Business strategy Books
Business Expert Press How to Navigate Strategic Alliances and Joint Ventures: A Concise Guide For Managers
Book SynopsisOrganizations, large and small, are realizing the importance of collaborations to achieve their business objectives. Organizations to create independent and joint values are entering into strategic alliances with their suppliers, customers, and even their competitors. Every alliance follows a lifecycle and decisions have to be taken by executives at each stage. Anticipated revenues and other sources of financial value remain unrealized if inadequate decisions are taken and alliances fail or under perform.This book takes readers across the different stages of an alliance lifecycle and, through practical incidents, discusses and debates on the decisions to be taken. The book also demonstrates the various challenges faced by executives in an alliance. This book is perfect for managerial executives who are contemplating proposing a strategic alliance for their organizations or are part of an organization juggling various ongoing alliances, alliance managers, and business development professionals. In short, the content of the book should be of interest to anyone for whom alliances are a topic of interest.
£25.16
Business Expert Press Three Key Success Factors for Transforming Your Business: Mindset, Infrastructure, Capability
Book SynopsisThere are many different change management models–some are very complex, others are not very effective. With the MIC (mindset, infrastructure, capabilities) model there is an easy-to understand and easy-to-use model presented that has proven itself many times over in practice. It is useful in both private and business settings, in both large transformation projects as well as smaller change projects. Every change requires the right mindset, the right infrastructure, and the necessary capabilities.MIC comes from practice and is for practice.This book is aimed at consultants and managers, HR managers, and project managers who need to lead or implement change programs. Executives and their teams will benefit from the book as much as individuals who want to change or face change in their lives. Finally, it addresses all those who watch the changes of our time and are curious to understand more deeply how changes do not have to be passively endured but can be actively understood and lived as an opportunity.
£26.55
Business Expert Press Small Business Management: A Road Map for Survival During Crisis
Book SynopsisThis book gives us a holistic description of all paragons involved in small business operations during crisis years and suggest the necessary steps that need to be taken in order to help them overcome their problems. The author clearly demonstrates the crisis’ implications to small business by using personal research and real life examples in addition to a big bibliography from renowned academics. The book contains useful and practical information for small business owners, entrepreneurs from all industries, business students, academics and strategists, business coaches and can be used as a road map during turbulent periods for small business in all industries.The author tries to cover the topic from different approaches, while he tries to have a birds’ eye view on contemporary trends and new approaches. Several concepts like the risk management, blue ocean strategy, turnaround management have been discussed by the author in order to create a crystal clear understanding of why there is no such thing as dead end for small business, even under the worst possible situations and how they can achieve their sustainable development and grow.This book was inspired by the significant problems that small and medium enterprises faced during the last huge global financial crisis.
£23.70
Business Expert Press The Practical Guide to Transforming Your Company
Book SynopsisThe Practical Guide to Transforming Your Company is a concise handbook for conducting business transformations—defining and implementing a redirection in the company’s core business or in its strategic positioning.Starting where such programs as LEAN and Six Sigma leave off, the text offers a well-proven methodology for conducting a comprehensive transformation (not a process-by-process efficiency enhancement). The book provides dozens of forms, figures, templates, and checklists the authors have developed through personal experience leading successful corporate efforts.In a sequence paralleling the process of transformation, individual chapters are devoted to the roles and responsibilities of the company leadership, the workforce, and the board of directors. Principles are reinforced by illuminating key success factors by examining government and commercial projects from the United States, Canada, and the United Kingdom. Written by two individuals with proven track records, this book is sure to produce success in any transformation endeavor.
£26.55
Business Expert Press Sustaining High Performance in Business: Systems, Resources, and Stakeholders
Book SynopsisMany books and articles have been written about how firms can achieve and sustain high performance. They typically focus on a particular aspect of the firm such as its culture, resources, leadership, ability to learn, human resources practices, or communications systems. Often the very firms that are used as examples of high performance are no longer high performing even a few years later.In contrast, this book asserts that it is the efficiency and effectiveness of a firm’s entire value creating system that determines its performance over the long term. Systems theory is used as an integrative mechanism to combine the best ideas from industrial organization economics, the resource-based perspective, and stakeholder theory.Based on this theoretical foundation, tools are provided for conducting in-depth, detailed analyses of each part of a firm’s value creation system and its effectiveness in contributing to the total stakeholder value created by the firm. Systems assessment based on this information then leads to the development of strategies, including specific initiatives for overcoming weaknesses in the system and for creating new value for stakeholders. The book also provides guidance for developing detailed plans and a strategic control system to make sure strategies and initiatives are implemented. An underlying theme is that the purpose of a firm is to create value for its stakeholders: customers, employees, shareholders, suppliers, and the communities in which the firm operates. This book provides a concise, yet complete guide for strategic management.
