000			01721nam a2200157Ia 4500
020			_a0670081310
082			_a658.4092 _bGOP
100			_aGopalakrishnan, R.
245			_aCase of the Bonsai Manager : lessons from nature on growing
260			_aNew Delhi _bPenguin Books India (P) Ltd. _c2007
300			_axxiv,264p.
500			_aCONTENTS : FOREWORD vii ACKNOWLEDGEMENTS ix INTRODUCTION xi SECTION I: ANALYSIS AND INTUITION 1. REFLECTIONS ON ARABIA 3 Intuition from the edges of analysis SECTION II: THE LEADER'S INTUITION 2. WHAT INTUITION IS 15 The idea of the 'BRIM' 3. DEVELOPING INTUITION THROUGH THE 'BRIM' 28 The value of anecdotes 4. LEARNING WHAT IS NOT TAUGHT 40 The nature of management SECTION III: INTUITION THROUGH VARIED EXPERIENCES AND RELATIONSHIPS 5. THE STUNTED CROCODILE 51 Learning from varied experiences 6. THE SNAIL AND THE LOBSTER 68 Learning from threats 7. BLUE TITS AND ROBINS84 Learning through sharing 8. THE FALCON AND THE ARAB 95 Learning through coaching SECTION IV: INTUITION THROUGH CONTEMPLATION AND REFLECTION 9. ARRIBADA OF THE TURTLES111 Renewing leadership 10. RICH ECOSYSTEMS THROUGH INTERDEPENDENCE133 Less resource promotes cooperation 11. MARCH OF THE PENGUINS147 When groups are wiser 12. BIRTH OF THE BUTTERFLY164 The inevitable pain of change SECTION V: INTUTION THROUGH PERCEIVING BEYOND THE OBVIOUS 13. ANTENNAE OF THE CAVE CRICKET 191 Sensing and touching 14. HOMING PIGEONS 208 Listening to the inaudible 15. THE INTELLIGENTLY STUPID VERVET 221 Folly of missing the context 16. EYE OF THE FLY 236 Effective, rather than efficient, leadership REFERENCES 258 INDEX 261
890			_aIndia
891			_aMTM
999			_c4031 _d4031