000			02969cam a2200397Mi 4500
001			on1030739725
003			OCoLC
005			20240726105210.0
008			180405s2017 mau o 000 0 eng d
040			_aYDX _beng _erda _epn _cYDX _dOCLCO _dOCLCQ _dNT
020			_a9781633692572 _q((electronic)l(electronic)ctronic)
050	0	4	_aHN25 _b.H699 2017
049			_aMAIN
100	1		_aChristensen, Clayton M., _e1
245	1	0	_aHow will you measure your life? /Clayton M. Christensen.
260			_aBoston, Massachusetts : _bHarvard Business Review Press, _c(c)2017.
300			_a1 online resource (v, 41 pages .).
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aHarvard business review classics
504			_a2
520	0		_aHarvard Business School's Clayton M. Christensen teaches aspiring MBAs how to apply management and innovation theories to build stronger companies. But he also believes that these models can help people lead better lives. In this book, he explains how, exploring questions everyone needs to ask: How can I be happy in my career? How can I be sure that my relationship with my family is an enduring source of happiness? How can I live my life with integrity? The answer to the first question comes from Frederick Herzberg's assertion that the most powerful motivator isn't money; it's the opportunity to learn, grow in responsibilities, contribute, and be recognized. Management isn't about buying, selling, and investing in companies, as many think. The principles of resource allocation can help people attain happiness at home. If not managed masterfully, what emerges from a firm's resource allocation process can be very different from the strategy management intended to follow. That's true in life too: If you're not guided by a clear sense of purpose, you're likely to fritter away your time and energy on obtaining the most tangible, short-term signs of achievement, not what's really important to you. And just as a focus on marginal costs can cause bad corporate decisions, it can lead people astray. The marginal cost of doing something wrong "just this once" always seems alluringly low. You don't see the end result to which that path leads. The key is to define what you stand for and draw the line in a safe place.-- _cProvided by publisher.
530			_a2 _ub
650		0	_aQuality of life.
650		0	_aIntegrity.
650		0	_aManagement.
650		0	_aBusiness ethics.
650		0	_aSelf-perception.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1798538&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHN _m2017 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92376 _d92376
902			_a1 _bCynthia Snell _c1 _dCynthia Snell