By Christian Bourion (auth.)
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Additional info for A Management System Exempt from Power: Learning to Manage with Consideration for Others
4. If I receive a letter including explicit questions, I reply by writing. 5. If I am sent an emotional letter, I do not answer in writing but I might suggest meeting the author of the letter. 6. I never include conﬁdential information in a written communication. Conﬁdential information is to be transmitted orally only. 7. When I need to write a document, I always remember that my writing can be turned against me. 8. The more frequently memos are sent, the less important they become. 9. Keep your emotions for love letters.
To make do with what one has got” shows that these values may change as well. They can be modiﬁed in accordance with the experience acquired. If the situation progresses positively, the manager may raise the norm, if negatively, he may lower the norm. In some instances, the manager may be brought by hazardous circumstances to change his values and this may recast his professional development. Accidents and important setbacks may have the same result on the manager’s values. Eventually, the manager’s progression may come to a dead end.
Tapie bought the company, sold it to the Walloon region and the company went into liquidation. ᭤ The Swiss owned 90 percent of the world watch market, their standard was mechanical watches. When quartz watches were introduced, the Swiss turned that new standard down. The same situation occurred when polaroid and silkscreen printing were introduced and when the inventors of the Espace car proposed their new model. Subsequently, the Swiss lost a new watch market to the advantage of the Japanese company Seiko; Kodak lost parts of market share to the advantage of the polaroid inventor who created Rank Xerox; Citröen and Peugeot decided to abandon the Espace car project which was adopted by Hanon – the inventor of the R5 car – and became the third revolutionary vehicle of the twentieth century after the model T Ford and the Jeep.
A Management System Exempt from Power: Learning to Manage with Consideration for Others by Christian Bourion (auth.)