Catalogue - page 1

Affiche du document Patrons, réussissez votre Chine !

Patrons, réussissez votre Chine !

Kham Vorapheth

6h09min45

  • Economie
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493 pages. Temps de lecture estimé 6h10min.
L'adhésion à l'OMC, son gigantesque marché intérieur, ses bas coûts de main d'œuvre, le nombre important de ses scientifiques ... font de la Chine le pays de tous les possibles pour les entreprises occidentales en quête de relais de croissance. Cependant, y rentrer, y réussir et y demeurer est bien loin d'être aisé. Le jeu des acteurs, les rouages administratifs, le système politique sont opaques. Le politique, les marchés, le monde de l'industrie et des entreprises sont intimement imbriqués. Autant dire que la Chine est un vrai casse-tête pour les entreprises occidentales.  
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Affiche du document Love 'Em or Lose 'Em c.25

Love 'Em or Lose 'Em c.25

Beverly Kaye

08min15

  • Gestion et management
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11 pages. Temps de lecture estimé 08min.
This material has been excerpted from Love 'Em or Lose 'Em: Getting Good People to Stay by Beverly Kaye & Sharon Jordan-Evans
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Affiche du document Show Me the Money

Show Me the Money

Jack Phillips

3h36min45

  • Economie
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289 pages. Temps de lecture estimé 3h37min.
Written by bestselling author and renowned ROI guru Jack Phillips, this book presents a model for accurately measuring, monitoring, and anticipating one’s return on investment for any organizational program or project. Show Me the Money solves the challenges of measuring the hard-to-measure, and placing monetary value on the hard-to-value.From IT to HR, from boardroom to shop floor, increased accountability for achieving high-value results for new initiatives is increasing in every organization and department. Now the world's leading experts on ROI distill their years of experience and research into proven step-by-step tools for determining the value of any project before, during, and after implementation. Jack and Patti Phillips even show how to measure and place value on intangible qualities like leadership, creativity, customer loyalty, employee engagement, and more. Show Me the Money provides a comprehensive system that enables business leaders, analysts, and consultants to make the case for their projects and get buy-in at the beginning, refine them during development, and communicate the ultimate results to all stakeholders once the projects are completed. Easy to read and fortified with case studies, checklists, tips, and tools, Show Me the Money clarifies and resolves the mystery surrounding the allocation of monetary values. PrefaceAcknowledgmentsChapter 1: The Value EvolutionChapter 2: The ROI Methodology: A Brief OverviewChapter 3: Project Needs and Objectives: Ensuring Business AlignmentChapter 4: Reaction and Perceived Value Chapter 5: Learning and Confidence Chapter 6: Application and Implementation Chapter 7: Impact and Consequences Chapter 8: Isolation of Project Impact Chapter 9: Show Me the Money: Converting Data to Money Chapter 10: The Intangible Measures Chapter 11: Project Costs and Calculating ROIChapter 12: The Business Case: Forecasting Value, Including ROIChapter 13: Results ReportingChapter 14: Implementing and Sustaining ROINotes Index About the Authors
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Affiche du document Change from the Inside Out

