By Thomas Gordon
The No lose method to free up the effective strength of individuals. hide a bit scuffed via use..Hardback,Ex-Library,with ordinary stamps markings, ,in stable all-round condition,no dirt jacket,278pages.
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The site was next door to Saudi Arabia, home of the world’s largest proven oil reserves. It is an interesting question why the Bahrainis would have given such a choice opportunity to an oil company little known in America, let alone the Middle East. Harken had never drilled under water or outside the United States. In fact, it is not clear that Harken at this point did much drilling at all. Its 10Q filing for June 1990 shows that more than 98 percent of its revenue came from its pipelines and gas stations.
The most influential early 20th-century proponent of the idea of moral leadership in business was a brilliant AT&T executive named Chester Barnard. Lecturing frequently at the Harvard Business School in the 1930s, Barnard built on Mayo’s idea of bottom-up power. Since subordinates have power, Barnard reasoned that executives’ responsibilities always exceed their authority. Executives’ lack of adequate authority is the paradoxical condition of their successful leadership, at least according to Barnard.
The Harken directors and managers seem, understandably, to have wanted to stay aboard their leaky vessel. By keeping themselves at the helm, the directors and managers could participate to the fullest degree in the Bahrain deal. But neither a public offering nor a bank loan was available to keep Harken afloat. Some more creative method would have to be found in order, as the board minutes put it, to ‘‘infuse’’ cash into the company. Flush insiders or ‘‘major shareholders’’ as the Harken minutes refer to them, seemed the best source of new cash for the company.