Gabarro, J. J. & Kotter, J. P.
(1993). Managing Your Boss.
Harvard Business Review, 71(3).
150-157.에서도 피터 드러커의 이론을 빌려서 경영자의 기본적인 스타일을 구분하면서 ‘듣는 상사(Listener)‘와 ‘읽는 상사(Reader)‘는 선호하는 보고 방식이 다름을지적한다. Listener에게는 구두 설명 후 약식 보고서를 나중에 제시하고, Reader에게는 보고서를 먼저제출한 후 간단히 구두 설명을 덧붙이는 쪽이 유리하다는 주장이다.
- P42


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Another great help, where the parties concerned are male and female, is the divergence of view about Unselfishness which we have built up between the sexes. A woman means by Unselfishness chiefly taking trouble for others; a man means not giving trouble to others. As a result, a woman who is quite far gone in the Enemy’s service will make a nuisance of herself on a larger scale than any man except those whom Our Father has dominated completely; and, conversely, a man will live long in the Enemy’s camp before he undertakes as much spontaneous work to please others as a quite ordinary woman may do every day. Thus while the woman thinks of doing good offices and the man of respecting other people’s rights, each sex, without any obvious unreason, can and does regard the other as radically selfish. - P141


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The Enemy loves platitudes. Of a proposed course of action He wants men, so far as I can see, to ask very simple questions; is it righteous? is it prudent? is it possible? Now if we can keep men asking "Is it in accordance with the general movement of our time? Is it progressive or reactionary? Is this the way that History is going?" they will neglect the relevant questions. And the questions they do ask are, of course, unanswerable; for they do not know the future, and what the future will be depends very largely on just those choices which they now invoke the future to help them to make. - P138


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스스로 밝게 빛나는 것들은 어둠이 있어야 찾을 수 있다. 마찬가지로 원하지 않지만 어쩔 수 없이 해낸 그 순간들이 있기에 다른 곳에서 행복을 느낄 수 있는 것이다. - P205


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또한 반대로 내가 상대방의 입장을 생각해서 스케줄을 취소하고 함께 시간을 보낸다고 해도, 상대방은 내가 무슨 계획이 있었는지 모르기 때문에 딱히 고마움이나 미안함을 느끼지 않을 것이다.
- P188


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