In Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions--using tools, exercises, assessments, and real-world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team? Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively.

    This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams. Kathryn Petersen, Decision Tech's CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired? Will the company fail? Lencioni's utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight. Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders.

    Think a win-win solution is the best way to make the deal? Think again.For years now, win-win has been the paradigm for business negotiation. But today, win-win is just the seductive mantra used by the toughest negotiators to get the other side to compromise unnecessarily, early, and often. Win-win negotiations play to your emotions and take advantage of your instinct and desire to make the deal. Start with No introduces a system of decision-based negotiation that teaches you how to understand and control these emotions. It teaches you how to ignore the siren call of the final result, which you can't really control, and how to focus instead on the activities and behavior that you can and must control in order to successfully negotiate with the pros.The best negotiators: * aren't interested in "yes"--they prefer "no" * never, ever rush to close, but always let the other side feel comfortable and secure * are never needy; they take advantage of the other party's neediness * create a "blank slate" to ensure they ask questions and listen to the answers, to make sure they have no assumptions and expectations * always have a mission and purpose that guides their decisions * don't send so much as an e-mail without an agenda for what they want to accomplish * know the four "budgets" for themselves and for the other side: time, energy, money, and emotion * never waste time with people who don't really make the decisionStart with No is full of dozens of business as well as personal stories illustrating each point of the system. It will change your life as a negotiator. If you put to good use the principles and practices revealed here, you will become an immeasurably better negotiator.

    New York Times BestsellerWhen Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including: See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value.Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often.Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important.Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

    Coaching has matured into an invaluable profession fit for our times and this fourth edition of the most widely read coaching book takes it to the next frontier.Good coaching is a skill that requires a depth of understanding and plenty of practice if it is to deliver its astonishing potential. This extensively revised and expanded new audio edition of Coaching for Performance clearly explains the principles of coaching and illustrates them with examples of high performance from business and sport. It continues to follow the GROW sequence (Goals, Reality, Options, Will) and clarifies the process and practice of coaching by describing what coaching really is, what it can be used for, when and how much it can be used, and who can use it well.

    You think you can solve your human error problem by telling people to be more careful, by reprimanding the miscreants, by issuing a new rule or procedure. These are all expressions of 'The Bad Apple Theory', where you believe your system is basically safe if it were not for those few unreliable people in it. This old view of human error is increasingly outdated and will lead you nowhere. The new view, in contrast, understands that a human error problem is actually an organizational problem. Finding a 'human error' by any other name, or by any other human, is only the beginning of your journey, not a convenient conclusion. The new view recognizes that systems are inherent trade-offs between safety and other pressures (for example: production). People need to create safety through practice, at all levels of an organization. Breaking new ground beyond its successful predecessor, The Field Guide to Understanding Human Error guides you through the traps and misconceptions of the old view. It explains how to avoid the hindsight bias, to zoom out from the people closest in time and place to the mishap, and resist the temptation of counterfactual reasoning and judgmental language. But it also helps you look forward. It suggests how to apply the new view in building your safety department, handling questions about accountability, and constructing meaningful countermeasures. It even helps you in getting your organization to adopt the new view and improve its learning from failure. So if you are faced by a human error problem, abandon the fallacy of a quick fix. Read this book.

    It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether parent or politician, CEO or community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.

    Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. Each volume contains a specially selected set of articles from Harvard Business Review and is designed to help you master an important management topic. Articles include: Strategy and the Internet by Michael Porter; Strategic Stories: How 3M is Rewriting Business Planning by Gordon Shaw, Robert Brown, and Philip Bromiley; Having Trouble with Your Strategy? Then Map It by Robert Kaplan and David Norton; Strategy as Simple Rules by Kathy Eisenhardt and Donald Sull; How Financial Engineering Can Advance Corporate Strategy by Peter Tufano; Transforming Corner Office Strategy in Frontline Action by Orit Gadiesh and James Gilbert; Where Value Lives in a Networked World by Mohanbir Sawhney and Deval Parikh; and The Super Efficient Company by Michael Hammer.

