Some of our attitudes are fitting, others unfitting. It seems fitting to admire Mandela, but not Idi Amin, and to believe that the Seine flows through Paris, but not that the Thames does. Fitting attitudes get things right. Conor McHugh and Jonathan Way argue that fittingness is the key to understanding the normative domain—the domain of reasons, obligations, and value. They de...(展开全部)

Some of our attitudes are fitting, others unfitting. It seems fitting to admire Mandela, but not Idi Amin, and to believe that the Seine flows through Paris, but not that the Thames does. Fitting attitudes get things right. Conor McHugh and Jonathan Way argue that fittingness is the key to understanding the normative domain—the domain of reasons, obligations, and value. They de...(展开全部)

IT'S NEVER TOO LATE TO LEARN HOW TO LOVE When you fall in love you may be repeating bad relationship habits that you learned growing up or in a previous unhealthy relationship. No matter what your history, "Getting Love Right" can explain how to build and maintain healthy intimacy, including: * How to recognize if you are in a compulsive, apathetic, or healthy relationship ...(展开全部)

Bill Buxton and I share a common belief that design leadership together with technical leadership drives innovation. Sketching, prototyping, and design are essential parts of the process we use to create new products. Bill Buxton brings design leadership and creativity to Microsoft. Through his thought-provoking personal examples he is inspiring others to better understand t...(展开全部)

Bill Buxton and I share a common belief that design leadership together with technical leadership drives innovation. Sketching, prototyping, and design are essential parts of the process we use to create new products. Bill Buxton brings design leadership and creativity to Microsoft. Through his thought-provoking personal examples he is inspiring others to better understand t...(展开全部)

Revered management thinker Peter F. Drucker is our trusted guide in this thoughtful, day-by-day companion that offers his penetrating and practical wisdom. Amid the multiple pressures of our daily work lives, <me>The Daily Drucker</em> provides the inspiration and advice to meet the many challenges we face. With his trademark clarity, vision, and humanity, Drucker sets out hi...(展开全部)

Revered management thinker Peter F. Drucker is our trusted guide in this thoughtful, day-by-day companion that offers his penetrating and practical wisdom. Amid the multiple pressures of our daily work lives, <me>The Daily Drucker</em> provides the inspiration and advice to meet the many challenges we face. With his trademark clarity, vision, and humanity, Drucker sets out hi...(展开全部)

《卓有成效的管理者》告诉我们：一群平凡人，能做出不平凡的事业吗？这是完全可以做到的。只要我们组织中的每一个人都能做到卓有成效。卓有成效可以学会吗？卓有成效是可以学会的。每个人都必须卓有成效吗？卓有成效是管理者必须做到的事，但是在所有的知识组织中。每一位知识工作者其实都是管理者一即使他没有所谓的职权。只要他能为组织做出突出的贡献。管理者的成效往往是决定组织工作成效的最关键因素；并不是只有高级管理人员才是管理者，所有负责行动和决策而又有助于提高机构工作效能的人，都应该像管理者一样工作和思考。如何卓有成效？记录并分析时间的使用情况，把眼光集中在贡献上，充分发挥人的长处，要事优先，有效决策。 What makes an effective executive? The measure of the executive, Peter F....(展开全部)

《卓有成效的管理者》告诉我们：一群平凡人，能做出不平凡的事业吗？这是完全可以做到的。只要我们组织中的每一个人都能做到卓有成效。卓有成效可以学会吗？卓有成效是可以学会的。每个人都必须卓有成效吗？卓有成效是管理者必须做到的事，但是在所有的知识组织中。每一位知识工作者其实都是管理者一即使他没有所谓的职权。只要他能为组织做出突出的贡献。管理者的成效往往是决定组织工作成效的最关键因素；并不是只有高级管理人员才是管理者，所有负责行动和决策而又有助于提高机构工作效能的人，都应该像管理者一样工作和思考。如何卓有成效？记录并分析时间的使用情况，把眼光集中在贡献上，充分发挥人的长处，要事优先，有效决策。 What makes an effective executive? The measure of the executive, Peter F....(展开全部)

This book challenges, with several powerful arguments, some of our deepest beliefs about rationality, morality, and personal identity. The author claims that we have a false view of our own nature; that it is often rational to act against our own best interests; that most of us have moral views that are directly self-defeating; and that, when we consider future generations the ...(展开全部)