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Contents
Contributors
Preface
Part One - The Mission Comes First: and your role as a leader
1 - The Commitment
2 - Leadership Is a Foul-Weather Job
3 - Setting New Goals—Interview with Frances Hesselbein
4 - What the Leader Owes—Interview with Max De Pree
5 - Summary: The Action Implications
Part Two - From Mission to Performance: effective strategies for marketing, innovation, and fund development
1 - Converting Good Intentions into Results
2 - Winning Strategies
3 - Defining the Market—Interview with Philip Kotler
4 - Building the Donor Constituency—Interview with Dudley Hafner
5 - Summary: The Action Implications
Part Three - Managing for Performance: how to define it; how to measure it
1 - What Is the Bottom Line When There Is No “Bottom Line”?
2 - Don’t's and Do’s— The Basic Rules
3 - The Effective Decision
4 - How to Make the Schools Accountable—Interview with Albert Shanker
5 - Summary: The Action Implications
Part Four - People and Relationships: your staff, your board, your volunteers, your community
1 - People Decisions
2 - The Key Relationships
3 - From Volunteers to Unpaid Staff—Interview with Father Leo Bartel
4 - The Effective Board—Interview with Dr. David Hubbard
5 - Summary: The Action Implications
Part Five - Developing Yourself: as a person, as an executive, as a leader
1 - You Are Responsible
2 - What Do You Want to Be Remembered For?
3 - Non-profits: The Second Career—Interview with Robert Buford
4 - The Woman Executive in the Non-profit Institution—Interview with Roxanne Spitzer-Lehmann
5 - Summary: The Action Implications
Index
About the Author
Books by Peter F. Drucker & Joseph A. Maciarello
Notes
Copyright
About the Publisher
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