Arts & Photography
Audio CDs
Audiocassettes
Biographies & Memoirs
Business & Investing
Children's Books
Christianity
Comics & Graphic Novels
Computers & Internet
Cooking, Food & Wine
Entertainment
Gay & Lesbian
Health, Mind & Body
History
Home & Garden
Horror
Literature & Fiction
Mystery & Thrillers
Nonfiction
Outdoors & Nature
Parenting & Families
Professional & Technical
Reference
Religion & Spirituality
Romance
Science
Science Fiction & Fantasy
Sports
Teens
Travel
Women's Fiction
|
 |
How to Lose Friends & Infuriate People: Leadership in the Networked World |
List Price: $25.00
Your Price: |
 |
|
|
|
| Product Info |
Reviews |
Description:
Jonar Nader knows his thoughts on business and leadership won't appeal to everyone. But this writer-consultant-speaker-philosopher, who grandiosely calls himself a Post-Tentative Virtual Surrealist, certainly doesn't lack for ideas. Between one section on skills for today ("life management" and creativity) and another on those for the future (management trends and customer service), he addresses broad topics like leadership and teamwork and how they can more effectively enable people to coexist. Some comments seem intentionally inflammatory ("stop the insatiable urge to survey everything that moves" and "diplomacy is a waste of time"), but many are tied to proposals for personal and corporate advancement that are truly intriguing, even if they have little chance of widespread adoption. Case in point: his proposition for "fluid shares," a compensatory plan in which everyone is paid equally and rewarded or penalized equally according to profits. Personnel at the top obviously won't like this, but Nader brushes aside this objection, claiming it's for the general good. "Those who are infuriated (should) resign gracefully because their selfish attitude is the one that has been conflicting with the organization for a long time," he writes. Few will find such notions truly feasible, but open-minded readers may appreciate where he's going and perhaps even develop some ideas for shaking things up on their own. --Howard Rothman
|
|
|
|
