000			03171cam a2200349 a 4500
001			u5886
003			SA-PMU
005			20210418125059.0
008			100429s2010 maua b 000 0 eng
010			_a 2010016499
040			_aDLC _cDLC _dBTCTA _dYDXCP _dUKM _dC#P _dCDX _dVP@ _dSNK _dLMR _dTTU _dUKMGB _dNMH _dMIX _dTUU _dBDX _dTULIB
020			_a9781422157633 (alk. paper)
020			_a1422157636
035			_a(OCoLC)548569582
050	0	0	_aHD30.28 _b.B36835 2010
082	0	0	_a658.4/012 _222
100	1		_aBarney, Jay B.
245	1	0	_aWhat I didn't learn in business school : _bhow strategy works in the real world / _cJay B. Barney, Trish Gorman Clifford.
246	3		_aWhat I did not learn in business school
260			_aBoston : _bHarvard Business Review Press, _cc2010.
300			_axxiii, 234 p. : _bill. ; _c25 cm.
504			_aIncludes bibliographical references (p. 213-231).
505	0		_aPrologue: a little turbulence -- A simple problem -- A new shirt -- A moving target -- A working lunch -- A valuable chain -- A thoughtful workout -- A sweeping vision -- A lone ranger -- A team effort -- A fitting test -- A good call -- A constructive meeting -- A seamless argument -- A tailored presentation -- Epilogue: a staffing question.
520	1		_a"Meet Justin Campbell. He's a newly minted MBA who's landed a coveted job in consulting. He's headed to Chicago to serve HGS, a large client with an intriguing new technology its executives haven't yet decided how to exploit. Constrained by a short timeline and limited information, Justin and his team use state-of-the-art strategy tools to analyze various possibilities." "Justin is energized by this challenging assignment, but soon finds the application of his strategy toolkit isn't as straightforward as he'd expected. The political and organizational forces swirling within HGS complicate his analyses and test his fundamental understanding of important strategic concepts." "Justin and his cohorts aren't "real"--What I Didn't Learn in Business School is a business novel. But they're realistic: they're just like us. They are humans, not human resources, and they each have their own personality, motives, and skills. Their story reveals both the strengths and the limitations of common strategy tools. And it demonstrates tactics for navigating the messy organizational dynamics that can make or break a company's efforts to craft successful strategies." "This engaging book uses the power of story to present potent lessons for anyone seeking to excel at strategy management. The action moves quickly, and at the end of each chapter, you'll find provocative questions that help you tease out vital insights that you can apply in your own work." "What I Didn't Learn in Business School is a compelling read--whether you're a recent business school grad struggling to apply your new knowledge or an experienced leader who already knows that no strategy is created in a vacuum."--BOOK JACKET.
650		0	_aStrategic planning.
650		0	_aDecision making.
650		0	_aProblem solving.
700	1		_aClifford, Trish Gorman.
942			_cBOOK
994			_aZ0 _bSUPMU
596			_a1 2
999			_c11254 _d11254