£25.16
Business Expert Press Market Entropy: How to Manage Chaos and Uncertainty for Improving Organizational Performance
Book SynopsisThis book discusses competitive market dynamics explain contextual market entropy caused because of swift changes in the innovation and technology scenarios.It delineates the attributes of cognitive ergonomics of consumers responding to the market dynamics under the shrinking scenarios of large markets.The author analyzes the emerging theory of chaos, fragmentation of markets, and agile business models to gain advantage in the competitive marketplace and deliberates upon factors that are critical to success of firms. In addition, this book presents new insights on developing hybrid business models using both aggressive and defensive marketing strategies to manage market chaos and behavioral complexities of consumers.
£25.16
Business Expert Press Stop, Change, Grow: How To Drive Your Small Business to the Next Level
Book SynopsisYou’ve grown your business, reached a plateau and are now struggling to grow. Each time you try something new or add a new customer, something else goes awry - leaving you spinning the same plates, under the glass ceiling that’s blocking your progress. You need a plateau buster to put yourself back on the growth trajectory! This book is the inspiration you’re looking for. In three major sections it shows you how to: STOP doing many of the things that were once right but are no longer appropriate, freeing up resources, allowing you to; CHANGE what you are doing for better results today and then to; GROW the business for a future that will excite you. As you turn the pages, you will find real life examples together with easily implemented ideas and suggestions to provide an immediate impact on your thinking and your business.
£23.70
Business Expert Press Disruptive Innovation and Digital Transformation: 21st Century New Growth Engines
Book SynopsisDisruptive Innovation and Digital Transformation: 21st Century New Growth Engines is for executive leadership, senior management, innovation catalysts, and digital marketing teams tasked with transforming businesses by accelerating growth through disruptive innovations and digital capabilities. It is a practical guide with concise insights for understanding the applications of disruptive innovation and how to iteratively apply them to projects and opportunities. It garners insights from the best minds across relevant disciplines— from its original theory and latest updates—to arrive at new insights on digital transformation. The author evolves key approaches to disruptive innovation theory to reveal new digital applications and tells leaders what to look for– major categories of customers’ expectations in an escalating pattern to understand in what context digital plus disruptive innovations must be aligned with consumer preferences, environments, and the jobs-to-be-done, which is modeled in a new theory, Disruptive Innovation Customers’ Expectations (DICE). DICE provides methods to use to lead digital disruption across products, services, and business models. DICE translates the vague parts of disruptive innovation by simplifying them down to what-to-do. DICE takes away the elusive nature of disruptive innovation by advising leaders: how to scan, to track, and to detect disruptions. This book provides leaders with the right lenses to filter markets, giving order to complexity, and making disruptive innovation simpler.
