Π ΡΠ»ΠΈ ΠΊΠ°ΠΊ Π§Π΅ΡΡΠΈΠ»Π»Ρ. Π£ΡΠΎΠΊΠΈ Π»ΠΈΠ΄Π΅ΡΡΡΠ²Π°, ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΈ Π²Π»Π°ΡΡΠΈ
ΠΠ±Π·ΠΎΡ
Π 2013 Π³ΠΎΠ΄Ρ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡ PricewaterhouseCoopers ΠΏΡΠΎΠ²Π΅Π»Π° ΠΌΠ°ΡΡΡΠ°Π±Π½ΠΎΠ΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΠ΅, ΠΎΠΏΡΠΎΡΠΈΠ² Π±ΠΎΠ»Π΅Π΅ 1300 ΡΡΠΊΠΎΠ²ΠΎΠ΄ΠΈΡΠ΅Π»Π΅ΠΉ ΠΊΡΡΠΏΠ½Π΅ΠΉΡΠΈΡ
ΠΌΠΈΡΠΎΠ²ΡΡ
ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΉ ΠΎ ΡΠΎΠΌ, ΡΠ΅ΠΉ ΠΈΡΡΠΎΡΠΈΡΠ΅ΡΠΊΠΈΠΉ Π»ΠΈΠ΄Π΅Ρ Π²ΡΠ·ΡΠ²Π°Π΅Ρ Ρ Π½ΠΈΡ
Π½Π°ΠΈΠ±ΠΎΠ»ΡΡΠ΅Π΅ ΡΠ²Π°ΠΆΠ΅Π½ΠΈΠ΅. Π£ΠΈΠ½ΡΡΠΎΠ½ Π§Π΅ΡΡΠΈΠ»Π»Ρ Π·Π°Π½ΡΠ» ΠΏΠ΅ΡΠ²ΠΎΠ΅ ΠΌΠ΅ΡΡΠΎ, Π±ΡΠ΄ΡΡΠΈ ΠΏΡΠΈΠ·Π½Π°Π½Π½ΡΠΌ Π½Π΅ ΡΠΎΠ»ΡΠΊΠΎ Π²Π΅Π»ΠΈΠΊΠΈΠΌ ΠΏΠΎΠ»ΠΈΡΠΈΠΊΠΎΠΌ, Π½ΠΎ ΠΈ ΠΌΠ΅Π½Π΅Π΄ΠΆΠ΅ΡΠΎΠΌ, ΡΠΏΠΎΡΠΎΠ±Π½ΡΠΌ ΡΠ΅ΡΠΈΡΡ Π»ΡΠ±ΡΡ Π·Π°Π΄Π°ΡΡ. ΠΠ½ΠΈΠ³Π° ΠΏΡΠ΅Π΄ΡΡΠ°Π²Π»ΡΠ΅Ρ ΡΠΎΠ±ΠΎΠΉ Π½Π΅ ΠΎΠ±ΡΡΠ½ΡΡ Π±ΠΈΠΎΠ³ΡΠ°ΡΠΈΡ, Π° ΡΠ°Π·Π±ΠΎΡ ΠΊΠΎΠ½ΠΊΡΠ΅ΡΠ½ΡΡ
ΠΊΠ΅ΠΉΡΠΎΠ², ΠΏΡΠ°Π²ΠΈΠ» ΠΈ ΡΠ΅ΡΠ΅Π½ΠΈΠΉ Π§Π΅ΡΡΠΈΠ»Π»Ρ, Π°Π΄Π°ΠΏΡΠΈΡΠΎΠ²Π°Π½Π½ΡΡ
ΠΊ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΌΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ. Π§ΠΈΡΠ°ΡΠ΅Π»Ρ ΠΏΠΎΠ»ΡΡΠΈΡ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΡΠ΅ΠΊΠΎΠΌΠ΅Π½Π΄Π°ΡΠΈΠΈ ΠΏΠΎ Π»ΠΈΠ΄Π΅ΡΡΡΠ²Ρ, ΠΏΡΠΈΠ½ΡΡΠΈΡ ΡΡΡΠ°ΡΠ΅Π³ΠΈΡΠ΅ΡΠΊΠΈΡ
ΡΠ΅ΡΠ΅Π½ΠΈΠΉ ΠΈ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΠΌΡ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ Π²Π»Π°ΡΡΠΈ Π² Π±ΠΈΠ·Π½Π΅ΡΠ΅.
