Where leadership starts
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| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071502319 | ||
| 003 | MAP | ||
| 005 | 20080418123241.0 | ||
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| 008 | 020403e20011101usa|||| | |00010|eng d | ||
| 040 | $aMAP$bspa | ||
| 084 | $a922.12 | ||
| 100 | 1 | $0MAPA20080190675$aEckert, Robert A. | |
| 245 | 1 | 0 | $aWhere leadership starts$cby Robert A. Eckert |
| 520 | $aIn this article, Eckert tells the story of his first steps from Kraft to Mattel and describes what it takes to fit into the strange new world of another company. He found that his favorite place to share these metaphorical and actual meals was the employee cafeteria. To make each meal a success, Eckert practiced what he calls setting the table, which means preparing the atmosphere for honest dialogue by drawing on a set of tools utensils, if you will designed to quell apprehension. These include naming the source of tension and calling for honesty; deferring, when appropriate, to the other person's realm of expertise; and recognizing common experience | ||
| 650 | 1 | 1 | $0MAPA20080600938$aDirección de empresas |
| 650 | 1 | 1 | $0MAPA20080551513$aLiderazgo |
| 650 | 1 | $0MAPA20080605742$aDirectivos de empresas | |
| 650 | 1 | 1 | $0MAPA20080606404$aHabilidades directivas |
| 650 | 1 | 1 | $0MAPA20080598662$aRelaciones laborales |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$gNovember 2001 ; p. 53-59 |