£26.96
Springer Nature Switzerland AG Increasing Learning & Development's Impact
Book SynopsisThis book provides a guide to the process of accrediting training programs, sets out how to achieve consistent measurement of the results of training, and explains why accreditation is critical for capturing and developing today’s workers’ skills, aiding retention, and boosting strategic organizational credibility with millennials. Workplace and executive training is a multi-billion dollar industry and yet an enormous percentage of that budget is spent on programs that have never been rigorously examined to ensure that they are fit for purpose and deliver value for the money. If you’re signing off on that budget, or asking your people to spend time on training programs, shouldn’t that concern you? Training accreditation offers vital quality assurance, ensures global consistency of results and delivers accountability for learning and performance outcomes. Apart from delivering better results and greater ROI, organizations can differentiate themselves from their competitors in the employment marketplace by offering accredited proprietary training. After all, digital natives, and indeed all of today’s most talented potential employees, expect (and increasingly demand) the high quality, engaging and transferable employee development that only accredited programs can deliver. Aligning with the standards set by the International Association of Continuing Education and Training (IACET) – today’s premier accreditation body for training programs – the authors offer principles for quality program structure, delivery, and improvement needed to achieve accreditation. They share practices used by high quality training program managers today, covering business alignment and program administration along with the planning, design, delivery and evaluation of learning systems.Table of ContentsCHAPTER 1: INTRODUCTION............................................................................................... 1 1.1: Rationale for Accreditation......................................................................................... 2 1.2: Business Case............................................................................................................... 7 1.2.1: Today’s Risk Reduced........................................................................................ 7 1.2.2: Tomorrow’s Risk Avoided.................................................................................. 8 1.2.3: Adapt to External Pressures to Change and Re-size............................................. 8 1.2.4: Reduce Direct People Costs................................................................................. 9 1.2.5: Always Innovate................................................................................................. 9 1.2.6: Attract Workers You Want................................................................................ 10 Conclusion......................................................................................................................... 11 References......................................................................................................................... 12 CHAPTER 1: MANAGER TIPS...................................................................................... 14 CHAPTER 1: SUPPLEMENT.......................................................................................... 15 Supplement Tool 1A: The Advanced Organizer............................................................ 15 PART I: STRUCTURE, RESPONSIBILITY AND CONTROL......................................... 18 CHAPTER 2: ALIGN LEARNING WITH ORGANIZATION MISSION VALUES....... 20 2.1: Vision, Mission and Values as Strategy.................................................................... 20 2.2: Alignment Benefits Accreditation.............................................................................. 23 2.2.1: Philosophy on Employee Education.................................................................. 24 2.2.2: Provides Direction............................................................................................. 26 2.2.3: Unifies the Team............................................................................................... 27 2.2.4: Claims Authority............................................................................................... 27 2.3: Steps to writing a Mission and Values Statement..................................................... 28 Conclusion......................................................................................................................... 30 References......................................................................................................................... 30 CHAPTER 2: MANAGER TIPS...................................................................................... 32 CHAPTER 2 : SUPPLEMENT......................................................................................... 34 Supplement Tool 3A: Steps to Writing a Mission and Value Statement......................... 34 CHAPTER 3: STRUCTURING FOR ACCOUNTABILITY............................................... 42 3.1: Models for Structure................................................................................................. 42 3.1.1: Centralized Training Organization..................................................................... 44 3.1.2: Decentralized Training Organization................................................................. 44 3.1.3: Business Embedded Model............................................................................... 45 3.1.4: Corporate Universities and the Emerging Federated Model............................... 46 3.2: Responsibility and Accountability for Learning....................................................... 47 3.2.1: The Senior Learning Executive.......................................................................... 48 3.2.2: Senior Learning Executive Responsibilities....................................................... 48 3.2.3: Learning Processes............................................................................................ 49 3.2.4: Learning Administration................................................................................... 49 3.2.5: Learning Maintenance...................................................................................... 50 3.2.6: Training Audit................................................................................................... 50 3.3: Accountability for Continuing Education Units (CEUs)........................................... 52 3.3.1: Purpose of CEU................................................................................................ 52 3.3.2: Calculating CEU................................................................................................ 52 3.3.3: Recording CEU................................................................................................. 55 Conclusion......................................................................................................................... 55 References......................................................................................................................... 56 CHAPTER 3: MANAGER TIPS...................................................................................... 57 CHAPTER 3: SUPPLEMENT.......................................................................................... 