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Affiche du document Understanding Japanese Management Practices — Understanding Japanese Management Practices
Parissa Haghirian
1h17min15
Economie
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103 pages. Temps de lecture estimé 1h17min.
Today, Japan is the most influential economy in Asia and the second largest economy in the world. Japanese consumers are among the richest in the world, and the Japanese market still provides profitable investment opportunities. Not only are the Japanese able to adopt Western ideas and techniques without problems but they also maintain a very unique perspective of the world.Japanese management practices are no exception. And this outstanding new book, Understanding Japanese Management Practices, gives you and other international managers an in-depth look at Japanese management practices and how these can be implemented into Western corporations. It examines the cultural foundations of Japanese management and explains the most famous Japanese business concepts, such as kaizen (just-in-time) and lifetime employment. It then provides practical advice on how to successfully enter and position Western products in the Japanese market. Finally, it provides an advice on how to negotiate successfully with Japanese business partners and reveals what Western managers can learn from Japanese management practices.Japanese management practices have had an enormous influence on Western management practices over the past few decades. Many Japanese management practices have become a standard in Western firms. This book will undoubtedly guide you through Japanese business practices and how these practices help to improve business processes and to increase quality and efficiency in numerous corporations worldwide. It will also help you learn more about what Japanese management is and how do Japan’s management practices differ from those in the West.

Understanding Japanese Management Practices
Parissa Haghirian
1h17min15
Economie
Youscribe plus
103 pages. Temps de lecture estimé 1h17min.
Today, Japan is the most influential economy in Asia and the second largest economy in the world. Japanese consumers are among the richest in the world, and the Japanese market still provides profitable investment opportunities. Not only are the Japanese able to adopt Western ideas and techniques without problems but they also maintain a very unique perspective of the world.Japanese management practices are no exception. And this outstanding new book, Understanding Japanese Management Practices, gives you and other international managers an in-depth look at Japanese management practices and how these can be implemented into Western corporations. It examines the cultural foundations of Japanese management and explains the most famous Japanese business concepts, such as kaizen (just-in-time) and lifetime employment. It then provides practical advice on how to successfully enter and position Western products in the Japanese market. Finally, it provides an advice on how to negotiate successfully with Japanese business partners and reveals what Western managers can learn from Japanese management practices.Japanese management practices have had an enormous influence on Western management practices over the past few decades. Many Japanese management practices have become a standard in Western firms. This book will undoubtedly guide you through Japanese business practices and how these practices help to improve business processes and to increase quality and efficiency in numerous corporations worldwide. It will also help you learn more about what Japanese management is and how do Japan’s management practices differ from those in the West.

Accès libre

Affiche du document Successful Cross-Cultural Management — Successful Cross-Cultural Management
Parissa Haghirian
1h20min15
Economie
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107 pages. Temps de lecture estimé 1h20min.
Globalization and unlimited connectedness to all places in the world give us the impression that our world is growing smaller and smaller. We can get products from all over the world anytime, can easily communicate with people on the other side of the planet with just a mouse click, and travel almost anywhere within a day or two. These developments are very inspiring and open up an array of new experiences and opportunities for us, in our private lives and in international business. However, all these rapid changes over the past decade often lead people to believe differences between people and cultures have disappeared and that there are less cultural barriers than in our past. But the contrary is true. Despite increasing connectivity and globalization, cultural differences remain. The more connected and international we become, the more differences between cultures, their views on the world, values, and communication styles become evident.In international management, these differences play an increasingly essential role. International managers are supposed to succeed in an arena where rules are very different and difficult to understand, but often not obvious. They must show interest and openness in foreign cultures and their management practices, in many cases even change their old, often very successful ways to succeed.This is a huge challenge. Even managers who show great interest in understanding international business culture and who want to experience exotic cultures cannot do this so easily. They still find it difficult to understand colleagues and business people from a different cultural background. On top of this, many work processes have not changed or adapted to a global environment yet and are still performed in the in the traditional way. Thus misunderstandings, conflicts, and stress are frequently accompanying international business activities and end in lost opportunities and business failure.Successful Cross-Cultural Management: A Guide for International Managers looks at the practical implications of doing business overseas. The book explains how we all have our own cultural programs and how these programs influence our management activities. It discusses which cross-cultural experiences managers have, how they react to stress and misunderstandings during these encounters, and which strategies they can develop to successfully reach their goals. It covers all aspects of cross-cultural management such as cross-cultural negotiations, conflict, and leadership, and explains how to deal with culture shock and which training methods to choose when preparing employees for an international assignment. Mini-case studies and cross-cultural incidents present vivid examples of the international workplace and its cultural challenges. Finally, the book gives recommendations for international managers on how to prepare themselves for a cross-cultural management future.Successful Cross-Cultural Management: A Guide for International Managersis a book for managers who work overseas or frequently deal with international business partners, students of international business who want to get insights into cross-cultural business activities and their cultural challenges, and also for people who would like to strengthen and improve their cross-cultural relationships and friendships.