Change from the Inside Out

Erika Andersen

1h29min15

  • Efficacité professionnelle
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119 pages. Temps de lecture estimé 1h29min.
Change initiatives fail because humans are hardwired to return to what's worked for us in the past. This book offers a straightforward process for rewiring ourselves and those we lead to be more change-capable. Change initiatives fail because humans are hardwired to return to what's worked for us in the past. This book offers a straightforward process for rewiring ourselves and those we lead to be more change-capable. Erika Andersen says avoiding change has been a historical imperative. In this book, she shows how we can overcome that reluctance and get good at making necessary change. Using a fictional story about a jewelry business changing generational hands, Andersen lays out a five-step model for addressing both this human side of change and its practical aspects: Step 1: Clarify the change and why it's needed—Get clear on what the change is and the benefits it will bring.Step 2: Envision the future state—Build a shared picture of the post-change future.Step 3: Build the change—Bring together a change team, engage key stakeholders, and plan the change.Step 4: Lead the transition—Build a transition plan that supports the human side of the change, then engage the whole organization in making the change.Step 5: Keep the change going—Work to make your organization permanently more change-capable. With opportunities to self-reflect and try out the ideas and approaches throughout, this book is a practical guide to thriving in this era of nonstop change.PrefaceChapter 1: How Change Has ChangedChapter 2: We Prefer StabilityChapter 3: Let the Re-Wiring BeginChapter 4: Changing on Three Levels – Leaders, Individuals, OrganizationsChapter 5: The Change ModelChapter 6: Start at the Beginning – Step 1, Clarify the Change and Why It's NeededChapter 7: What Change Will Bring – Step 2, Envision the Future StateChapter 8: The Heart of the Effort – Step 3, Build the ChangeChapter 9: Engaging the Whole Organization – Step 4, Lead the TransitionChapter 10: To the Future – Step 5, Keep the Change GoingChapter 11: On Becoming Change-CapableNotes AcknowledgmentsIndex
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Affiche du document Why Decisions Fail

Why Decisions Fail

Paul Nutt

4h24min45

  • Gestion et management
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353 pages. Temps de lecture estimé 4h25min.
Based on the his analysis of 400 strategic decisions made by top managers in areas such as products and services, pricing and markets, personnel policy, technology acquisition, and strategic reorganization, Nutt estimates that two-thirds of all decisions are based on failure-prone or questionable tactics. He uses the fifteen monumental decision-making disasters to illustrate the potential consequences of these common tactical errors and traps and then details successful alternative decision-making approaches.Why Decisions Fail translates decades of award-winning research into practical terms that managers can use to improve their own decision-making practices.PrefaceThe Decision DebaclesChapter 1: Blunders that Launch a Decision DebacleChapter 2: Traps that Catch Decision MakersChapter 3: Decision-Making Processes Prone to Success and FailureChapter 4: Traps in Failing to Lead the Effort with Agreed-Upon ClaimsChapter 5: The Traps in Unmanaged Social and Political ForcesChapter 6: Traps in Misleading DirectionsChapter 7: Traps in Limited Search and No InnovationChapter 8: The Traps in Misusing EvaluationChapter 9: Ethical Traps Chapter 10: Learning TrapsChapter 11: The Lessons: Avoiding the Blunders and TrapsAppendix 1: The Decision-Making Research ProjectAppendix 2: Estimating RiskAppendix 3: Citations for the Debacles References and Selected Readings Index About the Author
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Affiche du document The Shift

The Shift

Kimberly White

1h29min15

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119 pages. Temps de lecture estimé 1h29min.
A Simple yet Profound ShiftSeeing people as people is an idea so simple you'll swear you've heard it a million times but so profound you'll never stop learning from it. Kimberly White discovered it in a chain of nursing homes whose leaders, nurses, and housekeepers saw their patients, not as tasks to be ticked off a to-do list, but as valuable human beings.White helps you to this transformative shift with warm encouragement, insightful guidance, and powerfully moving, true accounts of extraordinary human goodness.
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Affiche du document The Change Handbook c.68

The Change Handbook c.68

Ronald D. Snee

12min45

  • Economie
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17 pages. Temps de lecture estimé 13min.
This material has been excerpted from The Change Handbook, Second Edition edited by Peggy Holman, Tom Devane, and Steven Cady
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Affiche du document Strategic Risk Management

Strategic Risk Management

Emanuel Lauria

2h09min45

  • Gestion et management
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173 pages. Temps de lecture estimé 2h10min.
This book presents a new approach to risk management that enables executives to think systematically and strategically about future risks and deal proactively with threats to their competitive advantages in an ever more volatile, uncertain, complex, and ambiguous world.This book presents a new approach to risk management that enables executives to think systematically and strategically about future risks and deal proactively with threats to their competitive advantages in an ever more volatile, uncertain, complex, and ambiguous world.Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror. Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.
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Affiche du document Profit Building

