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Affiche du document Gênes: dans les pas de ceux qui l'ont chantée

Gênes: dans les pas de ceux qui l'ont chantée

48min00

  • Podcasts
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64 pages. Temps de lecture estimé 48min.
Dans la cité italienne accrochée aux flancs des collines de Ligurie, entre mer et montagnes, les chansons des poètes disparus courent encore les rues, les carruggis. Dans les ruelles étroites et sinueuses du centre historique, il faut lever le nez pour entrapercevoir un morceau de ciel. Ouvrir grand ses oreilles aussi pour en saisir la mélodie si singulière, encore populaire et métissée, entre ses minuscules échoppes de tripes ou de foccacias, ses venelles qui dévalent vers la mer et le port ou ses demeures patriciennes qui rappellent le passé glorieux de la République maritime de Gênes. Jadis rivale de Venise, « la Dame de la mer », comme l’a surnommée le poète florentin Pétrarque, a vu bien des départs et des arrivées, des explorateurs à commencer par le Génois Christophe Colomb, des négociants, des marins, des travailleurs, des immigrés, des émigrés pour les Amériques, l’aristocratie du Grand Tour au XVIIIème siècle jusqu’aux touristes, en croisière aujourd’hui, sans parler des artistes... Façonnée au gré de ces mouvements, Gênes s’est alors beaucoup racontée en musique, celle des ailleurs débarquant plus tôt -dit-on- sur les ports ; Gênes serait ainsi la ville par laquelle le jazz est « arrivé » en Italie.  Déjà, une solide tradition polyphonique venue des montagnes, le « trallalero », s’était enraciné à Gênes, parmi les dockers. Puis, dès les années 60, des auteurs interprètes génois, les « cantautori » ont fait école ici, portés notamment par le grand chanteur italien Fabrizio De André qui, comme personne, a chanté l’âme de ce port tourné vers la mer et le monde. Ainsi, la chanson, cette littérature du peuple, dit beaucoup de Gênes, qui elle est réellement mais aussi poétiquement ; car à Gênes, la chanson est au coin de la rue… Un voyage sonore d’Anne Girard Esposito.   À découvrir / écouter : - Le Museo Via de Campo 29 Rosso, consacré à Fabrizio de André et l’École génoise des «cantautori » - Le site du musicien Max Manfredi, cantautore génois - Le disque Crêuza de mä, de Fabrizio De André, Ricordi.   À lire (en italien) : - Genova. Canzoni in salita, Guida alla città e alle sue canzoni, Marzio Angiolani, Zona - Fabrizio De André. La storia dietro ogni canzone. Guido Michelone, Barbera Editore - Amorazzi, Max Manfredi, Zona.
Accès libre
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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  • Livre epub
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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 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.
Accès libre
Affiche du document In Defense of Public Service

In Defense of Public Service

Cedric L. Alexander

1h16min30

  • Politique
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102 pages. Temps de lecture estimé 1h16min.
“Dr. Alexander . . . brings to this book an acute understanding of both why our cherished form of government—and those who serve us in the civil service—appears to be under such unrelenting attack and how we, as citizens, should and must respond.” —from the foreword by Congressman Elijah E. Cummings“Dr. Alexander . . . brings to this book an acute understanding of both why our cherished form of government—and those who serve us in the civil service—appears to be under such unrelenting attack and how we, as citizens, should and must respond.”—from the foreword by Congressman Elijah E. CummingsWhen those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation. Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
Accès libre
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
Accès libre
Affiche du document Turning to One Another

Turning to One Another

Margaret J. Wheatley

2h24min45

  • Développement personnel
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193 pages. Temps de lecture estimé 2h25min.
Bestselling author Margaret Wheatley (Leadership and the New Science, over 250,000 copies sold) proposes that we use the increasingly popular process of conversation and dialogue as the means to develop solutions for the societal changes that need to occur both locally and globally."I believe we can change the world if we start talking to one another again." With this simple declaration, Margaret Wheatley proposes that people band together with their colleagues and friends to create the solutions for real social change, both locally and globally, that are so badly needed. Such change will not come from governments or corporations, she argues, but from the ageless process of thinking together in conversation. Turning to One Another encourages this process. Part I explores the power of conversation and the conditions-simplicity, personal courage, real listening, and diversity-that support it. Part II contains quotes and images to encourage the reader to pause and reflect, and to prepare for the work ahead-convening truly meaningful conversations. Part III provides ten "conversation starters"-questions that in Wheatley's experience have led people to share their deepest beliefs, fears, and hopes.Part One: Turning to One AnotherNow is the timeWelcome Why I wrote this book How to use this book Can we restore hope to the future? What I believe at this time Simple processesThe courage of conversation The practice of conversation Willing to be disturbedPart Two: A Place to Pause and ReflectPart Three: Conversation StartersNow it's your turn 1. Do I feel a vocation to be fully human? 2. What is my faith in the future? 3. What do I believe about others? 4. What am I willing to notice in my world? 5. When have I experienced good listening? 6. Am I willing to reclaim time to think? 7. What is the relationship I want with the earth? 8. What is my unique contribution to the whole? 9. When have I experienced working for the common good?10. When do I experience sacred? 11. What is our role in creating change? 12. Can I be fearless?Gestures of love Turning to one anotherReferenced quotes About the author A story from the Aztec people
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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.
Accès libre

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