Successful Cross-Cultural Management
Parissa Haghirian
1h20min15
Economie
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107 pages. Temps de lecture estimé 1h20min.
Globalization and unlimited connectedness to all places in the world give us the impression that our world is growing smaller and smaller. We can get products from all over the world anytime, can easily communicate with people on the other side of the planet with just a mouse click, and travel almost anywhere within a day or two. These developments are very inspiring and open up an array of new experiences and opportunities for us, in our private lives and in international business. However, all these rapid changes over the past decade often lead people to believe differences between people and cultures have disappeared and that there are less cultural barriers than in our past. But the contrary is true. Despite increasing connectivity and globalization, cultural differences remain. The more connected and international we become, the more differences between cultures, their views on the world, values, and communication styles become evident.In international management, these differences play an increasingly essential role. International managers are supposed to succeed in an arena where rules are very different and difficult to understand, but often not obvious. They must show interest and openness in foreign cultures and their management practices, in many cases even change their old, often very successful ways to succeed.This is a huge challenge. Even managers who show great interest in understanding international business culture and who want to experience exotic cultures cannot do this so easily. They still find it difficult to understand colleagues and business people from a different cultural background. On top of this, many work processes have not changed or adapted to a global environment yet and are still performed in the in the traditional way. Thus misunderstandings, conflicts, and stress are frequently accompanying international business activities and end in lost opportunities and business failure.Successful Cross-Cultural Management: A Guide for International Managers looks at the practical implications of doing business overseas. The book explains how we all have our own cultural programs and how these programs influence our management activities. It discusses which cross-cultural experiences managers have, how they react to stress and misunderstandings during these encounters, and which strategies they can develop to successfully reach their goals. It covers all aspects of cross-cultural management such as cross-cultural negotiations, conflict, and leadership, and explains how to deal with culture shock and which training methods to choose when preparing employees for an international assignment. Mini-case studies and cross-cultural incidents present vivid examples of the international workplace and its cultural challenges. Finally, the book gives recommendations for international managers on how to prepare themselves for a cross-cultural management future.Successful Cross-Cultural Management: A Guide for International Managersis a book for managers who work overseas or frequently deal with international business partners, students of international business who want to get insights into cross-cultural business activities and their cultural challenges, and also for people who would like to strengthen and improve their cross-cultural relationships and friendships.

Accès libre

Affiche du document LE GUIDE COMPLET DU MARKETING POUR PETITES ENTREPRISES — LE GUIDE COMPLET DU MARKETING POUR PETITES ENTREPRISES
Bourama Sadio
1h49min30
Marketing et communication
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146 pages. Temps de lecture estimé 1h49min.
"LE GUIDE COMPLET DU MARKETING POUR PETITES ENTREPRISES" n’est passeulement un livre. C’est une main tendue à tous les petits entrepreneurs qui sebattent chaque jour avec peu de moyens, mais beaucoup de courage.Je l’ai écrit pour vous, qui vendez dans un petit coin de rue, dans une boutique dequartier, sur WhatsApp ou au marché.Je l’ai écrit parce que je crois que le savoir ne doit pas être réservé à une élite.Je l’ai écrit parce que la réussite est possible, même avec peu, si l’on a la méthode,la vision et la volonté.Ce livre est un outil, un compagnon de route. Il ne vous donnera pas tout, mais il vousdonnera l’essentiel pour avancer avec clarté et stratégie.À chaque page, j’ai voulu être proche, concret, réaliste, mais aussi ambitieux.Parce que je crois profondément que la petite entreprise est le futur de noséconomies locales.Continuez à apprendre. Continuez à croire. Continuez à construire.