Profit Building

Perry J Ludy

2h12min45

  • Bourse et finance
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177 pages. Temps de lecture estimé 2h13min.
IMPROVING PROFIT is the number one objective of business leaders, yet most do not truly understand how to move beyond the basics when it comes to cost reduction for profit improvement. Typically, a company's response to reducing cost is to reduce the workforce. People are laid off in large numbers and dollars are saved-or so it seems. This is a mistake, a short-term solution. Profit Building provides a better approach, one that focuses on profit improvement as a stand-alone process, demonstrating how an organization can achieve its goals to improve profitability and reduce cost through a proven method based on team innovation management.Perry J. Ludy offers a hands-on guide that shows managers how to move profit-and-loss financial reviews beyond the basics to creative solutions and genuine action plans. Using the author's four-step Profit Building Process (PBP), Profit Building shows how to organize teams with the specific purpose of improving profit-while providing an opportunity for employees to participate in developing cost reduction strategies so that profit improvement is perpetual.A system of step-by-step activities designed to produce immediate and continuous results, the PBP shows managers how to apply concepts from prior learning-such as teams, innovation management, and performance improvement planning-to create tailor-made strategies for any organization. And it introduces "Questions Brainstorming," a new twist to traditional brainstorming that fosters avid group participation resulting in better solutions.In order to achieve success beyond today, business leaders must leverage all resources available within the organization to improve profit, reduce cost, and create a better place to work. Profit Building is an executive handbook and a quick desk reference for managers that shows how to do just that.Preface1 What Managers Need to Know About Cutting Costs and Improving Profits The Profit Improvement Paradox Profit Improvement Paradox Test Development of the Profit Building Process2 Improving Profits: Better Ways Than Layoffs The Downsizing Dilemma Perpetuating the Profit Improvement Paradox Summary3 The Profit Building Process Just What Is PBP? Summary4 Choosing and Managing the Profit Building Team Picking Your Team PBT in Action Tips for Choosing and Managing Your Team Summary5 Preparing Your Team and the Organization The Organizational Complexity Predictor PBT Preparation Managing Change Basic Innovation and Adoption Summary6 Generating Creative Solutions by Asking the Questions From Questions to More Questions . . . To Solutions Questions Brainstorming in Action Start Asking Questions Questions Brainstorming Jump-Start List Answering the Questions Facilitating Questions Brainstorming Summary 7 Taking Action and Documenting Results The Components Ranking the Questions Developing a Performance Improvement Plan Why Document It? Managing the Process Summary 8 Reviewing Progress and Following-Up My Learning Experience A Thorough Inspection Timely Follow-up Igniting the Process Asking the Next PBP Question The Manager's Role in Implementing the Innovation Summary9 Fifty Action Steps for Immediate Profit Improvement How to Use the List Ideas to Reduce Costs and Build Profits Revenue Other Personnel Costs Summary10 Sixty Further Steps to Cut Costs in All Areas of Your Business Communications Utilities Professional Fees Marketing Public Relations Insurance Travel and Entertainment Equipment Rental and Maintenance Facilities Cost Vehicles Other Supplies and Services Other Expenses11 How and Where to Get Started AppendixProfit Building Process Forms Footnotes Bibliography Author Biography Index
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Affiche du document Navigating the Impossible