59 Supplement Tool 3A: CEU WORKSHEET (Face-To-Face Event).................................. 59 Supplement Tool 3B: CEU WORKSHEET: Online/Self-Paced...................................... 60 CHAPTER 4: MANAGEMENT OF TRAINING.................................................................. 61 4.1: Learning Environment and Resources...................................................................... 62 4.2: Assessing the Learning Environment........................................................................ 62 4.3: Providing Support Services....................................................................................... 64 4.3.1: Registration Methods......................................................................................... 65 4.3.2: Notifications and Access................................................................................... 66 4.3.3: Seating Arrangements........................................................................................ 66 4.3.4: Equipment to Support Learning......................................................................... 67 4.3.5: Refreshments.................................................................................................... 68 4.3.6: Event Evaluation............................................................................................... 69 4.4: Creating a Supportive Learning Environment......................................................... 70 Conclusion......................................................................................................................... 70 References......................................................................................................................... 71 CHAPTER: 4 MANAGER TIPS...................................................................................... 72 CHAPTER 4: SUPPLEMENT.......................................................................................... 74 Supplement Tool 4A: Tool to Assess the Organization’s Learning Climate.................. 74 PART II: PLANNING THE ENVIRONMENT AND EDUCATIONAL EVENTS.......... 77 CHAPTER 5: PLANNING FOR LEARNING....................................................................... 80 5.1: Quality Management Background............................................................................ 81 5.1.1: Continuous Improvement.................................................................................. 81 5.1.2: Quality and Continuous Improvement in the Context of Learning.................... 83 5.2: Quality Approach to Training – Strategic Planned Learning.................................. 83 5.2.1: Clean up the Talk.............................................................................................. 84 5.2.2: Don’t Say Curriculum!...................................................................................... 84 5.2.3: Structured Learning Plans – the Learning Blueprint........................................... 85 5.2.3.1: Organizational, Job and Individual Needs............................................ 87 5.2.3.2: Planning the Learning Blueprint (shhh! – curriculum planning)......... 88 5.2.3.3: Writing a Learning Blueprint (shhh! - curriculum design).................... 89 5.2.3.4: Formalize the Learning Blueprint......................................................... 90 5.3: Creating Courses – a Design Process...................................................................... 91 5.3.1: Instructional Systems Design (ISD).................................................................. 92 5.3.1.1: ADDIE Model..................................................................................... 92 5.3.1.2: Dick and Carey Systems Approach Model.......................................... 94 5.3.1.3: Successive Approximation Model (SAM)............................................. 95 5.4: Plan to Evaluate......................................................................................................... 96 Conclusion......................................................................................................................... 97 References......................................................................................................................... 97 CHAPTER 5: MANAGER TIPS...................................................................................... 99 CHAPTER 5: SUPPLEMENT........................................................................................ 100 Supplement Tool 5A: Sample Learning Blueprint....................................................... 100 CHAPTER 6: IS TRAINING THE ANSWER? ASSESSING NEEDS............................. 101 6.1: Assessing the Real Need – Determining the Business Problem/GAP...................... 101 6.1.1: Framing the Problem....................................................................................... 103 6.1.2: Type of Need.................................................................................................. 104 6.1.3: Investigating Root Causes................................................................................ 106 6.1.3.1: Individual–Level Root Causes............................................................ 106 6.1.3.2: Organization-Level Root Causes....................................................... 107 6.2: Conducting a Needs Assessment.............................................................................. 110 6.2.1: Setting the Limits............................................................................................. 111 6.2.2: Determining the Data Needed.......................................................................... 111 6.2.3: Identifying Sources of Information................................................................. 111 6.2.4: Selecting Methods for Data Collection........................................................... 112 6.2.5: Collecting and Analyzing the Data.................................................................. 112 6.2.6: Communicating Needs Assessment Results..................................................... 113 6.3: Issues in Needs Assessments.................................................................................... 114 6.4: Planning for Strategic Organizational Learning beyond Needs Assessment......... 115 Conclusion....................................................................................................................... 116 References....................................................................................................................... 116 CHAPTER 6: MANAGER TIPS.................................................................................... 118 CHAPTER 6: SUPPLEMENT........................................................................................ 119 Supplement Tool 6A: Needs Assessment Diagnosis – Where is the real Problem?...... 119 Supplement Tool 6B: Checklist to Guide Training Needs Assessment......................... 121 PART III: BENEFITS AND OUTCOMES........................................................................... 122 CHAPTER 7: INTENDED LEARNING OUTCOMES...................................................... 125 7.1: Name the Program Goal......................................................................................... 125 7.1.1: Training Program Goal Looks to the Future..................................................... 126 7.1.2: Training Program Goal Covers Broad Changes................................................ 