Accès libre

Affiche du document LES TECHNIQUES DE VENTE - Manuel pratique pour vendeurs, entrepreneurs et commerciauxambitieux — LES TECHNIQUES DE VENTE - Manuel pratique pour vendeurs, entrepreneurs et commerciauxambitieux
Bourama Sadio
31min30
Marketing et communication
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42 pages. Temps de lecture estimé 31min.
"LE GUIDE COMPLET DU MARKETING POUR PETITES ENTREPRISES" n’est passeulement un livre. C’est une main tendue à tous les petits entrepreneurs qui sebattent chaque jour avec peu de moyens, mais beaucoup de courage.Je l’ai écrit pour vous, qui vendez dans un petit coin de rue, dans une boutique dequartier, sur WhatsApp ou au marché.Je l’ai écrit parce que je crois que le savoir ne doit pas être réservé à une élite.Je l’ai écrit parce que la réussite est possible, même avec peu, si l’on a la méthode,la vision et la volonté.Ce livre est un outil, un compagnon de route. Il ne vous donnera pas tout, mais il vousdonnera l’essentiel pour avancer avec clarté et stratégie.À chaque page, j’ai voulu être proche, concret, réaliste, mais aussi ambitieux.Parce que je crois profondément que la petite entreprise est le futur de noséconomies locales.Continuez à apprendre. Continuez à croire. Continuez à construire.

Accès libre

Affiche du document Making the Impossible Possible — Making the Impossible Possible
Kim Cameron
3h42min45
Efficacité professionnelle
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297 pages. Temps de lecture estimé 3h43min.
Bestselling author Kim Cameron delivers both a riveting story and a thoroughly researched case study that delves into the spectacularly impossible success of the shutdown and clean-up of Rocky Flats, one of the most notorious nuclear weapons plants in the United States.The most contaminated nuclear weapons plant in the country, Rocky Flats was an environmental disaster and the site of rampant worker unrest. Although estimates projected that cleaning up and closing the facility would take 70 years and $36 billion, the project was completed 60 years ahead of schedule and $30 billion under budget, and most of the site is now on its way to becoming a wildlife refuge. Kim Cameron and Marc Lavine explain how this amazing feat was accomplished and how other organizations can apply the same methods to achieve breakthrough levels of performance. The authors discovered that the Rocky Flats leaders used a distinctive “abundance approach,” identifying and building on sources of strength, resilience, and vitality rather than simply solving problems and overcoming difficulties. Drawing on numerous firsthand accounts and public records, they identify 21 specific leadership practices and key techniques that were fundamental to this innovative approach. This fascinating and thoroughly researched case study provides a complete guide for anyone wanting to better understand and apply the lessons of this remarkable, history-making achievement. AcknowledgmentsAn Introduction to the Impossible1 Explaining the Impossible—Positive Deviance and the Abundance Approach2 Impending Disaster—A Brief History of Rocky Flats 3 The Role of Leaders4 Competing Values and Paradoxical Leadership 5 Key Enablers—Vision, Innovation, and Symbolic Leadership6 Key Enablers—Stability, Discipline, and Process Control7 Key Enablers—Relationships, Human Capital, and Collaborative Culture 8 Key Enablers—Politics, Incentives, and Rigorous Performance Standards9 Leadership Principles for Spectacular Performance Appendix 1: Caveats and Alternative Views of Rocky Flats' SuccessAppendix 2: Research MethodsReferences Photo Credits Index About the Authors About the Center for Positive Organizational Scholarship

