Badaracco outlines eight fundamental challenges that test a leader's character, and proposes exploring them through the lens of literature. Badaracco argues that serious fiction provides us with memorable characters facing compelling challenges similar to those that confront business leaders. Through rich analysis of the main characters in The Death of a Salesman, The Secret Sharer, The Last Tycoon, and other stories, Badaracco addresses complex issues leaders face, such as the soundness of their vision, their readiness to take on responsibility, the depth of their compassion, and their ability to manage success.Presenting classic leadership dilemmas in a novel and valuable light, Questions of Character helps leaders and aspiring leaders prepare for the opportunities and tests before them.

    Gelb former vice chairman, Bristol-Myers Squibb"I love this book and wish I had read it before stepping into my current leadership role. It provides a practical and indispensable road map to success that will help new leaders stack the odds in their favor. Read it and don't be among the forty percent of leaders who fail in the first eighteen months!" --Sandy Rogers former marketing manager, Procter & Gamble and Apple Computer, and former senior vice president, Corporate Strategy, Enterprise Rent-A-Car Company"The New Leader's 100-Day Action Plan offers a comprehensive architecture with practical tools and techniques for new leaders to follow. I believe that leaders who utilize the advice from this book will have demonstrative business and culture-building results." --Joe Bonito Vice President, Global Leadership Effectiveness, Pfizer"One of the most basic yet comprehensive books I've read regarding the dos and don'ts of a successful on-boarding process. A must-read for all aspiring business leaders, from first-time CEO's to executives at every level of the organization. Also a great tool for human resources and talent manage-ment executives." --Joe Griesedieck Vice Chairman, Korn/Ferry Executive Search

    Forty years later, Bridgewater has made more money for its clients than any other hedge fund in history and grown into the fifth most important private company in the United States, according to Fortune magazine. Dalio himself has been named to Time magazine’s list of the 100 most influential people in the world. Along the way, Dalio discovered a set of unique principles that have led to Bridgewater’s exceptionally effective culture, which he describes as “an idea meritocracy that strives to achieve meaningful work and meaningful relationships through radical transparency.” It is these principles, and not anything special about Dalio—who grew up an ordinary kid in a middle-class Long Island neighborhood—that he believes are the reason behind his success.In Principles, Dalio shares what he’s learned over the course of his remarkable career. He argues that life, management, economics, and investing can all be systemized into rules and understood like machines. The book’s hundreds of practical lessons, which are built around his cornerstones of “radical truth” and “radical transparency,” include Dalio laying out the most effective ways for individuals and organizations to make decisions, approach challenges, and build strong teams. He also describes the innovative tools the firm uses to bring an idea meritocracy to life, such as creating “baseball cards” for all employees that distill their strengths and weaknesses, and employing computerized decision-making systems to make believability-weighted decisions. While the book brims with novel ideas for organizations and institutions, Principles also offers a clear, straightforward approach to decision-making that Dalio believes anyone can apply, no matter what they’re seeking to achieve.Here is a rare opportunity to gain proven advice unlike anything you’ll find in the conventional business press.

    Reflecting the demands for entry-level accountants, the focus of this book is on fostering critical thinking skills, reducing emphasis on memorisation and encouraging more analysis and interpretation by requiring use of technology tools, spreadsheets and databases.

    The authors' six-step model clearly illustrates and elucidates the process of dealing with people in crisis: Defining the Problem, Ensuring Client Safety, Providing Support, Examining Alternatives, Making Plans, and Obtaining Commitment. Using this model, the authors then build specific strategies for handling a myriad of different crisis situations, accompanied in many cases with the dialogue that a practitioner might use when working with the individual in crisis. New videos, available through a DVD and through CourseMate (both of which are available for purchase with the text), correlate with the text and demonstrate crisis intervention techniques, ensuring that you not only understand the theoretical underpinnings of crisis intervention theories, but also know how to apply them in crisis situations.

    Yet these beliefs are largely based on guesswork and incomplete data and lead to costly errors in judgment. Now, internationally renowned innovation expert Clayton M. Christensen and his research partners Scott D. Anthony and Erik A. Roth present a groundbreaking framework for predicting outcomes in the evolution of any industry. Based on proven theories outlined in Christensen's landmark books The Innovator's Dilemma and The Innovator's Solution, Seeing What's Next offers a practical, three-part model that helps decision-makers spot the signals of industry change, determine the outcome of competitive battles, and assess whether a firm's actions will ensure or threaten future success. Through in-depth case studies of industries from aviation to health care, the authors illustrate the predictive power of innovation theory in action.

    This text provides the theory you need with the practice you want. With its exciting integration of the Harley-Davidson company theme, this text continues to provide a solid, enduring foundation of the tools of modern theory in practice while at the same time developing the logic behind their use. This text uses 10 Principles of Finance as a unifying framework to tie the major concepts of the book together.