Navigating the Impossible

Jason Caldwell

55min30

  • Gestion et management
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74 pages. Temps de lecture estimé 55min.
World-record endurance athlete and professional leadership coach Jason Caldwell draws on his amazing experiences to show how anyone can build and lead teams that accomplish incredible things.World-record endurance athlete and professional leadership coach Jason Caldwell draws on his amazing experiences to show how anyone can build and lead teams that accomplish incredible things. Thirty-five days, 14 hours, and 3 minutes. That's how long it took Jason Caldwell and the crew of the American Spirit to row 3,000 miles across the Atlantic Ocean during the 2016 Talisker Whiskey Atlantic Challenge—or, as it's known to those who attempt it, “The World's Toughest Row.” They not only succeeded but set a world record. This was an extraordinary team effort. And that's what this book is about. Caldwell transfers the hard-won lessons of his transatlantic adventure out of the ocean and into your office, showing how to build and lead teams that do what others say cannot be done and sustain that level of performance. The thrilling details of Caldwell's quest to break the world's record deliver a “just-one-more-page” experience, during which you'll also learn lessons like  • How to quit like a winner• Why results aren't the measure of a high-performance team• What four questions you should ask yourself before you set any goal• How to harness the power of emotion-first leadership• Why the best people aren't necessarily the right people for your teamThis book is a distillation of Caldwell's worldwide speaking programs delivered to packed crowds at Fortune 500 companies and universities worldwide. It is the answer to a question he is constantly asked: How were you and your teams able to accomplish such seemingly impossible goals? And it's also a guidebook that can teach anyone how to do the same.
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Affiche du document What We Have Learned

What We Have Learned

Susan Albers Mohrman

11min15

  • Economie
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15 pages. Temps de lecture estimé 11min.
This material has been excerpted from Useful Research: Advancing Theory and Practice edited by Susan Albers Mohrman and Edward E. Lawler III
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Affiche du document Evaluating Training Programs

Evaluating Training Programs

Donald L. Kirkpatrick

13min30

  • Efficacité professionnelle
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18 pages. Temps de lecture estimé 13min.
This material has been excerpted from Evaluating Training Programs: The Four Levels, 3rd Edition by Donald L. Kirkpatrick and James D. Kirkpatrick
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Affiche du document Telling Training's Story

Telling Training's Story

Robert Brinkerhoff

3h24min45

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273 pages. Temps de lecture estimé 3h25min.
You know it in your gut—training and development is valuable and worthwhile. But as a trainer, you need to prove this fact over and over to clients focused on bottom-line results. While most training evaluation methods are too elaborate, too complex, too costly, too difficult to explain, or worse, produce data that nobody believes, Telling Training's Story offers a simple, compelling way of evaluating training's impact: The Success Case Method (SCM).Based on careful analysis of participants' first-person accounts of their experiences in a training initiative, SCM doesn't just measure the impact of training, but pinpoints the very factors that make or break training success. Filled with examples, illustrations, tools, and checklists, Telling Training's Story not only shares the power of the Success Case Method to evaluate training, it also offers practical step-by-step guidelines for increasing the ROI of future learning and performance initiatives.Preface Acknowledgments Part 1Chapter One Getting to the Heart of Training ImpactCan We “Prove” Training Impact?Chapter Two How the Success Case Method Works: Two Basic StepsTraining Evaluation RealitiesThe Success Case Method: Step by StepChapter Three Success Case Method Strategy—Building Organizational Learning CapacityThe Determinants of Training ImpactLearning Alone Is Insufficient Risks of the Common Training Evaluation StrategyAn Evaluation Strategy for Building OrganizationalLearning Competence A Fundamental Shift in FocusRedefining the Evaluation Process Implementing the Strategy to Drive Change Chapter Four Focusing and Planning a Success Case Method Study1. Clarifying the Purpose of the SCM Study 2. Meet with and Discuss the Study with Key Stakeholders 3. Define the Program That Is to Be Studied4. Define the Population of Participants to Be Studied, and Identify Any Needed Sampling Parameters 5. How Soon After the Training to Conduct the Survey 6. Establishing a Schedule for the Study 7. Specify and Confirm the Resources Available for the Study 8. Finalize the Success Case StrategyChapter Five Constructing a Simple Training Impact ModelElements of the Impact ModelConstructing an Impact Model Chapter Six Fishing for Success Conducting the SCM SurveyDefining the Survey Step Conducting the SCM SurveyChapter Seven Sorting the “Catch”—Analyzing Survey Results Scoring and Sorting the Survey Response Choosing Interviewee Candidates Analyzing Data to Estimate Nature and Scope of Impact Chapter Eight Digging Out and Telling the Stories— the SCM InterviewsResolving Causal Questions The SCM Interview Structure Preparing for the InterviewsChapter Nine Drawing Compelling ConclusionsThe Eight Major SCM Conclusions Conclusion Type One: What, If Any, Impact Was Achieved? Conclusion Type Two: How Widespread Is Success? Summary of Final Conclusions Conclusion Type Three: Did the Training Work Better in Some Parts of the Organization, or with Some Types of Participants, Better than Others? Conclusion Type Four: Were Some Parts of the Training More Successfully Applied than Others? Conclusion Type 5: What Systemic Factors Were Associated with Success and a Lack of Success? Conclusion Type Six: What Is the Value of Outcomes Achieved? Conclusion Type Seven: What Is the Unrealized Value of the Training? Conclusion Type Eight: How Do the Benefits of the Training Compare with the Costs? Part 2Chapter Ten Sales Training at GrundfosThe Setting Purposes of the SCM Study Organizing the Study Challenges and Constraints The SCM Chronology The Impact Model Survey Actions After the SCM StudyChapter Eleven Service Technician Training at the Compaq Computer CorporationOther Important Factors Preparing for the Evaluation Evaluation Results The Rest of the Story Chapter Twelve Coaching and Training at Coffee Bean and Tea Leaf The Business Scenario The Training Intervention The Evaluation Purpose SCM Study Procedures Survey Results Interview Results Recommendations Challenges and Lessons LearnedChapter Thirteen Executive Development at Allstate InsuranceEvaluation Purposes The Evaluation Process Challenges and Constraints Results Conclusions Recommendations Lessons LearnedReferences Success Case Method Assistance and Resources Index About the Author About Berrett-Koehler Publishers
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Affiche du document The Influence Edge