Making the Impossible Possible
Kim Cameron
3h42min45
Efficacité professionnelle
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297 pages. Temps de lecture estimé 3h43min.
Bestselling author Kim Cameron delivers both a riveting story and a thoroughly researched case study that delves into the spectacularly impossible success of the shutdown and clean-up of Rocky Flats, one of the most notorious nuclear weapons plants in the United States.The most contaminated nuclear weapons plant in the country, Rocky Flats was an environmental disaster and the site of rampant worker unrest. Although estimates projected that cleaning up and closing the facility would take 70 years and $36 billion, the project was completed 60 years ahead of schedule and $30 billion under budget, and most of the site is now on its way to becoming a wildlife refuge. Kim Cameron and Marc Lavine explain how this amazing feat was accomplished and how other organizations can apply the same methods to achieve breakthrough levels of performance. The authors discovered that the Rocky Flats leaders used a distinctive “abundance approach,” identifying and building on sources of strength, resilience, and vitality rather than simply solving problems and overcoming difficulties. Drawing on numerous firsthand accounts and public records, they identify 21 specific leadership practices and key techniques that were fundamental to this innovative approach. This fascinating and thoroughly researched case study provides a complete guide for anyone wanting to better understand and apply the lessons of this remarkable, history-making achievement. AcknowledgmentsAn Introduction to the Impossible1 Explaining the Impossible—Positive Deviance and the Abundance Approach2 Impending Disaster—A Brief History of Rocky Flats 3 The Role of Leaders4 Competing Values and Paradoxical Leadership 5 Key Enablers—Vision, Innovation, and Symbolic Leadership6 Key Enablers—Stability, Discipline, and Process Control7 Key Enablers—Relationships, Human Capital, and Collaborative Culture 8 Key Enablers—Politics, Incentives, and Rigorous Performance Standards9 Leadership Principles for Spectacular Performance Appendix 1: Caveats and Alternative Views of Rocky Flats' SuccessAppendix 2: Research MethodsReferences Photo Credits Index About the Authors About the Center for Positive Organizational Scholarship

Accès libre

Affiche du document Strategic Business Partner — Strategic Business Partner
Dana Gaines Robinson
3h45min00
Gestion et management
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300 pages. Temps de lecture estimé 3h45min.
Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line.Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner—the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.PrefaceIntroduction: From Value Sapping to Value AddingPart One: Concepts and a Model for Strategic Business Partners1. Key Concepts for Partnering Strategically2. The SBP ModelPart Two: Building Client Partnerships3. Identifying Clients and Developing Access 4. Gaining Credibility and Trust Part Three: Identifying and Partnering on Strategic Projects5. The Logic Used to Identify Strategic Opportunities 6. Reframe Requests to Identify Strategic Opportunities 7. Proactively Identify Strategic Opportunities 8. When the Client Says “Yes”Part Four: Influencing Business Strategies and Direction9. Being at the Table 10. Making the SBP Role RealTools References Resources Index About the Authors

Strategic Business Partner
Dana Gaines Robinson
3h45min00
Gestion et management
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300 pages. Temps de lecture estimé 3h45min.
Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line.Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner—the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.PrefaceIntroduction: From Value Sapping to Value AddingPart One: Concepts and a Model for Strategic Business Partners1. Key Concepts for Partnering Strategically2. The SBP ModelPart Two: Building Client Partnerships3. Identifying Clients and Developing Access 4. Gaining Credibility and Trust Part Three: Identifying and Partnering on Strategic Projects5. The Logic Used to Identify Strategic Opportunities 6. Reframe Requests to Identify Strategic Opportunities 7. Proactively Identify Strategic Opportunities 8. When the Client Says “Yes”Part Four: Influencing Business Strategies and Direction9. Being at the Table 10. Making the SBP Role RealTools References Resources Index About the Authors

Accès libre

Affiche du document The Success Case Method — The Success Case Method
Robert Brinkerhoff
3h00min45
Efficacité professionnelle
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241 pages. Temps de lecture estimé 3h1min.
Each year, organizations spend millions of dollars trying out new innovations and improvements-and millions will be wasted if they can't quickly find out what's working and what is not. The Success Case Method offers a breakthrough evaluation technique that is easier, faster, and cheaper than competing approaches, and produces compelling evidence decision-makers can actually use.Because it seeks out the best stories of how real individuals have actually used innovations, The Success Case Method can ferret out success no matter how small or infrequent. It can salvage the few "gems" of success from a larger initiative that is not doing well or find out how to make a partially successful effort even more successful. The practical methods and tools in this book can help those who initiate and foster change, including leaders, executives, managers, consultants, training directors, and anyone else who is trying to make things work better in organizations get the greatest returns for their investments.Preface 1 What is the Success Case Method and How Does it Work?The Basic SCM Questions Uses for the Success Case Approach How the Success Case Method Works2 The Success Case Method: Step by StepThe SCM Steps Where the Steps Came From—The Accidental SCM Study3 Focusing and Planning a Success Case Study4 Envisioning Success: Creating an Impact ModelThe Impact Model Impact Model: The Beginning or the End?Creating Impact ModelsSome Impact Model Examples State Family Welfare Agency ModelImpact Model for Pharmaceutical SalesReps Using Laptops Impact Model for a Beer Distributor Impact Model for Home Healthcare Services A Final Note on Impact Models5 Using a Survey to Search for Best and Worst Cases A High Level Look at the Survey Process Alternatives to the Formal Survey The Formal Success Case Survey Devising a Scoring Scheme Planning the Success Case Survey 6 Interviewing and Documenting Success Cases Step 1: Analyze the Survey Responses to Identify Potential Success Cases Filling Buckets: The Protocol Conceptual ModelBasic Interview ProcessDocumenting Success Cases 7 Communicating Credible and Compelling Results that Tell the StoryThe Six Major Success Case Report Conclusions The Conclusion Types Illustrated Building Interest in SC Study Findings8 Putting the Success Case Method to Work: Strategic ApplicationsMining “Gems” from a Large And and Mature ProgramSalvaging Valuable Parts from a Doomed Program Employing a “Rapid Prototyping” Approach Improving a Vital Support Program Providing Exemplary Role Models to Teach and Motivate Others Marketing an Initiative Pinpointing the Specific Value of “Soft” InterventionsSupporting and Leveraging “Pioneer” Experiences Your TurnA Success Case Study Final ReportReferences Index About the Author

