He who has a why to work can bear with almost any how. - Ničeova...
понедељак, 27. септембар 2010.
четвртак, 16. септембар 2010.
Oholost, nadmenost i ostale nosodižuće osobine
Ko oseti kod sebe ovo iz naslova, kao što sam ja primetio kod sebe u poslednje vreme, a što negativno utiče na mene, a pozitivno na iskvareni ego (koliko je čovek spreman da uradi samo da bi sačuvao i nahranio svoj ego, pa makar koliko to glupo bilo), trebao bi da pročita knjigu Founders at Work - Stories of startups' early days od Jessica Livingston, i odmah će se spustiti na zemlju i videti svoje mesto u svetu i svom egu dati dugoročno korisnu lekciju. Bem ti ego!
среда, 1. септембар 2010.
Envy: The seven deadly sins, Epstein Joseph
Nisam pročitao knjigu, pošto je nemam, samo preface sa google books, i naleteo sam na jednu, za mene aktuelnu, rečenicu:
"Nietzsche said that a married philosopher was a joke. No doubt he was thinking of the world's greatest philosopher, Socrates, being dragged home - by the ear, as one pictures the scene - by his wife Xanthippe."
"Nietzsche said that a married philosopher was a joke. No doubt he was thinking of the world's greatest philosopher, Socrates, being dragged home - by the ear, as one pictures the scene - by his wife Xanthippe."
четвртак, 26. август 2010.
уторак, 24. август 2010.
O čudu - Vladimir Pištalo
"Radnja u našem životu je nedostatna, okrutna i naivna, epiteti ga čine večnim."
Kako interesatno viđenje života. Manje više svi živimo istu ili sličnu priču, a ono šta ispadne da je večno/bitno je način, kvalitet i dubina tih priča... Neverovatno kako je to lepo, a valjda i tačno, rečeno.
Kako interesatno viđenje života. Manje više svi živimo istu ili sličnu priču, a ono šta ispadne da je večno/bitno je način, kvalitet i dubina tih priča... Neverovatno kako je to lepo, a valjda i tačno, rečeno.
понедељак, 23. август 2010.
Kraj klasičnog modela menadžmenta?
http://online.wsj.com/article/SB10001424052748704476104575439723695579664.html
i rečenica o tome kako će najverovatnije da izgleda novi model:
"The new model will have to be more like the marketplace, and less like corporations of the past. It will need to be flexible, agile, able to quickly adjust to market developments, and ruthless in reallocating resources to new opportunities."
i rečenica o tome kako će najverovatnije da izgleda novi model:
"The new model will have to be more like the marketplace, and less like corporations of the past. It will need to be flexible, agile, able to quickly adjust to market developments, and ruthless in reallocating resources to new opportunities."
уторак, 22. јун 2010.
Zlo mi je od ovih HBRovaca
Evo nekoliko "divnih" ljudi sa HBRa.
http://blogs.hbr.org/ideacast/2010/06/telling-the-truth-about-power.html
http://hbr.org/product/power-play/an/R1007G-HCB-ENG?referral=00134
Stomak mi se okrenuo dok sam čitao ove bljuvotine. A HBR je kao najbolja biznis škola na svetu. Na žalost, i sam sam svedok da su ljudi spremni da se bore za vlast da bi svoje ideje pretvorili u realnost, misleći da su im ideje najbolje i da baš njihove, a ne nečije druge treba da budu realizovane. To se vidi i u političkom, poslovnom, a moguće i u privatnom životu. Valjda je i među životinjama ovako.
Ako bih rekao "užas", postavio bih pitanje o alternativama? Koje li su...?
Evo jedno isečka sa gornjih HBR sajtova:
"If you want to get anything done in a large corporation, you need power. And it won't just fall into your lap: You have to go after it and learn how to use it. Many highly competent people get stuck because they're uncomfortable with that reality. Stanford University professor Pfeffer offers a primer on why power matters, how to get it, and how to use it to advance your organization's agenda--thus, not incidentally, furthering your career. When push comes to shove, the author explains, there are several things powerful people do to prevail. They mete out resources; deploy rewards and punishments to shape others' behavior; advance on multiple fronts; make the first move; co-opt antagonists; remove rivals (nicely, if possible); avoid drawing unnecessary fire; use a personal touch; persist; attend to important relationships; and make their vision compelling. Throughout, Pfeffer draws on real-world examples of people who exercised power skillfully to implement their plans--people ranging from the director of UCSF's breast cancer center to a successful software executive to an Indian cricket mogul...."
Koliko samo manipulacije, laži, zla...je spreman neko da uradi da bi napredovao. Zar je to svet u kome živimo? Jesu li to sredstva pomoću kojih se napreduje? Zlo mi je od ovoga.
http://blogs.hbr.org/ideacast/2010/06/telling-the-truth-about-power.html
http://hbr.org/product/power-play/an/R1007G-HCB-ENG?referral=00134
Stomak mi se okrenuo dok sam čitao ove bljuvotine. A HBR je kao najbolja biznis škola na svetu. Na žalost, i sam sam svedok da su ljudi spremni da se bore za vlast da bi svoje ideje pretvorili u realnost, misleći da su im ideje najbolje i da baš njihove, a ne nečije druge treba da budu realizovane. To se vidi i u političkom, poslovnom, a moguće i u privatnom životu. Valjda je i među životinjama ovako.
Ako bih rekao "užas", postavio bih pitanje o alternativama? Koje li su...?
Evo jedno isečka sa gornjih HBR sajtova:
"If you want to get anything done in a large corporation, you need power. And it won't just fall into your lap: You have to go after it and learn how to use it. Many highly competent people get stuck because they're uncomfortable with that reality. Stanford University professor Pfeffer offers a primer on why power matters, how to get it, and how to use it to advance your organization's agenda--thus, not incidentally, furthering your career. When push comes to shove, the author explains, there are several things powerful people do to prevail. They mete out resources; deploy rewards and punishments to shape others' behavior; advance on multiple fronts; make the first move; co-opt antagonists; remove rivals (nicely, if possible); avoid drawing unnecessary fire; use a personal touch; persist; attend to important relationships; and make their vision compelling. Throughout, Pfeffer draws on real-world examples of people who exercised power skillfully to implement their plans--people ranging from the director of UCSF's breast cancer center to a successful software executive to an Indian cricket mogul...."
Koliko samo manipulacije, laži, zla...je spreman neko da uradi da bi napredovao. Zar je to svet u kome živimo? Jesu li to sredstva pomoću kojih se napreduje? Zlo mi je od ovoga.
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