    Southwest Airlines is perhaps the most visible practitioner, soaring through economic downturns while its competitors slash their budgets and order massive layoffs, but you can find other pioneers of the new approach in almost every industry and market niche. Their secret: a culture of ownership that allows them to tap into the most underutilized resource in business today–namely, the enthusiasm, intelligence, and creativity of working people everywhere.No one knows more about building a culture of ownership than CEO Jack Stack, who’s been working on one for the past twenty years with his colleagues at SRC Holdings Corporation (formerly Springfield ReManufacturing Corporation). Along the way, they’ve turned their company into what Business Week has called a “management Mecca,” attracting thousands of people representing hundreds of businesses to SRC’s home in Springfield, Missouri. There the visitors learn how to incorporate the ideals and values of SRC’s remarkable corporate culture into their own organizations–and then they go back and do it.Now, in A Stake in the Outcome, Stack offers a master class on creating a culture of ownership, presenting the hard-won lessons of his own twenty-year journey and explaining what it really takes to build for long-term success. The pioneer of “open-book management” (described in the best-selling classic The Great Game of Business), Stack and twelve other managers began their journey in 1982, when they purchased their factory from its struggling parent company. SRC grew 15 percent a year, while adding almost a thousand new jobs, and the company’s stock price rocketed from 10 cents to $81.60 per share. In the process, Stack discovered that long-term success required constant innovation–and that building a culture of ownership involved much more than paying bonuses, handing out stock options, or setting up an employee stock ownership plan. In a successful ownership culture, every employee had to take the fate of the company as personally as an individual owner would. Achieving that level of commitment was extraordinarily difficult, but Stack realized that the payoff would be enormous: a company that was consistently able to outperform the market.A Stake in the Outcome isn’t about theory–it’s about practice. Stack draws from his own successes and failures at SRC to show how any company can teach its employees to think and act like owners, including how to implement an effective equity-sharing program, how to promote continuous learning at every level of the organization, how to fire up employees’ competitive juices, how to broaden the concept of leadership and delegate responsibility for the business, and how to build a workforce that is fast on its feet and ready to take advantage of every opportunity. You’ll also learn about other companies that have succeeded in building cultures of ownership–and the lessons they can teach the rest of us.Written in Jack Stack’s straightforward, witty, no-beating-around-the-bush style, A Stake in the Outcome is like having a one-on-one session with a master entrepreneur and business innovator. It shows managers and executives of companies both large and small how to build a ferociously motivated workforce that is energized and committed to meeting and overcoming the most daunting challenges a company can face.From the Hardcover edition.

    However, he has discovered that "being successful" is only part of life's challenge. Success is very often a short-lived high. People arrive at the goal line in life, look into the end zone and discover that it contains many of the things that money will buy, but it contains very little of what money won't buy. Zig believes that yes, success is worth it, but it is not enough. The next step is to move from success into significance. In A View from the Top Zig will teach you: to bring in spiritual dimention in all areas of your life the power of giving others a hand up, not just a hand out to make radical changes with minute steps to develop a wall of gratitude to combine your mission and your vision A View from the Top will help you achieve success and significance, so when you reach the top you'll find the view simply magnificent.

    This guide explains the inner workings of equipment in continuous process facilities.

    The series includes specialized volumes for dieters, leaders, teachers and teens.

    It provides the information needed to implement an effective engineering response in the aftermath of an emergency. The second edition of Engineering in Emergencies maintains the practical content of the first edition but has been revised and updated to reflect developments in humanitarian relief in recent years. The combination of 'hard' topics, such as water and sanitation, and 'soft' topics, such as managerial skills and personal effectiveness, has been retained from the original edition and the book expanded to include two new chapters on security and telecommunications. The new second edition will be available both as a book and as a handy CD-ROM, especially designed to be light and easily portable for relief workers in the field. Engineering in Emergencies is developed in collaboration with the agency RedR - Engineers for Disaster Relief, based in Westminster.

    Each book combines an engaging fictional story with insightful analysis to address some of the major obstacles facing leaders today. All three of the stories are aimed at helping readers build healthy organizations, focusing on results, not politics. While these tales are set in the business world, Lencioni's wisdom and practical advice will appeal to general readers and benefit leaders in any field. The classic and consistent design of the trilogy make this a perfect gift set.Patrick M. Lencioni (Emeryville, CA) is President of The Table Group, a management consulting firm specializing in executive team development and organizational effectiveness. As a consultant and executive coach, he has worked with hundreds of senior executives in organizations ranging from Fortune 500 companies and high tech start-ups to universities and nonprofits. Some of his clients include Novell, AT&T, Visa, and The Make-A-Wish Foundation of America. He has worked internationally in the United Kingdom, France, Germany, Holland, Switzerland, Canada, and Mexico.