The Success Case Method
Robert Brinkerhoff
3h00min45
Efficacité professionnelle
Youscribe plus
241 pages. Temps de lecture estimé 3h1min.
Each year, organizations spend millions of dollars trying out new innovations and improvements-and millions will be wasted if they can't quickly find out what's working and what is not. The Success Case Method offers a breakthrough evaluation technique that is easier, faster, and cheaper than competing approaches, and produces compelling evidence decision-makers can actually use.Because it seeks out the best stories of how real individuals have actually used innovations, The Success Case Method can ferret out success no matter how small or infrequent. It can salvage the few "gems" of success from a larger initiative that is not doing well or find out how to make a partially successful effort even more successful. The practical methods and tools in this book can help those who initiate and foster change, including leaders, executives, managers, consultants, training directors, and anyone else who is trying to make things work better in organizations get the greatest returns for their investments.Preface 1 What is the Success Case Method and How Does it Work?The Basic SCM Questions Uses for the Success Case Approach How the Success Case Method Works2 The Success Case Method: Step by StepThe SCM Steps Where the Steps Came From—The Accidental SCM Study3 Focusing and Planning a Success Case Study4 Envisioning Success: Creating an Impact ModelThe Impact Model Impact Model: The Beginning or the End?Creating Impact ModelsSome Impact Model Examples State Family Welfare Agency ModelImpact Model for Pharmaceutical SalesReps Using Laptops Impact Model for a Beer Distributor Impact Model for Home Healthcare Services A Final Note on Impact Models5 Using a Survey to Search for Best and Worst Cases A High Level Look at the Survey Process Alternatives to the Formal Survey The Formal Success Case Survey Devising a Scoring Scheme Planning the Success Case Survey 6 Interviewing and Documenting Success Cases Step 1: Analyze the Survey Responses to Identify Potential Success Cases Filling Buckets: The Protocol Conceptual ModelBasic Interview ProcessDocumenting Success Cases 7 Communicating Credible and Compelling Results that Tell the StoryThe Six Major Success Case Report Conclusions The Conclusion Types Illustrated Building Interest in SC Study Findings8 Putting the Success Case Method to Work: Strategic ApplicationsMining “Gems” from a Large And and Mature ProgramSalvaging Valuable Parts from a Doomed Program Employing a “Rapid Prototyping” Approach Improving a Vital Support Program Providing Exemplary Role Models to Teach and Motivate Others Marketing an Initiative Pinpointing the Specific Value of “Soft” InterventionsSupporting and Leveraging “Pioneer” Experiences Your TurnA Success Case Study Final ReportReferences Index About the Author

