This book is intended to help you enhance your common sense (your
intuitive decision making skills) as well as your critical thinking
skills (your rational planning and decision-making skills). A big
claim, to be certain, but undoubtedly a valid one. As you are
aware, your common sense, and with it your ability to make many
decisions almost intuitively with minimum thought, is vastly better
today than it was when you were a teenager. Experience and learning
that translated itself into better judgment and reasoning ability,
accounts for this change. More precisely, new knowledge led to
thought habits that became so solid that you spend hardly a moment
on decisions to which they apply. That is how common sense and
judgment mature. Practicing the relatively simple formula that this
book offers, and developing the habit to apply it regularly, will
help you take another quantum step toward a higher level of common
sense and intuitive reasoning when you develop plans and make
decisions. At the same time, the book will provide you with tools
that will sharpen your ability to think about work and personal
decisions you are facing from a more comprehensive perspective than
you are probably doing now. In addition to helping with plans and
decisions, the book will show you how to be an more effective
leader. If you manage anything, with or without staff, are
preparing for managerial responsibities as a college student, or if
you seek to take a managerial career track, this book can be of
significant use to you. It does not matter whether your career is
in business, non-profit organization, or government, in health
care, retail, engineering, or transportation, just to name a few.
The concept presented here addresses decisions on matters which,
directly or indirectly, involve people. If you are, or expect to be
a manager with a small or a large staff, this book will not only
help you make better managerial decisions, it will also help you
become a better leader. However, even if you are on a professional
track where you manage a function, but do not, or will not have
anyone reporting to you, your work still has impact on people. In
these professional positions the leadership aspects of your
managerial responsibilities may just be of smaller impact, overall,
on your plans and decisions. You will, nevertheless bring better
results if you consider many of the thoughts and concepts discussed
here. Moreover, most professionals are frequently in positions on
teams or projects where they are likely to assume leadership
responsibilities. In these situations, the concepts discussed in
this book can be most useful. Even where your leadership and
management responsibilities, and decisions, involve family affairs,
most of the sections of this book can be valuable. They address key
issues for decision- making and interpersonal relations, and they
do it from a unique and comprehensive perspective.
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