The Influence Edge

Vengel Alan

1h24min00

  • Gestion et management
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112 pages. Temps de lecture estimé 1h24min.
OLD-SCHOOL top-down organizational behavior won't cut it anymore. Direct chain-of-command hierarchies are obsolete, fast giving way to networked, team-oriented organizations. To be successful, the ability to influence others-especially others over whom you have no direct control-is a must. You have to build alliances and persuade people, not boss them around.The ability to influence people isn't something you're born with, it's a skill anyone can acquire. In his new book, The Influence Edge, experienced organizational consultant Alan Vengel teaches the influence skills needed to enlist the cooperation of others, inside and outside the organization, to achieve your professional goals.Drawing on case studies and illustrative anecdotes from his consulting practice, Vengel introduces a powerful system of influence initiatives and strategic thinking that anyone can apply to almost any work situation. The Influence Edge details specific influence tactics that can lead to workplace success. It provides a nuts and bolts guide for planning for a real influence situation, and shows exactly how to map out a strategy. And The Influence Edge goes deeper into the influence realm to show how to build better long-term rapport, even with really difficult people.An interactive self-study guide, The Influence Edge offers immediate hands-on applications. Its heavily tested, practical insights are embodied in a variety of exercises that help readers evaluate their progress, reflect deeply on what they've read, and build a personal strategy for increasing their influence edge.Vengel equips readers to influence without authority, sell ideas, and build relationships. The Influence Edge is designed to be used again and again. It provides a complete toolkit for turning the often disorderly and seemingly impossible task of getting someone else to help you achieve your goal into an entirely viable process of analysis, preparation, and action.Foreword by Angel Rampy, Manager, Nortel NetworksIntroduction Chapter One: Why You Need Influence Skills Worksheet1: Determining Where You Want More Influence Five Good Reasons for Attaining Influence SkillsWorksheet 2: Determining What You Know About InfluenceBuilding Your Strategy Worksheet 3: Focusing Your Influence NeedsWorksheet 4: Identifying a Specific Influence Situation Chapter Two: Mastering the Two Fundamental Factors of Any Influence SituationThe Two Fundamental Factors of Any Influence SituationJim's Story Worksheet 5: Jim's Dilemma A Closer Look at the Two Fundamental Factors Worksheet 6: Applying the Two Fundamental Factors Influencing a GroupWorksheet 7: Influencing a Group Worksheet 8: Determining Your Action StepsChapter Three: Learning the Key Behaviors That Drive Influence SuccessWhat Is Push Energy?Worksheet 9: Being Smart About Push Energy What Is Pull Energy?Worksheet 10: Being Smart About Pull EnergyWhat Is Push/Pull Energy?Worksheet 11: Being Smart About Push/Pull EnergyFive Key Behaviors of Push, Pull, and Push/Pull EnergyBuilding Your StrategyWorksheet 12: Self-Assessment Putting the Five Key Behaviors to Work for You Building Your StrategyWorksheet 13: Practicing in the Field Chapter Four: Attuning to Personal Communication Styles Worksheet 14: Revisiting Your Situation Worksheet 15: The Authoritarian and You Worksheet 16: The Analyzer and YouWorksheet 17: The Visionary and You Worksheet 18: The Supporter and You Building Your StrategyWorksheet 19: The Four Communication Styles Chapter Five: Putting Together a Complete Influence StrategyWorking the Strategy Steps: The Leslie Problem Strategy Step One: Identifying Situational Factors Strategy Step Two: Identifying Behaviors Strategy Step Three: Determining the Behavior Sequence Strategy Step Four: Distancing StrategyChapter Six: Practice Scenarios for Increasing Your Influence Skills When to Use the Key Behaviors: A Closer LookGuide for Mastering the Key Behaviors More Practice Scenarios for Mastering the Key Behaviors Worksheet 20: Practice Makes It Perfect (Scenario One)Worksheet 21: Practice Makes It Perfect (Scenario Two) Worksheet 22: Practice Makes It Perfect (Scenario Three)Worksheet 23: Practice Makes It Perfect (Scenario Four) Chapter Seven: Honing Your Influence Edge by Building Rapport \Visual PeopleAuditory PeopleKinesthetic PeopleBuilding Your StrategyWorksheet 24: Representational Systems and Your Influence SubjectWrap-UpAbout the Author
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Affiche du document Escaping the Growth Curse

