Balanced Scorecard Emotional Intelligence Finance Management 
Harvard Business Review
NOVEMBER 23, 2010
Across Africa, many unemployed men have managed small businesses, at least once in their lives. Organizations that move into developing nations to help small technical businesses, must help those businesses manage their finances. Across Africa, many unemployed men have managed small businesses, at least once in their lives.
Harvard Business Review
NOVEMBER 23, 2010
Its the managers responsibility to lead their employees, manage performance, and provide guidance. Yes, managers often interview job candidates or identify the most talented employees as part of a talent management program. Thats different in IT, accounting, or finance. This is how we conduct interviews.
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Harvard Business Review
NOVEMBER 23, 2010
More on: Managing yourself , Morale , Work life balance Join the Discussion | More by This Author | Email/Share Previous The Right CEO Personality for Process Improvement Next How to Turn Garbage into Gold Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.
Harvard Business Review
NOVEMBER 22, 2010
Harvard Business Review Cart My Account Downloads Explore Today on HBR Blogs Magazine Books Authors Store Harvard Business School Topics Change Management Competition Innovation Leadership Strategy Skills Emotional Intelligence Managing Yourself Measuring Business Performance Project Management Strategy Execution Industries Finance & Insurance (..)
Harvard Business Review
NOVEMBER 30, 2010
Its far more complicated when too many unknowns, or the difficulty of balancing competing priorities, pushes a decision into the realm of judgment. If we hope for better management of large-scale endeavors, our models will have to look beyond what it takes to inform individual, or even organizational, moves.
Harvard Business Review
NOVEMBER 23, 2010
He wasnt a process manager. He wasnt a process manager. I argued against that — not because I disliked Sandy, but because I didnt think he was the right guy to run the combined entity. He did not, from my point of view, have the skills to run the big company that we had produced. He ran the place by people and personalities.
Harvard Business Review
NOVEMBER 29, 2010
Perhaps people and societies are a tiny bit more adaptive, resilient, intelligent, and creative than yesterdays institutions assume. And perhaps failing to recognize that is whats really at the root of this great crisis.
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