hindsight? Sydney Finkelstein, Jo Whitehead, and Andrew Campbell show how the usually beneficial processes of the human mind can become traps when we face big decisions. The authors show how the shortcuts our brains have learned to take over millennia of evolution can derail our decision making. Think Again offers a powerful model for making better decisions, describing the key red flags to watch for and detailing the decision-making safeguards we need. Using examples from business, politics, and history, Think Again deconstructs bad decisions, as they unfolded in real time, to show how you can avoid the same fate.…