Escaping the Growth Curse

Keeley Wilson

1h12min00

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96 pages. Temps de lecture estimé 1h12min.
Sustainable company growth isn't just a pipedream. This 3-part blueprint is your guide to avoiding the traps that cause growth to stall.As companies mature, their underlying growth naturally slows—this is called the 'growth curse'. It's a pervasive problem that plagues companies, CEOs, and board members alike. In order to safeguard a company's future, a strategic form of governance in which the board plays a more active role on behalf of all stakeholders, must be activated.This book is comprised of 3 parts. First it shows companies how to identify the traditional traps that hinder growth. The second part provides companies with a blueprint for building their board, defining long-term strategy, and adjustments necessary to serve continued growth. The final part delves into the specific ways that the board and executives must collaborate in relation to strategic renewal.Reimagining the limits of growth and how companies are run as a consequence provides an escape from the 'growth curse' at last.
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Affiche du document Connecter le golfe Persique et l’Asie centrale

Connecter le golfe Persique et l’Asie centrale

1h10min30

  • Bourse et finance
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94 pages. Temps de lecture estimé 1h10min.
Deux blocs régionaux connaissent une course accélérée pour se connecter : le golfe Persique et la méga-région Asie Centrale/Caucase. Plusieurs corridors ferroviaires, maritimes, énergétiques concurrents, mais en réalité complémentaires poursuivent leur déploiement. Deux outsiders, le projet IMEC (qui devrait relier l’Inde à l’Europe via la péninsule arabique), et le Development Road Corridor entre la Turquie et l’Irak enrichissent ce nouveau « Grand Jeu » d’une importance stratégique majeure. Ils sont assortis de réseaux énergétiques et de câbles terrestres et sous-marins. Acteurs régionaux comme grandes puissances s’activent âprement. Pour décrypter ce puzzle en mouvement, un groupe de spécialistes (experts, mais aussi dirigeants de premier plan) présente non seulement l’état des lieux, mais décrit les enjeux critiques en cause.  
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Affiche du document C’est si simple de manager : Ou comment corriger nos illusions sur le management