    It affects the quality of economic life, but also our personal and social lives. Equally strong is its impact on the sustainability of a free enterprise system. Psychoanalyst, teacher, and management consultant, Elliott Jaques argues that great as this power is, it is being squandered, not because of what managers do but because of what they don't know. Serious misconceptions about managerial leadership--and equally serious misunderstandings of people--abound. Jaques argues that the problems inherent in the way management is practiced are attributable to gravely dysfunctional systems of managerial leadership, systems that have evolved over the years and are now, despite their ineffectualities, taken for granted. He shows how the CEO class will determine the future of free enterprise democracy, but how massive misconceptions about human behavior have undermined its capability for leadership. It's the managerial leadership systems that need changing, he maintains, not the people who implement them. The result of more than a half century of thought, observation, analysis and experimentation, Jaques' book offers a totally new and creative system of managerial leadership and a unique system of managerial organization. In doing so, it becomes essential reading for academics, students, consultants, top management, and executives on the way up throughout the public and private sectors.Jaques argues that the problem of achieving effective and sustainable managerial organizations does not lie in poor decision making, interpersonal stress, lack of innovation, greedy self-interest, and other ills and defects, although they certainly play a part. The art of management, somewhat like alchemy, is not securely grounded in science. This is its most severe weakness, and the reason why organizations have always been badly managed. He cites examples to show that management tends to blame its shortcomings and inefficiencies on other people, yet there is no research to prove that the source of managerial failure is really to be found there. People strive to do their best, he has found, but they are stymied by poor organization and systems that pitch people into conflict with each other. Jaques looks at these systems closely, particularly our current systems of compensation, and itemizes his findings, showing how the the same problems are to be found throughout industry, public service, health and services organizations, and less surprisingly perhaps, the military. He then lays out the ways in which a new system of managing operations and organizations could work, shows that it is already working in certain selected places, and provides convincing evidence that his assertions and recommendations have much to offer, as we continue to search for better, more efficient, and more productive, profitable organizations.

    All areas are covered including:-- Corporate Management -- Marketing Management -- Operations Management -- Financial Management -- Human Resource Management -- Information Management -- Management Science -- Planning and Resource Allocation -- Efficiency and Effectiveness

    It will also appeal to general readers looking for an insight into management thinking.

    In a format short enough to read in a couple of evenings, this handbook covers the key principles in charity accounting and finance.

    Lou Adler's Performance-based Hiring is more powerful than ever! We have chosen Performance-based Hiring because it's a comprehensive process, it's behaviorally grounded, managers and recruiters find it easy to use, and it works. -Marshall Utterson, Director Staffing, AIG Enterprise Services, LLC Everyone's looking for the perfect means to make effective hiring decisions. A trained interviewer armed with the right tools is the best solution. Performance-based Hiring is a proven methodology to get these results. -John Ganley, Vice President and Chief Talent Officer, Quest Software Any staffing director that doesn't send all of their people through Performance-based Hiring training is missing out on top talent, plain and simple. This should be the standard throughout the industry. -Dan Hilbert, Recruiting Manager, Valero Energy Corporation Performance-based Hiring has been the most successful recruitment tool that we have added to our organization over the past few years. In fact, these tools have not only produced amazing outcomes-in terms of selecting the best fit in an extremely tight labor market-but with a level of success among our operations customers that I have rarely seen with other HR products. -Trudy Knoepke-Campbell, Director, Workforce Planning, HealthEast(r) Care System

    Drucker may be best known as a writer on business and management, but these subjects were not his foremost intellectual concern. Drucker's primary concerns were community, in which the individual has status, and society, in which the individual has function. Here he has assembled selections from his vast writings on these subjects. This collection presents the full range of Drucker's thought on community, society, and political structure and constitutes an ideal introduction to his ideas.The volume is divided into seven parts. The selections in parts 1 and 2 were mostly written during World War Two and in the wake of the Great Depression. Part 3 deals with the limits of governmental competence in the social and economic realm. It contains some of Drucker's most influential writings concerned with the difference between big government and effective government. The chapters in part 4 explore autonomous centers of power outside government and within society. Part 5 contains chapters from Drucker's path-breaking work on the corporation as a social organization rather than merely an economic one. The rise of the so-called knowledge industries forms the background for part 6. The concluding part 7 is devoted entirely to Drucker's long essay The Next Society. Drucker examines the emergence of new institutions and new theories arising from the information revolution and the social changes they are helping to bring about.In organizing these representative writings, Drucker chose to be topical rather than chronological, with each excerpt presenting a basic theme of his life's work. As is characteristic of his efforts, A Functioning Society appeals both the general reader as well as a cross-disciplinary scholarly readership.