127 7.2: Differentiate Goals and Objectives......................................................................... 127 7.3: Analyze Jobs to Determine Performance Objectives............................................. 128 7.3.1: Job Analysis................................................................................................... 129 7.3.2: Performance Objectives in Domains.............................................................. 131 7.3.2.1: The Cognitive Domain..................................................................... 131 7.3.2.2: The Psychomotor Domain................................................................ 133 7.3.2.3: The Affective Domain....................................................................... 134 7.3.3 Using Domains in Performance Objectives..................................................... 136 7.4: Write High Quality Performance Objectives........................................................ 137 7.4.1: Marrying Performance Objectives and Instructional Objectives.................... 137 7.4.2: Descriptors in Every Performance Objective................................................. 137 7.5: Uses for Performance Objectives............................................................................ 139 7.6: Creating Evaluation Methods to Test Objectives................................................... 140 7.7: Preparing Learning Outlines or Storyboards......................................................... 140 7.7.1: Instructional Plan or Storyboard..................................................................... 141 7.8: Writing, Buying or Buying and Modifying Instructional Materials....................... 142 7.9: Communicating Training Events as Opportunities................................................. 142 7.9.1: Communicate to Employees........................................................................... 143 7.9.2: Communicate to Other Managers................................................................... 143 Conclusion....................................................................................................................... 144 References....................................................................................................................... 145 CHAPTER 7: MANAGER TIPS.................................................................................... 147 CHAPTER 7: SUPPLEMENT........................................................................................ 148 Supplement Tool 7A: Instructional Objectives Worksheet........................................... 148 CHAPTER 8: WHO SHOULD BE INVOLVED IN INSTRUCTION?............................. 149 8.1: Qualifying as a Learning and Development Professional....................................... 150 8.2: Knowledge, Skills, Attitudes and Other Competencies Essential for Learning..... 150 8.3: Learning and Development Professionals Skills..................................................... 151 8.3.1: Needs Assessment Skills................................................................................. 152 8.3.2: Job Analysis Skills.......................................................................................... 153 8.3.3: Design Skills.................................................................................................... 154 8.3.4: Development Skills......................................................................................... 154 8.3.5: Implementation Skills...................................................................................... 155 8.3.6: Evaluation Skills.............................................................................................. 156 8.4: Documenting Learning and Development Professional Qualifications.................. 156 8.5: Developing Learning and Development Professional Skills.................................... 157 8.6: Ensuring a Well-Qualified Learning and Development Team................................ 158 Conclusion....................................................................................................................... 159 References....................................................................................................................... 159 CHAPTER 8: MANAGER TIPS.................................................................................... 160 CHAPTER 8: SUPPLEMENT........................................................................................ 161 Supplement Tool 8A: Checklist to Review Instructor Qualifications........................... 161 CHAPTER 9:............................................................................................................................. 162 CONDUCTING LEARNING EVENTS PROFESSIONALLY......................................... 162 9.1: Historical Evolution of the Training and Development Professional..................... 162 9.2: Training and Development Professionals................................................................ 164 9.2.1: Occupational Profile........................................................................................ 165 9.2.2: Required Qualifications................................................................................... 166 9.2.2.1: Credentials, Certifications, and Certificate Programs........................ 167 9.2.2.2: Training Credentials.......................................................................... 168 9.2.2.2.1: Certified Professional in Learning and Performance (CPLP).............. 169 9.2.2.2.2: Associate Professional in Talent Development (APTD)..................... 169 9.2.2.2.3: Certified Performance Technologist (CPT)....................................... 170 9.2.2.2.4: Alternate Credentials................................................................ 170 9.2.2.3: Eligibility for Credentials................................................................... 170 9.2.3: Competencies of Learning and Development Practitioners.............................. 175 9.3: Professional Conduct and Code of Ethics............................................................... 177 9.3.1: Professional Obligations.................................................................................. 178 9.3.2: Confidentiality................................................................................................ 178 9.3.3: Professional Boundaries and Limitations......................................................... 179 9.3.4: Professional Integrity....................................................................................... 179 9.3.5: Maintain Intellectual Property.......................................................................... 180 9.3.6: Inclusionary Practices...................................................................................... 181 9.3.7: Conflicts of Interest......................................................................................... 181 Conclusions..................................................................................................................... 182 References....................................................................................................................... 182 CHAPTER 9: MANAGER TIPS.................................................................................... 185 CHAPTER 9: SUPPLEMENT........................................................................................ 186 Supplement Tool 9A: Professional Development Activities for L & D Personnel... 