Accès libre

Affiche du document Organization Development — Organization Development
Mclean Gary
6h00min45
Efficacité professionnelle
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481 pages. Temps de lecture estimé 6h1min.
Designed for use in undergraduate and graduate programs in organization development, management, human resource development, and industrial and organizational psychology, Organization Development provides readers with an overview of the field and acquaints them with the basic principles, practices, values, and skills of OD. Covering every aspect of the work of an OD professional and featuring numerous illustrative case studies, it shows how OD professionals actually get work and what the first steps in any OD effort should be.Author Gary McLean surveys different ways to assess an organizational situation—including a comparison of the Action Research and Appreciative Inquiry models—and provides forms for devising an action plan based on that assessment. He then looks at how to choose and implement a range of interventions at different levels, as well as how to evaluate the results of an intervention.Organization Development goes beyond the organizational level to look at the application of OD on community, national, regional, and global levels. And it successfully combines theory and practice; process and outcomes; performance and affective results; effectiveness and efficiency.List of FiguresList of Tables Preface 1 What Is Organization Development?2 Entry: Marketing and Contracting 3 Start-up and Systems Theory 4 Organizational Assessment and Feedback 5 Action Planning and Introduction to Interventions 6 Implementation: Individual Level7 Implementation: Team and Interteam Levels 8 Implementation: Process Level 9 Implementation: Global Level10 Implementation: Organizational Level 11 Implementation: Community and National Levels 12 Evaluation of Processes and Results 13 Adoption of Changes and Follow-up 14 Reasons for Separation from the Organization15 Ethics and Values Driving OD 16 Competencies for OD 17 Issues Facing OD and Its Future Glossary References Name Index Subject Index About the Author

Organization Development
Mclean Gary
6h00min45
Efficacité professionnelle
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481 pages. Temps de lecture estimé 6h1min.
Designed for use in undergraduate and graduate programs in organization development, management, human resource development, and industrial and organizational psychology, Organization Development provides readers with an overview of the field and acquaints them with the basic principles, practices, values, and skills of OD. Covering every aspect of the work of an OD professional and featuring numerous illustrative case studies, it shows how OD professionals actually get work and what the first steps in any OD effort should be.Author Gary McLean surveys different ways to assess an organizational situation—including a comparison of the Action Research and Appreciative Inquiry models—and provides forms for devising an action plan based on that assessment. He then looks at how to choose and implement a range of interventions at different levels, as well as how to evaluate the results of an intervention.Organization Development goes beyond the organizational level to look at the application of OD on community, national, regional, and global levels. And it successfully combines theory and practice; process and outcomes; performance and affective results; effectiveness and efficiency.List of FiguresList of Tables Preface 1 What Is Organization Development?2 Entry: Marketing and Contracting 3 Start-up and Systems Theory 4 Organizational Assessment and Feedback 5 Action Planning and Introduction to Interventions 6 Implementation: Individual Level7 Implementation: Team and Interteam Levels 8 Implementation: Process Level 9 Implementation: Global Level10 Implementation: Organizational Level 11 Implementation: Community and National Levels 12 Evaluation of Processes and Results 13 Adoption of Changes and Follow-up 14 Reasons for Separation from the Organization15 Ethics and Values Driving OD 16 Competencies for OD 17 Issues Facing OD and Its Future Glossary References Name Index Subject Index About the Author