    

    

    Every implementation is complemented by an in-depth presentation of theory, followed by benchmark tests, a complete listing of C/C++ source code, and a discussion of each implementation's trade-offs. With this book, you can: Find out how memory is managed at the hardware level by the processor; Discover the ways in which different operating systems take advantage of processor facilities to provide memory services via the system call interface; Understand how development libraries and run-time systems build upon the operating system services to manage memory on behalf of user applications; Learn about five complete memory management subsystems that utilise both explicit and automatic collection algorithms.

    The real problem is not conflict per se, but managing conflict.This authoritative manual explains step by step how to design a complete conflict resolution system and develop the skills to implement it. Packed with exercises, case studies, and checklists, the book also supplies:* an overview of workplace conflict* diagnostic tools for measuring it* techniques for resolving conflict, such as negotiation, labor/management partnerships, third-party dispute resolution, mediation, arbitration, more."

    The first book to completely define the architecture of the merger of SCM and the Internet, Introduction to e-Supply Chain Management: Engaging Technology to Build Market-Winning Business Partnerships shows you how to exploit this merger and gain an unbeatable competitive advantage.The tightening of the economy and heavier restrictions and security measures placed on channel flows have rendered access to real-time, accurate supply chain information more critical than ever. Connectivity, messaging, and collaboration have become today's foremost buzzwords, as companies compete for survival in an environment where cycle times and permissable margins of error continue to shrink. Introduction to e-Supply Chain Management explores the concepts, techniques, and vocabulary of the convergence of SCM and the Internet so that companies can move beyond merely surviving and thrive in today's competitive marketplace.

    You decide to oversee that person's work more closely. After all, if your direct reports aren't delivering, it's your head that will roll. To further your frustration, the more you 'help', the worse the employee's performance becomes. What's going on? In this eye-opening book, leadership experts Jean-Francois Manzoni and Jean-Louis Barsoux expose a disturbing and surprisingly rampant phenomenon. While common wisdom assumes that so-called poor performers fail in spite of their boss' best efforts, this book demonstrates exactly the opposite. In many cases, a boss' attitudes and behaviors actually cause or 'set up' certain individuals - including those with great potential - to fail. Based on ten years of study into boss-subordinate relationships, Manzoni and Barsoux show that this Set-Up-to-Fail Syndrome is not confined to relationships with the proverbial 'boss from hell'. Even respected leaders - whether CEOs, teachers, or coaches - get caught up in it. The problem stems from the fact that while most managers empower and encourage star performers, they tend to micromanage and control perceived 'weaker' performers in ways that stifle self-confidence and drive. The unwitting result: the latter group lives down to expectations, rather than living up to its true potential. The cost of the Syndrome, say Manzoni and Barsoux, goes well beyond the lost productivity of a few individuals. It also threatens to derail careers, takes a heavy toll on morale, and hampers overall organizational results. Through dozens of interviews, illustrative stories, and compelling research, they show how readers can: determine whether they are involved in a set-up-to-fail dynamic, Recognize the mental biases that cause bosses to trigger the cycle; understand how subordinates contribute to fueling the problem; take specific steps to interrupt the cycle through proactive interventions; and, prevent the Syndrome altogether by managing relationships differently. For anyone with influence on an individual's potential, this book offers powerful ways to improve performance - and quality of life - in any organizational setting. Jean-Francois Manzoni is Associate Professor of Management and founding director of the research initiative on High Performance Organizations at INSEAD in Fontainebleau, France. Jean-Louis Barsoux is a Senior Research Fellow at INSEAD.

    The Workshop Book outlines the best practices of the workshop method, based on the Institute for Cultural Affair’s Technology of Participation,™ and its use in consensus formation, planning, problem solving, and research. It also discusses workshop preparation and design, leadership styles, dealing with difficult behaviors, and special applications such as its use in large groups and for planning purposes.R. Brian Stanfield is the Director of Publications at the Canadian Institute of Cultural Affairs and author of the companion volume, The Art of Focused Conversation, and The Courage to Lead (New Society Publishers).

