Leadership Under Fire (Record no. 28750)

MARC details
000 -LEADER
fixed length control field 02245pab a2200205 454500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 140923b0 xxu||||| |||| 00| 0 eng d
040 ## - CATALOGING SOURCE
Transcribing agency Welingkar Institute of Management Development & Research, Mumbai
Original cataloging agency Welingkar Institute of Management Development & Research, Mumbai
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title ENG
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number
Item number Fro
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Frohman Dov
245 ## - TITLE STATEMENT
Title Leadership Under Fire
250 ## - EDITION STATEMENT
Edition statement 12
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc.
Name of publisher, distributor, etc. Dec 2006
Date of publication, distribution, etc. 0
300 ## - PHYSICAL DESCRIPTION
Extent 124-131 Pp.
490 ## - SERIES STATEMENT
Volume/sequential designation 84
520 ## - SUMMARY, ETC.
Summary, etc. Dov Frohman was the head of Intel Israel at the start of the First Gulf War, and it fell to him to determine how the company would respond. In this first-person account, he describes what it's like to hold not just the future of a company but the future of an entire industry and the lives of many employees in his hands. Israeli businesses were used to preparing for war, or so Frohman thought when he assigned a task force to draw up plans in the fall of 1990 to replace enough called-up reservists to operate the Jerusalem fabrication plant, the Haifa design center, and the Tel Aviv sales and marketing office on skeleton crews. But that was before Saddam Hussein stationed ballistic missiles just seven minutes away from Tel Aviv. Concerned about chemical attacks, the Israeli civil defense agency called for all nonessential Israeli businesses to shut down when the allied attacks against Iraq began on January 17, 1991. The first missiles hit Jerusalem in the small hours of the next day. Instead of being behind the war zone, Intel Israel was going to be right in it. Frohman called in his task force and drove the 20 minutes to work that morning. It would have been easy to follow the civil defense directive and close down. Everyone was doing it; Intel's senior executives in California would have understood. But Frohman chose to ignore the directive and asked his employees to continue coming to work to keep operations running. This is the story of how and why the Intel senior executive made that decision, how he carried it out, and what the consequences were. It is a lesson about decision making when the stakes couldn't be higher.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Leadership,
856 ## - ELECTRONIC LOCATION AND ACCESS
Uniform Resource Identifier <a href="http://192.168.6.13/libsuite/mm_files/Articles/AR8850.pdf">http://192.168.6.13/libsuite/mm_files/Articles/AR8850.pdf</a>
906 ## - LOCAL DATA ELEMENT F, LDF (RLIN)
a 25714
Holdings
Withdrawn status Lost status Damaged status Not for loan Home library Current library Date acquired Cost, normal purchase price Total Checkouts Full call number Barcode Date last seen Cost, replacement price Price effective from Koha item type
        Main Library Main Library 16/06/2007 0.00   Fro AR8850 23/09/2014 0.00 23/09/2014 Articles

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