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Affiche du document Positive Organizational Scholarship — Positive Organizational Scholarship
6h00min00
Efficacité professionnelle
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480 pages. Temps de lecture estimé 6h00min.
Scholarship establishes a new field of study in the organizational sciences. Just as positive psychology focuses on exploring optimal individual psychological states rather than pathological ones, Positive Organizational Scholarship focuses attention on optimal organizational states --- the dynamics in organizations that lead to the development of human strength, foster resiliency in employees, make healing, restoration, and reconciliation possible, and cultivate extraordinary individual and organizational performance.While the concept of positive organizational scholarship encompasses the examination of typical and even dysfunctional patterns of behavior, it emphasizes positive deviance from expected patterns. Positive Organizational Scholarship examines the enablers, motivations, and effects associated with remarkably positive phenomena --- how they are facilitated, why they work, how they can be identified, and how researchers and managers can capitalize on them. The contributors do not adopt one particular theory or framework but draw from the full spectrum of organizational theories to understand, explain, and predict the occurrence, causes, and consequences of positivity.Positive Organizational Scholarship rigorously seeks to understand what represents the best of the human condition based on scholarly research and theory. This book invites organizational scholars to build upon and extend the positive organizational phenomena being examined. It provides the definitional, theoretical, and empirical foundations for what will become a cumulative body of enduring work.AcknowledgmentsIntroduction1 Foundations of Positive Organizational Scholarship——Kim S. Cameron, Jane E. Dutton, and Robert E. Quinn2 Positive Organizational Studies: Lessons from Positive Psychology —Christopher M. Peterson and Martin E. P. SeligmanPart 1: Virtuous Processes, Strengths, and Positive Organizing 3 Virtues and Organizations—Nansook Park and Christopher M. Peterson4 Organizational Virtuousness and Performance—Kim S. Cameron5 Positive Organizing and Organizational Tragedy—Karl E. Weick6 Acts of Gratitude in Organizations—Robert A. Emmons7 Organizing for Resilience—Kathleen M. Sutcliffe and Timothy J. Vogus8 Investing in Strengths—Donald O. Clifton and James K. Harter9 Transcendent Behavior —Thomas S. Bateman and Christine Porath10 Courageous Principled Action—Monica C. Worline and Ryan W. QuinnPart 2: Upward Spirals and Positive Change 11 Positive Emotions and Upward Spirals in Organizations —Barbara L. Fredrickson12 Positive and Negative Emotions in Organizations—Richard P. Bagozzi13 New Knowledge Creation in Organizations—Fiona Lee, Arran Caza, Amy Edmondson, and Stefan Thomke14 Positive Deviance and Extraordinary Organizing —Gretchen M. Spreitzer and Scott Sonenshein15 Toward a Theory of Positive Organizational Change—David L. Cooperrider and Leslie E. Sekerka16 Authentic Leadership Development—Fred Luthans and Bruce AvolioPart 3: Positive Meanings and Positive Connections 17 The Power of High-Quality Connections—Jane E. Dutton and Emily D. Heaphy18 A Theory of Relational Coordination—Jody Hoffer Gittell19 Finding Positive Meaning in Work —Amy Wrzesniewski20 Fostering Meaningfulness in Working and at Work—Michael G. Pratt and Blake E. Ashforth21 Positive Organizational Network Analysis and Energizing Relationships —Wayne Baker, Rob Cross, and Melissa Wooten22 Empowerment and Cascading Vitality—Martha S. Feldman and Anne M. KhademianConclusion23 Developing a Discipline of Positive Organizational Scholarship—Kim S. Cameron, Jane E. Dutton, Robert E. Quinn, and Amy WrzesniewskiReferences Index About the Contributors

Positive Organizational Scholarship
6h00min00
Efficacité professionnelle
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480 pages. Temps de lecture estimé 6h00min.
Scholarship establishes a new field of study in the organizational sciences. Just as positive psychology focuses on exploring optimal individual psychological states rather than pathological ones, Positive Organizational Scholarship focuses attention on optimal organizational states --- the dynamics in organizations that lead to the development of human strength, foster resiliency in employees, make healing, restoration, and reconciliation possible, and cultivate extraordinary individual and organizational performance.While the concept of positive organizational scholarship encompasses the examination of typical and even dysfunctional patterns of behavior, it emphasizes positive deviance from expected patterns. Positive Organizational Scholarship examines the enablers, motivations, and effects associated with remarkably positive phenomena --- how they are facilitated, why they work, how they can be identified, and how researchers and managers can capitalize on them. The contributors do not adopt one particular theory or framework but draw from the full spectrum of organizational theories to understand, explain, and predict the occurrence, causes, and consequences of positivity.Positive Organizational Scholarship rigorously seeks to understand what represents the best of the human condition based on scholarly research and theory. This book invites organizational scholars to build upon and extend the positive organizational phenomena being examined. It provides the definitional, theoretical, and empirical foundations for what will become a cumulative body of enduring work.AcknowledgmentsIntroduction1 Foundations of Positive Organizational Scholarship——Kim S. Cameron, Jane E. Dutton, and Robert E. Quinn2 Positive Organizational Studies: Lessons from Positive Psychology —Christopher M. Peterson and Martin E. P. SeligmanPart 1: Virtuous Processes, Strengths, and Positive Organizing 3 Virtues and Organizations—Nansook Park and Christopher M. Peterson4 Organizational Virtuousness and Performance—Kim S. Cameron5 Positive Organizing and Organizational Tragedy—Karl E. Weick6 Acts of Gratitude in Organizations—Robert A. Emmons7 Organizing for Resilience—Kathleen M. Sutcliffe and Timothy J. Vogus8 Investing in Strengths—Donald O. Clifton and James K. Harter9 Transcendent Behavior —Thomas S. Bateman and Christine Porath10 Courageous Principled Action—Monica C. Worline and Ryan W. QuinnPart 2: Upward Spirals and Positive Change 11 Positive Emotions and Upward Spirals in Organizations —Barbara L. Fredrickson12 Positive and Negative Emotions in Organizations—Richard P. Bagozzi13 New Knowledge Creation in Organizations—Fiona Lee, Arran Caza, Amy Edmondson, and Stefan Thomke14 Positive Deviance and Extraordinary Organizing —Gretchen M. Spreitzer and Scott Sonenshein15 Toward a Theory of Positive Organizational Change—David L. Cooperrider and Leslie E. Sekerka16 Authentic Leadership Development—Fred Luthans and Bruce AvolioPart 3: Positive Meanings and Positive Connections 17 The Power of High-Quality Connections—Jane E. Dutton and Emily D. Heaphy18 A Theory of Relational Coordination—Jody Hoffer Gittell19 Finding Positive Meaning in Work —Amy Wrzesniewski20 Fostering Meaningfulness in Working and at Work—Michael G. Pratt and Blake E. Ashforth21 Positive Organizational Network Analysis and Energizing Relationships —Wayne Baker, Rob Cross, and Melissa Wooten22 Empowerment and Cascading Vitality—Martha S. Feldman and Anne M. KhademianConclusion23 Developing a Discipline of Positive Organizational Scholarship—Kim S. Cameron, Jane E. Dutton, Robert E. Quinn, and Amy WrzesniewskiReferences Index About the Contributors