     Palm insider Andrea Butter and New York Times columnist David Pogue -- with full, exclusive cooperation of the company's founders and more than fifty key Palm and Handspring executives -- tell the riveting tale of the start of an industry constantly in the headlines. The origins of this volatile industry began with the tiny team who beat staggering odds to turn the PalmPilot into a billion-dollar market and later took their ultimate vision to Handspring, now Palm's most powerful rival. Many of today's current events relating to the competition in this industry are forecasted in this important business drama. The authors take an unprecedented look at how the visionary founders of the industry led one of the most successful startups in history to succeed against all odds-including a shoestring budget, shortsighted corporate partners, and competition from Microsoft. The roller-coaster ride is full of insight into the bungles of venture capitalists, the allure and pitfalls of partnerships with giant corporations, and the steely determination needed to maintain entrepreneurial and visionary independence. With gripping accounts of the last-minute crises that almost torpedoed the PalmPilot on the eve of its unveiling, and the triumphant, unprecedented reception of Palm in the marketplace, as well as the glimpses into the future of this industry, this book is as entertaining as it is instructional. Key revelations include: * The principles of business, economy, and product design that led Palm to succeed where billion-dollar corporations like Apple, Motorola, and Casio had failed. * Important moments in technological development of the handheld such as the secret "Easter egg," a software surprise planted in the Palm software that nearly sank launch plans. * Unique insight into the showdown with Microsoft, and 3Com's tragic decision not to make Palm independent that led Palm's founder Jeff Hanwkins and CEO Donna Dubinsky to take their vision elsewhere. * The ongoing competition between Palm and Handspring. The new rivals to contend with including Sony.

    New information on hiring and the Internet, diversity, and legal compliance issues is included.

    The Second Edition includes approximately fifty new ratios and formulas, as well as new chapters covering ratios and formulas for e-commerce and human resources.

    Beginning with an overview and introduction to Six Sigma concepts, primary terminology, and the basics of the DMAIC method, this valuable pocket guide presents forty-one Six Sigma tools including the CTQ (Critical To Quality) Tree, FMEA (Failure Mode and Effects Analysis), Kano Model, MSA Measurement Systems Analysis, Process Sigma, regression, SIPOC (Suppliers, Inputs, Process, Outputs, Customers), VOC (Voice of the Customer) Data-Collection System, and y= f (x) formula. The Six Sigma Memory Jogger? II helps team members to quickly learn the key tools of Six Sigma and to effectively work with their Black Belt leaders. Text is enriched with diagrams, charts, and tables. Information is presented with instructor-type questions and bulleted responses that cut quickly to the core of every issue. Thoughtful tips throughout head off misunderstandings before they can take root. Examples and cases clarify complex concepts and make learning fun.

    Whether you're closing a million-dollar deal with a client, bargaining over your own terms of employment, or delegating duties among your coworkers, the key to successful negotiation is possessing intelligence. But intelligence doesn't mean just having smarts. It means knowing your opponents inside and out: how they respond under stress, what tricks they try to pull to catch you off guard, and how to negotiate a fair deal that makes both sides happy. It means knowing what they will ask for before they ask, what they are willing to give before they give, and where they will draw the line before they walk away from the table.The Intelligent Negotiator is your complete and practical guide to understanding and mastering effective negotiating skills. Author and negotiation expert Charles Craver goes beyond the basic principles of negotiation and gets down to the nitty-gritty steps of the process, including what kinds of clothes to wear to help you succeed, where to sit in a room during an important negotiation, what questions to ask, how to listen and watch effectively, how to present your offers, and, most importantly, when to give and when to take. Mr. Craver has taught the ins and outs of effective negotiation to more than 60,000 professionals from around the globe over the past 25 years. In this easy-to-use book, he reveals his never-fail techniques that will give you the confidence and persuasiveness of a seasoned pro. You'll discover how to:·Identify the different types of negotiating techniques, when to use each one, and how to counter them ·Close a deal properly to avoid last-minute demands ·Walk away from a deal without losing your cool ·Prepare for the unexpected, master the mental game, and avoid psychological entrapment ·Understand the different stages of the negotiation process and what to do in each ·And much, much morePacked with interactive exercises, insightful anecdotes from the author's own career, and invaluable lessons on building a personal negotiating style, this is your complete guide to bargaining and deal-making the right way—with intelligence.From the Hardcover edition.

    It will help brand managers ensure the healthy life of their brands by focusing on the attitudes, behaviors, and techniques that make sustained brand growth happen.

