000			02031cam a22003854i 4500
005			20211129134831.0
008			110822s2011 nyua b 001 0 eng d
010			_a 2010050671
011			_aBIB MATCHES WORLDCAT
020			_a0307886239
020			_a9780307886231
035			_a(OCoLC)676726571
040			_aDLC _beng _erda _cDLC _dBTCTA _dYDXCP _dIK2 _dYBM _dORX _dJRS _dBWX _dVP@ _dCDX _dATU
050	0	0	_aHD30.28 _b.R854 2011
082	0	0	_a658.4012 _222
100	1		_aRumelt, Richard P., _eauthor. _9235042
245	1	0	_aGood strategy, bad strategy : _bthe difference and why it matters / _cRichard P. Rumelt.
250			_aFirst edition.
264		1	_aNew York : _bCrown Business, _c[2011]
264		4	_c©2011
300			_axii, 322 pages : _billustrations ; _c25 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references and index.
505	0		_a1: Good and bad strategy -- Good strategy is unexpected -- Discovering power -- Bad strategy -- Why so much bad strategy? -- The kernel of good strategy -- 2: Sources of power -- Using leverage -- Proximate objectives -- Chain-link systems -- Using design -- Focus -- Growth -- Using advantage -- Using dynamics -- Inertia and entropy -- Putting it together -- 3: Thinking like a strategist -- The science of strategy -- Using your head -- Keeping your head.
520			_aArgues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results.
588			_aMachine converted from AACR2 source record.
650		0	_aStrategic planning. _9345424
650		0	_aStrategy _9324555
907			_a.b12172054 _b21-09-20 _c28-10-15
942			_cB
945			_a658.4012 RUM _g1 _iA500357B _j0 _lcmain _o- _p$28.46 _q- _r- _s- _t0 _u13 _v6 _w2 _x4 _y.i13172347 _z29-10-15
998			_ab _ac _b06-04-16 _cm _da _feng _gnyu _h0
999			_c1227251 _d1227251