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Affiche du document The Professional Trainer — The Professional Trainer
Vaughn Robert
3h22min30
Efficacité professionnelle
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270 pages. Temps de lecture estimé 3h22min.
Written for anyone with any level of training responsibility—novice trainers, "accidental trainers," and those with years of experience—The Professional Trainer is a comprehensive, all-in-one guide that covers the entire training process and includes a wealth of practical tools, techniques, and models. Experienced trainer Robert Vaughn provides a step-by-step guide that includes both conceptual background and a host of hands-on tools and exercises. He details how to:Identify and clarify the training needs of the employees and the organization Plan and design training—on-the-job, off-the-job, and onlineChoose the best training approach, and select media and facilities to support itDeliver the training—and find out if it workedIf you are new to training, this book will serve as a complete overview of the process. For experienced trainers, its many practical tools make it an invaluable troubleshooting reference.ForewordPreface1 The Training Field2 Designing Training for Adults 3 Determining Training Needs 4 Developing Effective Training Proposals 5 Developing Training Objectives6 Evaluating Learning 7 Classical Techniques for Training 8 Technology-Based Training 9 Facilities and Media Support 10 Developing the Training Plan 11 Conducting Training 12 Assessing Training Programs13 The Future of TrainingNotes ReferencesIndex

The Professional Trainer
Vaughn Robert
3h22min30
Efficacité professionnelle
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270 pages. Temps de lecture estimé 3h22min.
Written for anyone with any level of training responsibility—novice trainers, "accidental trainers," and those with years of experience—The Professional Trainer is a comprehensive, all-in-one guide that covers the entire training process and includes a wealth of practical tools, techniques, and models. Experienced trainer Robert Vaughn provides a step-by-step guide that includes both conceptual background and a host of hands-on tools and exercises. He details how to:Identify and clarify the training needs of the employees and the organization Plan and design training—on-the-job, off-the-job, and onlineChoose the best training approach, and select media and facilities to support itDeliver the training—and find out if it workedIf you are new to training, this book will serve as a complete overview of the process. For experienced trainers, its many practical tools make it an invaluable troubleshooting reference.ForewordPreface1 The Training Field2 Designing Training for Adults 3 Determining Training Needs 4 Developing Effective Training Proposals 5 Developing Training Objectives6 Evaluating Learning 7 Classical Techniques for Training 8 Technology-Based Training 9 Facilities and Media Support 10 Developing the Training Plan 11 Conducting Training 12 Assessing Training Programs13 The Future of TrainingNotes ReferencesIndex

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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

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

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

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

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
Efficacité professionnelle
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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.

The Shift
Kimberly White
1h29min15
Efficacité professionnelle
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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

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.

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

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

Accès libre

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.

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.

Accès libre

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