    At the heart of this bold assertion is the authors' indisputable conclusion supported by thirty-one years of groundbreaking research: today's employee satisfaction, loyalty, and commitment strongly influences tomorrow's customer satisfaction, loyalty, and commitment and ultimately the organization's profit and growth -- a quantifiable set of associations the authors call the value profit chain. In what may be the most far-reaching study ever undertaken of the strategic importance of the employee-customer relationship, Heskett, Sasser, and Schlesinger offer profound new insights into the life-long value of both employees and customers and the increasingly important concept of employee-relationship management. Readers will discover how organizations as diverse as aluminum maker Alcoa, travel agency Rosenbluth International, and the Willow Creek Community Church treat employees like customers (in the case of Willow Creek, volunteers as well). Conversely, the authors show how advertising agency Merkley Newman Harty and financial services provider ING Direct treat customers like employees, pursuing the ones they want most. At the Vanguard Group, Cisco Systems, and Southwest Airlines, both practices are common. The authors explain how these organizations and many others -- whether large or small, public or private, or not-for-profit -- achieve profitability and growth or the equivalent by leveraging results and process quality to deliver differentiated products and services at the lowest cost. Timely, essential, and important reading, The Value Profit Chain should be readily accessible on the desk of every forward-thinking manager.

    Who wins? Who loses? It’s up to you! Benchmark the best service innovations (Chapter 5: Generating New Ideas). Discover how to keep your customers happy, loyal, and buying more (Chapter 10: Building Up Your Business). Find out who makes the biggest mistakes in service, and what you must avoid (Chapter 13: The Infinite Absurdity Awards). Plus many more easy-to-use insights on the spirit, language, and culture of superior service. Take a look!

    It provides a model for growing new business in the old business setting, detailing the right way to organize, manage and oversee a corporate venture so that it can flourish.

    Rigorous methods explain how to quantify the growth, decline and interdependence within the organisation's resources and capabilities as well as the continuous interactions with competitors and other external factors. These methods create clear and practical pictures of the strategic architecture driving earnings and other performance outcomes, not just for commercial firms, but for non-profit cases too. Management is then well-equipped to answer three crucial questions in their strategy development: why has the business performed as it has to date? where is performance headed in the future if we carry on as now? and how can we alter this future for the better? The book provides the basis for an entire course on the time-based perspective on competitive strategy, connecting strongly to established static frameworks. Alternatively it offers a vital missing component for existing courses in strategy and general management, as well as a key reference text for professionals in corporate development, consulting and business analysis.

    

    Yet it is no more emotionless than any other aspect of life. Individuals bring their affective states and emotional "buttons" to work, leaders try to engender feelings of passion and enthusiasm for the organization and its mission, and consultants seek to increase job satisfaction, commitment, and trust. This book advances the understanding of the causes and effects of emotions at work and extends existing theories to consider implications for the management of emotions. The international cast of authors examines the practical issues raised when organizations are studied as places where emotions are aroused, suppressed, used, and avoided. This book also joins the debate on how organizations and individuals ought to manage emotions in the workplace. Managing Emotions in the Workplace is designed for use in graduate level courses in Organizational Behavior, Human Resource Management, or Organizational Development - any course in which the role of emotions in the workplace is a central concern. Scholars and consultants will also find this book to be an essential resource on the latest theory and practice in this emerging field.

    * Long awaited new edition of the classic best-seller

    John Law and Annemarie Mol have gathered a distinguished panel of contributors to offer—particularly within the field of science studies—approaches to a theory of complexity, and at the same time a theoretical introduction to the topic. Indeed, they examine not only ways of relating to complexity but complexity in practice.Individual essays study complexity from a variety of perspectives, addressing market behavior, medical interventions, aeronautical design, the governing of supranational states, ecology, roadbuilding, meteorology, the science of complexity itself, and the psychology of childhood trauma. Other topics include complex wholes (holism) in the sciences, moral complexity in seemingly amoral endeavors, and issues relating to the protection of African elephants. With a focus on such concepts as multiplicity, partial connections, and ebbs and flows, the collection includes narratives from Kenya, Great Britain, Papua New Guinea, the Netherlands, France, and the meetings of the European Commission, written by anthropologists, economists, philosophers, psychologists, sociologists, and scholars of science, technology, and society. Contributors. Andrew Barry, Steven D. Brown, Michel Callon, Chunglin Kwa, John Law, Nick Lee, Annemarie Mol, Marilyn Strathern, Laurent Thévenot, Charis Thompson

    The essential elements of project success packaged in an easy to apply and common sense approach which thousands of readers will attest works.

    Carver and boardroom consultant Caroline Oliver explain the world's only conceptually coherent operating system for boards. This simple yet profound system clarifies roles, empowers directors and senior management alike, and makes accountability feasible to a previously unattainable degree. The authors suggest a redefinition and elevation of the value that boards should create and show how to apply the Policy Governance design to commanding company performance. Corporate Boards That Create Value gives corporate directors and all who care about governance a powerful tool for success.

