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By Joan Marques

Company and Buddhism explores other ways of best within the aftermath of the nice Recession and the various tales of fraud and greed that emerged. The e-book explores shifts in enterprise views as extra worth is put on delicate abilities like emotional intelligence and listening, and introduces the reader to the foundations in Buddhist philosophy that may be utilized within the workplace.

Buddhist practices are more and more understood as religious, instead of non secular consistent with se. in reality, Buddhism is alternately known as a philosophy or psychology. during this e-book, Marques explores the worth of making use of the optimistic psychology of Buddhism to paintings settings. She outlines the ways that it bargains powerful options to addressing very important administration and organizational habit comparable matters, but in addition flags up serious parts for warning. for instance, Buddhism is non-confrontational, and promotes detachment. How can enterprise leaders negotiate those rules in gentle of the calls for of contemporary day pressures?

The booklet contains finish of bankruptcy inquiries to advertise mirrored image and important pondering, and examples of Buddhist leaders in motion. it's going to turn out an enthralling learn for college students of organizational habit, administration, management, range and ethics, in addition to enterprise experts.

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Seifert 2002, 55). Für die vergleichsweise hohe Lebenserwartung der DAX-Unternehmen führt Seifert eine Erklärung an, die nichts mit der Führungsperformance der einzelnen Unternehmen zu tun hat: „Needless to say, the high ‘life expectancy’ of German companies in the DAX also reflects the fact that they are less in danger of being taken over“ (ebenda, 56). Eine umfangreichere Studie zur kritischen Entwicklung der Unternehmenslandschaft legten auch die beiden McKinsey Forscher Sarah Kaplan und Richard Foster vor (vgl.

Grunwald 2006). Eine differenzierte Diskussion diese Themas bietet auch Stefan Kühl (vgl. Kühl 1995). Aus Sicht der Unternehmensleitungen waren die Hauptgründe für den Abbau von Führungsschichten in den 1990er Jahren Kostenreduzierung und Kundenfokussierung, nicht explizit eine komplexitätsinduzierte Überarbeitung der Führungsorganisationen (vgl. Holbeche 1996, 8). 22 1 Führungsperformance in Zeiten des Umbruchs Konkurs: Von den 10 Top-Unternehmen, die 1996 im FT Global 500 geführt wurden, konnten sich bis 2005 gerade drei unter den ersten zehn behaupten.

1 Führung zwischen Stabilitätsideal und Veränderungsdruck 25 te im Unternehmen und die Marktentwicklungen berücksichtigt, bieten die Forscher Sarah Kaplan und Richard Foster in der oben angeführten Studie. Der wesentliche Scheiterungsgrund liegt aus Sicht der beiden Forscher im „cultural lock-in“25. Hierunter verstehen die Autoren: (…) the inability to change the corporate culture even in the face of clear market threats – explains why corporations find it difficult to respond to the messages of the marketplace“(Foster & Kaplan 2001, 16).

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