C’est si simple de manager : Ou comment corriger nos illusions sur le management

Gabriel Aussant

1h09min00

  • Gestion et management
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92 pages. Temps de lecture estimé 1h09min.
Le monde de l’entreprise change. L’individu occupe désormais une place centrale dans les débats : bienveillance, génération Z, risques psychosociaux, quête de sens, motivation… La société interroge ses modèles, et une figure concentre toutes les exigences et les attentes, les espoirs comme les contradictions : le manager. Mais de qui parlons-nous ? Qui se cache derrière le manager ? Quel est son rôle ?Trop souvent fantasmée, la fonction managériale est nimbée d’illusions sur la portée de sa fonction et tous s’y engouffrent : dirigeants, RH, salariés et surtout les managers eux-mêmes Gabriel Aussant lève le voile sur ce qui se cache derrière les croyances erronées du « bon manager » : communication, contrôle, périmètres, exemplarités, complexité. Au fil des constats implacables, il éclairera et accompagnera le lecteur à la découverte d’un monde réel, authentique où le manager, cet être humain normal, peut manager et réussir avec simplicité.
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Affiche du document Le service public entre traditions et souverainisme

Le service public entre traditions et souverainisme

Koro Traoré

1h47min15

  • Economie
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143 pages. Temps de lecture estimé 1h47min.
Cet ouvrage est le fruit de longues réflexions fondées sur diverses expériences dédiées au service public et vise à proposer une grille d’analyse et des alternatives à l’adéquation entre traditions, modernisation et souverainisme dans la gestion du service public en Afrique. Dans un monde marqué par la mondialisation, les États africains doivent jongler entre les impératifs de modernisation, la pression des institutions internationales et la nécessité de préserver leur souveraineté. Ce livre propose une analyse rigoureuse des défis actuels du service public en Afrique francophone, en s’appuyant sur des exemples concrets et des perspectives novatrices.
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Affiche du document Setting Performance Targets

Setting Performance Targets

Carolyn Stringer

1h03min00

  • Gestion et management
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84 pages. Temps de lecture estimé 1h03min.
Targets are an important part of our work life, whether we are setting them or meeting them. There is a science to target setting. Unfortunately the behavioral impact of target setting on performance is underestimated. This can lead to serious consequences such as game playing, overcharging customers, or demotivating competent managers.This book will help you fill the gap in target setting for performance. The pivotal issue in target setting is that it is an art as well as a science. Perhaps more of an art, requiring a balance between the psychologies of the people taking initiatives, the science of estimating probabilities and aligning with strategies, coupled with the motivational effects of incentives.You will also be introduced to some of the important methods in target setting such as forecasting, sensitivity analysis, and probability analysis; all of which include practical examples to show how these techniques can be directly applied. In the end, you’ll learn how interrelated the various parts of organizational activities are and how they impact on each other, which is important since target setting must include an understanding of the organizational context (e.g., people, competitive environment, structure, strategy) as well as the impact of incentive compensation and information flows.
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Affiche du document Cross-Cultural Management

Cross-Cultural Management

Veronica Velo

1h37min30

  • Marketing et communication
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130 pages. Temps de lecture estimé 1h37min.
If you are employed or studying cross-cultural management—what is culture and to what extent is it important in international business—then you will need to have this book, as it answers these questions through an exploration of the major theories that have been developed in the fields of business anthropology and international management.Dr. Velo also discusses the application of previously analyzed cultural frameworks as a basis for the elaboration of new ideas relating to current issues in organizational behavior. International organizations often deal with relationships between the employee as a socialized individual and the culture of his/her organization, managing in a globalized context, the development and management of cross-cultural teams, and negotiating intercultural with potential conflicts. This outstanding contribution to this field will help explain these relationships, questions, and possible conflicts in the world of cross-cultural management.
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