    In the coming years, companies will no longer be able to prosper by focusing only on the needs and wants of one or two stakeholders -- even critical stakeholders like customers and investors. The Performance Prism introduces a powerful, practical "scorecard" framework for measuring all important relationships: with customers, investors, employees, suppliers, alliances, regulators, and communities. The authors show how the Performance Prism can be used to identify the most important metrics for your key stakeholders, offering specific recommendations and measurements that can be used to jumpstart your implementation. A start-to-finish case study shows how DHL has used the Performance Prism to achieve breakthrough results.

    Bruce T. Blythe, a leading consultant on corporate crises, offers managers a step-by-step guide to a subject that has intimidated all too many managers, causing them to postpone such preparation indefinitely. Blythe guides the reader through a series of worst-case scenarios, from a shooting rampage to a flash flood to a terrorist attack, offering handy checklists and field-proven action tests for quick results. He instructs managers and corporate executives on how best to prepare their teams for a crisis and how to deal with customers, employees, and the media in its aftermath. He explains tactics and preemptive measures that ensure: * a quick return to work * effective press management * better morale * fewer lawsuits down the line Blindsided does more than secure the structure of a business. It shows you how to rebuild the spirit of your employees, so that your business can come back stronger than before.

    Extensively revised and updated, and including three new chapters that extend and deepen the coverage, this popular handbook provides the most comprehnsive, research-based and action-oriented approach to

    The book is a classic work for consultants, facilitators, managers, leaders, trainers, and coaches--anyonewhose role is to facilitate and guide groups toward realizing theircreative and problem-solving potential. This thoroughly revisededition provides the essential materials for anyone that workswithin the field of facilitation and includes simple but effectiveground rules for group interaction. Filled with illustrativeexamples, the book contains proven techniques for starting meetingson the right foot and ending them positively and decisively. Thisimportant resource also offers practical methods for handlingemotions when they arise in a group and offers a diagnosticapproach for identifying and solving problems that can underminethe group process

    It's like having someone with 20 years experience sitting by your side.

    * Aimed at business people charged with converting strategy into reality.

    These best practices are based on the trenches experience, research, proprietary databases, and consultants from the Institute of Management and Administration (IOMA) and other leading experts in their fields. * Provides best practices and techniques for controlling costs within a company * New chapters focus on outsourcing costs, downsizing, consultants' costs, and business tax costs * Provides the latest strategies companies re using to control costs

    What questions do you ask in a job interview to effectively understand your candidate? How do you motivate a team? And, it's time for performance reviews! Sometimes it seems like being a manager can be a sea of unanswered questions--how to calculate Return on Investment or manage your stress level? Every Manager's Desk Reference comes to the rescue! Packed with self-contained sections of how-to's, this book can help you with everything from a business presentation to running an effective meeting.

    The quality of those conversations determines how smart your organization is. This revelatory book shows you how the Round Table of Arthurian legend can help foster collaboration and transform today's world of business, nonprofits, and government."When I want a group to work effectively, I turn immediately to my colleague of thirty-five years, David Perkins. This book is a distillation of his knowledge and wisdom."-Howard Gardnerauthor of Frames of Mind: The Theory of Multiple Intelligences and Intelligence Reframed"David Perkins applies his wit and inventive mind to create a fresh perspective on the world of collaboration in organizations. His archetypes and toolboxes offer valuable insights to anyone facing the challenges of collaborative problem solving."-David Strausauthor of How to Make Collaboration Work

    Teams that have an unclear idea of the business problems a system has to address have to repair the system later. This guide shows how to avoid such a pitfall.

    This work features all-star names in marketing, including Rosabeth Moss Kanter, Gary Hamel, and Kenichi Ohmae. It provides a look at strategic alliances including: why and how they provide strategic advantage, the counterintuitive logic behind allying with your competitors, and more.

    It also looks at specific policy areas such health care, regulation of biotechnology, and Aboriginal self-government.

    This book will help you master both the science and the art. Concise, realistic, and easy to use, it brings together the fields best rules of thumb, helps you compare every key approach, and offers practical solutions for your most important valuation challenges. Leading practitioners Kenneth R. Ferris and Barbara S. Pe Petitt review the entire valuation process, offering real-world advice for both acquiring and valuing target companies. Next, they cover each of todays most important valuation techniques, including discounted cash flow analysis, earnings multiples analysis, adjusted present value analysis, economic value analysis, and real option analysis, as well as such related concerns as the accounting structure of a deal, accounting for goodwill, and much more.From traditional ROE analysis to the latest reporting and tax issues, this book doesnt just make valuation comprehensible: it gives you the tools and insight you need to make valuation work. Hands-on advice for acquiring and valuing target companiesAvoiding the process errors that lead to inaccurate valuation Examples and case studies from a wide variety of industries

    Their resolve was severely tested in the recession of the early 1990's, but the rewards came through from the mid-1990s onwards, winning large orders all over the world.