ΠΠΎΠΌΡ ΠΏΠΎΠ΄ΠΎΠΉΠ΄ΡΡ
- ΠΠ΅Π½Π΅Π΄ΠΆΠ΅ΡΡ ΡΡΠ΅Π΄Π½Π΅Π³ΠΎ Π·Π²Π΅Π½Π°, ΠΆΠ΅Π»Π°ΡΡΠΈΠ΅ ΠΎΡΠ²ΠΎΠΈΡΡ ΠΏΡΠΎΠ²Π΅ΡΠ΅Π½Π½ΡΠ΅ ΠΌΠ΅ΡΠΎΠ΄Ρ Π»ΠΈΠ΄Π΅ΡΡΡΠ²Π°
- Π‘ΡΡΠ΄Π΅Π½ΡΡ Π±ΠΈΠ·Π½Π΅ΡβΡΠΏΠ΅ΡΠΈΠ°Π»ΡΠ½ΠΎΡΡΠ΅ΠΉ, ΠΈΠ·ΡΡΠ°ΡΡΠΈΠ΅ ΠΈΡΡΠΎΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΠΏΡΠΈΠΌΠ΅ΡΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ
- Π’ΠΎΠΏβΠΌΠ΅Π½Π΅Π΄ΠΆΠ΅ΡΡ, ΠΈΡΡΡΠΈΠ΅ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΠΌΠΎΠ΄Π΅Π»ΠΈ ΠΏΡΠΈΠ½ΡΡΠΈΡ ΡΠ΅ΡΠ΅Π½ΠΈΠΉ
- ΠΡΠ±ΠΈΡΠ΅Π»ΠΈ Π½ΠΎΠ½βΡΠΈΠΊΡΠ½, Π³Π΄Π΅ ΠΈΡΡΠΎΡΠΈΡ ΡΠΎΠ΅Π΄ΠΈΠ½ΡΠ΅ΡΡΡ Ρ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΠΌΠΈ ΡΠ΅ΠΊΠΎΠΌΠ΅Π½Π΄Π°ΡΠΈΡΠΌΠΈ
ΠΠ»ΡΡΠ΅Π²ΡΠ΅ ΠΎΡΠΎΠ±Π΅Π½Π½ΠΎΡΡΠΈ
- ΠΠ²ΡΠΎΡ β ΠΠ΅Π΄Π²Π΅Π΄Π΅Π² ΠΠΌΠΈΡΡΠΈΠΉ ΠΡΠ²ΠΎΠ²ΠΈΡ
- ΠΠΎΠ΄ ΠΈΠ·Π΄Π°Π½ΠΈΡ β 2020, ΠΈΠ·Π΄Π°ΡΠ΅Π»ΡΡΡΠ²ΠΎ β Π ΠΈΠΏΠΎΠ» ΠΠ»Π°ΡΡΠΈΠΊ
- 454 ΡΡΡΠ°Π½ΠΈΡΡ, ΡΠ²ΡΡΠ΄ΡΠΉ ΠΏΠ΅ΡΠ΅ΠΏΠ»ΡΡ
- ΠΡ
ΠΎΠ΄ΠΈΡ Π² ΡΠ΅ΡΠΈΡ Β«ΠΡΠΏΠ΅ΠΊΡΡ ΠΈΡΡΠΎΡΠΈΠΈΒ»
- ΠΠΏΠΈΡΠ°Π΅ΡΡΡ Π½Π° ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΠ΅ PwC 2013 Π³ΠΎΠ΄Π° ΡΡΠ΅Π΄ΠΈ Π±ΠΎΠ»Π΅Π΅ 1300 ΡΠΎΠΏβΠΌΠ΅Π½Π΅Π΄ΠΆΠ΅ΡΠΎΠ²
- Π‘ΠΎΠ΄Π΅ΡΠΆΠΈΡ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΠΊΠ΅ΠΉΡΡ, ΠΏΡΠ°Π²ΠΈΠ»Π° ΠΈ ΡΠ΅ΡΠ΅Π½ΠΈΡ Π΄Π»Ρ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΠ³ΠΎ ΡΡΠΊΠΎΠ²ΠΎΠ΄ΡΡΠ²Π°
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Steer Like Churchill: Lessons in Leadership, Management and Power
Overview
In 2013 PricewaterhouseCoopers surveyed more than 1,300 senior executives of the worldβs largest companies about which historical leader commands the greatest respect. Winston Churchill topped the list, admired not only as a statesman but as a manager who could solve any problem. This book is not a conventional biography; it extracts concrete cases, rules and decisions from Churchillβs career and translates them into modern leadership practice. Readers will learn how to lead teams, make strategic choices and wield authority in todayβs corporate environment.
Who it's for
- Midβlevel managers seeking proven leadership tactics
- Business students studying historical examples of management
- Executives interested in decisionβmaking frameworks
- Readers who enjoy nonβfiction books that blend history with practical advice
Key features
- Author: Dmitry Lvovich Medvedev
- Published 2020 by Ripol Classic
- 454 pages, hardcover
- Part of the "Aspects of History" series
- Based on a 2013 PwC survey of over 1,300 senior executives
- Provides concrete case studies and decisionβmaking rules for modern managers