000			02590cam a2200373 i 4500
999			_c5884 _d5884
001			19344894
003			OSt
005			20210518121051.0
008			161012s2017 mau 000 0 eng c
010			_a 2016042146
020			_a0062102419
040			_aMH/DLC _beng _cMH _erda _dDLC
042			_apcc
050	0	0	_aHN25 _b.C48 2017
082	0	0	_a158.1 CHR _223
100	1		_aChristensen, Clayton M., _eauthor.
245	1	0	_aHow will you measure your life? / _cClayton M. Christensen.
264		1	_aLondon ; _bHarperCollins _c2012
300			_av, 41 pages ; _c17 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
490	1		_aHarvard business review classics
520			_aHarvard Business School's Clayton M. Christensen teaches aspiring MBAs how to apply management and innovation theories to build stronger companies. But he also believes that these models can help people lead better lives. In this book, he explains how, exploring questions everyone needs to ask: How can I be happy in my career? How can I be sure that my relationship with my family is an enduring source of happiness? How can I live my life with integrity? The answer to the first question comes from Frederick Herzberg's assertion that the most powerful motivator isn't money; it's the opportunity to learn, grow in responsibilities, contribute, and be recognized. Management isn't about buying, selling, and investing in companies, as many think. The principles of resource allocation can help people attain happiness at home. If not managed masterfully, what emerges from a firm's resource allocation process can be very different from the strategy management intended to follow. That's true in life too: If you're not guided by a clear sense of purpose, you're likely to fritter away your time and energy on obtaining the most tangible, short-term signs of achievement, not what's really important to you. And just as a focus on marginal costs can cause bad corporate decisions, it can lead people astray. The marginal cost of doing something wrong "just this once" always seems alluringly low. You don't see the end result to which that path leads. The key is to define what you stand for and draw the line in a safe place.-- _cProvided by publisher
650		0	_aQuality of life.
650		0	_aIntegrity.
650		0	_aManagement.
650		0	_aBusiness ethics.
650		0	_aSelf-perception.
830		0	_aHarvard business review classics.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cSTL