    This guide describes every step of the process, and offers grant ideas and practical tips for writing and editing a proposal. It also provides instruction for identifying the library's needs, making a plan to meet them, and finding educators to write grants. Annotation © Book News, Inc., Portland, OR

    Mr. Suzaki recognizes that a motivated and engaged workforce should be part of any strategy to obtain and maintain competitive advantage. --Carl Stern, CEO, The Boston Consulting Group Since the publication of Frederick Taylor's The Principles of Scientific Management, managers have relied on logic to compel action. Now Kiyoshi Suzaki, one of the world's leading experts on enlarging the talents, self-esteem, and growth of the individual employee, argues that logic alone cannot move people to act. Productivity problems are inextricably linked to self-esteem, he argues, and worst of all to a prodigious waste of individual talent. But each solution is personal, Suzaki concludes, and found only within ourselves. "To find meaning and purpose at work we must use our brain," Suzaki says, "but listen to our heart." In Zenlike fashion he proposes that each of us ask ourselves a series of questions to determine the degree to which our brain is engaged with our heart. The framework around which this selfquestioning takes place is a groundbreaking concept that Suzaki calls "the mini-company." The author demonstrates how, within the larger workplace, each job is endowed with an almost spiritual meaning when each person -- at every level -- becomes president of his or her own area of responsibility. With simple diagrams, Suzaki shows how your boss becomes your banker or venture capitalist and your peers become your immediate suppliers or customers. The results are nothing short of astonishing. In Results from the Heart, Suzaki describes thousands of mini-companies he has "founded" during his worldwide consulting assignments. In most cases in which unhappy employees had previously "followed instructions like robots," there have been spectacular increases in both morale and productivity. If it is true that work is a journey, this manifesto for a more humane definition of the way we work is the roadmap.

    Originally published in 2006, this book explains the mechanisms of the management consulting market and the management of consulting firms from both economic and sociological perspectives. It also examines the strategies, marketing approaches, knowledge management and human resource management techniques of consulting firms. After outlining the relationships between transaction cost economics, signaling theory, embeddedness theory and sociological neoinstitutionalism, Thomas Armbr�ster applies these theories to central questions such as: Why does the consulting sector exist and grow? Which institutions connect supply and demand? And which factors influence the relationship between clients and consultants? By applying both economic and sociological approaches, the book explains the general economic changes of the previous thirty years and sharpens the relationship between the academic disciplines.

    * Crash Course Series books offer rapid, structured introductions to key managment skills

    After more than a decade of experimentation, hands-off management has proven to be unreliable. When managers don't know what their people are doing all day, budgets soar and profits plummet. This book offers managers a practical program for getting employees back on track.

    Bestselling business author Chuck Martin found that nothing consumes business managers more than how to manage a company in the weeks and months immediately ahead.As founder of NFI Research, an executive think tank made up of some 3,000 high-level executives at over 1,400 companies, Chuck Martin has interviewed and gathered the results of thousands of management specialists the world over to discover how companies are successfully zeroing in on improving short-term performance, while still balancing these efforts with long-term strategic goals. By looking to managers and executives at companies like IBM, SAP, Deloitte & Touche, Kraft, AT&T, Dow Chemical, and hundreds of others, Martin has uncovered the “best practices” that help propel short-term performance. Among them:•Bridging the enormous disconnect between management’s strategic goals and the ability of front-line managers and employees to implement these goals•Moving even the biggest projects forward incrementally, delivering tangible results at each step along the way•Putting together time-based and events-based teams that can focus specifically on essential short-term decisions and goals•Creating incentives to reward short-term resultsWhat Chuck Martin has found is that companies that adopt practices designed to achieve short-term results are usually better positioned to achieve their long-term strategies as well.A critically important management book that addresses one of the overriding concerns of businesses today, Managing for the Short Term is an essential addition to any manager’s toolkit."Managing for the short term is not simply about moving faster. It is about moving smarter. It is about effective implementation and operation within the context of mission and vision. Strategy is implemented through a series of small steps and rapid, short-term decisions within that long-term view. It forces managers to become more effective at achieving the measurable results required by today's climate."From Managing For the Short Term