    This book leads readers through the radical redesign of a company's processes, organization, and culture to achieve a quantum leap in performance.Michael Hammer and James Champy have updated and revised their milestone work for the New Economy they helped to create—promising to help corporations save hundreds of millions of dollars more, raise their customer satisfaction still higher, and grow ever more nimble in the years to come.

    Now, America finds itself cash poor, and to a great extent power follows money. In The End of Influence, renowned economic analysts Stephen S. Cohen and J. Bradford DeLong explore the grave consequences this loss will have for America's place in the world. America, Cohen and DeLong argue, will no longer be the world's hyperpower. It will no longer wield soft cultural power or dictate a monolithic foreign policy. More damaging, though, is the blow to the world's ability to innovate economically, financially, and politically. Cohen and DeLong also explore American's complicated relationship with China, the misunderstood role of sovereign wealth funds, and the return of state-led capitalism. An essential read for anyone interested in how global economics and finance interact with national policy, The End of Influence explains the far-reaching and potentially long-lasting but little-noted consequences of our great fiscal crisis.

    In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being promoted internally, or embarking on an international assignment.In The First 90 Days, Watkins outlines proven strategies that will dramatically shorten the time it takes to reach what he calls the "breakeven point" when your organization needs you as much as you need the job. This new edition includes a substantial new preface by the author on the new definition of a career as a series of transitions; and notes the growing need for effective and repeatable skills for moving through these changes. As well, updated statistics and new tools make this book more reader-friendly and useful than ever.As hundreds of thousands of readers already know, The First 90 Days is a road map for taking charge quickly and effectively during critical career transition periods—whether you are a first-time manager, a mid-career professional on your way up, or a newly minted CEO.

    Unfortunately, most people give in to the two worst enemies of success: they take the path of least resistance (in other words, they’re lazy) and/or they want immediate gratification: they don’t consider the long-term consequences of the actions they take today.No Excuses! shows you how you can achieve success in all three major areas of your life:1. Your personal goals.2. Your business and money goals.3. Your overall happiness.Each of the 21 chapters in this book shows you how to be more disciplined in one aspect of your life, with end-of-chapter exercises to help you apply the “no excuses” approach to your own life. With these guidelines, you can learn how to be more successful in everything you do—instead of wistfully envying others who you think are just “luckier” than you. A little self-discipline goes a long way...so stop making excuses and read this book!

    If you wouldlike to purchase both the physical text and MyProgrammingLab search for ISBN-10: 0132989999/ISBN-13: 9780132989992. That packageincludes ISBN-10: 0132855836/ISBN-13: 9780132855839 and ISBN-10: 0132891557/ISBN-13: 9780132891554. MyProgrammingLab should only be purchased when required by an instructor. In "Starting Out with Java: From Control Structures through Objects", Gaddis covers procedural programming control structures and methods before introducing object-oriented programming. As with all Gaddis texts, clear and easy-to-read code listings, concise and practical real-world examples, and an abundance of exercises appear in every chapter. "

    Introduction to Services Chapter 2. Conceptual Framework for the Book: The Gaps Model of Service Quality PART TWO: FOCUS ON THE CUSTOMER Chapter 3. Consumer Behavior in Services Chapter 4. Customer Expectations in Services Chapter 5.

    But it's impossible to learn the customs and traits of every single culture. David Thomas and Kerr Inkson present a universal set of techniques and people skills that will allow you to adapt quickly to, and thrive in, any cultural environment. You'll learn to discard your own culturally based assumptions and pay careful attention, in a mindful and creative way, to cues in cross-cultural situations. The authors show how to apply cultural intelligence in a series of specific situations: making decisions; communicating, negotiating, and resolving conflicts; leading and motivating others; and designing, managing, and contributing to multicultural groups and teams.This extensively revised third edition has been updated with new stories showing cultural intelligence in action. Thomas and Inkson have broadened the focus beyond business to include organizations of all kinds--nonprofits, governments, educational institutions, and more. And they include a reliable and valid measure of cultural intelligence based on a decade of research by an international team of scholars.

    But many managers can't read a balance sheet, wouldn't recognize a liquidity ratio, and don't know how to calculate return on investment. Worse, they don't have any idea where the numbers come from or how reliable they really are. In Financial Intelligence, Karen Berman and Joe Knight teach the basics of finance--but with a twist. Financial reporting, they argue, is as much art as science. Because nobody can quantify everything, accountants always rely on estimates, assumptions, and judgment calls. Savvy managers need to know how those sources of possible bias can affect the financials and that sometimes the numbers can be challenged. While providing the foundation for a deep understanding of the financial side of business, the book also arms managers with practical strategies for improving their companies' performance--strategies, such as "managing the balance sheet," that are well understood by financial professionals but rarely shared with their nonfinancial colleagues. Accessible, jargon-free, and filled with entertaining stories of real companies, Financial Intelligence gives nonfinancial managers the financial knowledge and confidence for their everyday work. Karen Berman and Joe Knight are the owners of the Los Angeles-based Business Literacy Institute and have trained tens of thousands of managers at many leading organizations. Co-author John Case has written several popular books on management.