A business guide likens the running of an organization to a game of golf, comparing golfer and manager struggles for improvement while demonstrating how to implement systematic changes.
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David K. Hurst is a speaker, consultant, and writer on management, with extensive experience both as an effective manager and educator. He has been a sole practitioner since 1992, and has worked with numerous educational institutions, most recently with the Center for Creative Leadership in Greensboro, North Carolina, and the Richard Ivey School of Business in London, Ontario. He is currently a Research Fellow at the University of Western Ontario's National Centre for Management Research and Development. Hurst was born in England but grew up in South Africa. He now lives with his wife and family in Oakville, Ontario. He has played golf since the age of twelve.
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Anbieter: ThriftBooks-Dallas, Dallas, TX, USA
Hardcover. Zustand: Good. No Jacket. Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less. Artikel-Nr. G0684865017I3N00
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Anbieter: Better World Books, Mishawaka, IN, USA
Zustand: Good. 1st. Pages intact with minimal writing/highlighting. The binding may be loose and creased. Dust jackets/supplements are not included. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good. Artikel-Nr. 3393659-6
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Anbieter: Book Express (NZ), Shannon, Neuseeland
Hardcover. Zustand: Very Good. 306 pages. For the first time, a seasoned business executive and avid golfer combines these two passions to explore what makes for top performance in each field. Managemen t consultant David K. Hurst explores compelling links relating the two activitie s to explain clearly what every manager who plays golf may feel only intuitively : that there is a deep systemic connection between them. For on the tee, as in t he boardroom, a player can't just hit and hope -- he or she must continually thi nk ahead, contemplate multiple scenarios, and consider the downside of every dec ision. And then everything depends on execution. In Learning from the Links, H urst clarifies muddled thinking in both management and golf: he deals squarely w ith the challenge of implementing a game plan and seeing it through. Hurst t akes to task the current head-down instructional model used to teach golf and management. He addresses the huge gulf between knowing what to do in a given s ituation and knowing how to do it. This chasm is an ever-present hazard both o n the course and in an organization: it keeps people from solving their problems and achieving their goals. By examining golfers' and managers' struggles for im provement, Hurst shows us why complex systems are so hard to change and how to set about changing them -- systematically. Using the latest thinking from fields as diverse as neuroscience, artificial intelligence, art, and anthro pology, Hurst's primary purpose is to help his readers make sense of their own e xperience -- to help them learn more effectively. His practical advice is profus ely illustrated with examples from both golf and management, allowing the reader to move back and forth betweenhis or her experiences in both activities. Part b. Artikel-Nr. 4626a
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