186 PART IV: CONTENT DESIGN AND DELIVERY............................................................ 187 CHAPTER 10: DECIDING WHAT TO INCLUDE............................................................ 189 10.1: Planning Training for Your Employees and Your Workplace............................ 189 10.1.1: General/Demographic Characteristics......................................................... 190 10.1.2: Current Abilities......................................................................................... 191 10.1.3: Work Environment..................................................................................... 192 10.2: Setting Instructional Objectives............................................................................ 194 10.3: Write Conditions, Action Verbs, and Criteria in Instructional Objectives......... 195 10.3.1: Condition................................................................................................... 195 10.3.2: Action Verbs.............................................................................................. 196 10.3.3: Criteria....................................................................................................... 199 Conclusion....................................................................................................................... 201 References....................................................................................................................... 201 CHAPTER 10: MANAGER TIPS.................................................................................. 203 CHAPTER 10: SUPPLEMENT...................................................................................... 204 Supplement Tool 10A: Instructional Objectives Worksheet......................................... 204 CHAPTER 11:........................................................................................................................... 205 METHODS TO ACHIEVE CONSISTENCY....................................................................... 205 11.1: Design Content....................................................................................................... 205 11.1.1: Workers as Learners.................................................................................... 206 11.1.2: Sequencing the Content............................................................................... 206 11.2: Select Methods....................................................................................................... 208 11.2.1: Methods are categorized.............................................................................. 208 11.2.2: Select Methods According to Objectives..................................................... 209 11.2.3: Create Activities to match Methods and Domains....................................... 210 11.3: Promote Interaction.............................................................................................. 211 11.3.1: Interaction with Content.............................................................................. 212 11.3.2: Interaction with Others................................................................................ 212 11.4: Selecting Instructional Media – Training Delivery............................................... 213 11.4.1: Planning for On-site Learning...................................................................... 214 11.4.2: Planning for Job-integrated Training............................................................ 215 11.4.3: Planning for Peer Learning and Social Media Learning............................... 216 11.5: Implement a Course Planner................................................................................. 216 11.5.1 Using a Course Planning Instrument............................................................. 217 Conclusion....................................................................................................................... 219 References....................................................................................................................... 219 CHAPTER 11: MANAGER TIPS.................................................................................. 220 CHAPTER 11: SUPPLEMENT...................................................................................... 221 Supplement Tool 11A: Methods Overview.................................................................. 221 PART V: ASSESSING OUTCOMES, MAINTAINING RECORDS................................ 225 CHAPTER 12: FEEDBACK AND JOB APPLICATION.................................................. 227 12.1: Providing Learners with Feedback....................................................................... 227 12.1.1: Training Evaluation Policy and Procedures................................................. 228 12.1.2: Record Keeping........................................................................................... 230 12.2: Addressing Job Application of Training............................................................... 232 12.2.1: Defining On-The-Job Transfer.................................................................... 232 12.2.2: Defining and Ensuring Near Transfer of Training..................................... 232 12.2.3: Defining and Ensuring Far Transfer of Training.......................................... 233 12.3: Managers Tips to Provide Learners with Feedback and Ensure On-the-Job...... 235 Conclusion....................................................................................................................... 236 Reference........................................................................................................................ 236 CHAPTER 12: MANAGER TIPS.................................................................................. 238 CHAPTER 12: SUPPLEMENT...................................................................................... 239 Supplement Tool 12A: Brainstorming Guide –Encourage Giving Feedback............. 239 Supplement Tool 12B: Brainstorming Guide –Near Transfer of Learning................. 240 Supplement Tool 12C: Brainstorming Guide –Far Transfer of Learning................... 241 CHAPTE 13: RECORDS AND PROGRAM EVALUATION........................................... 242 13.1: Full Program Evaluation....................................................................................... 242 13.1.1: Purpose....................................................................................................... 243 13.1.2: Reluctance................................................................................................... 243 13.1.3: Comprehensive........................................................................................... 244 13.1.4: Goal Oriented.............................................................................................. 244 13.1.5: Sources........................................................................................................ 245 13.2: Focus: Formative, Summative or Confirmative................................................... 246 13.2.1: Formative.................................................................................................... 246 13.2.2: Summative.................................................................................................. 246 13.2.3: Confirmative............................................................................................... 247 13.3: Evaluation Procedures/Methods........................................................................... 248 13.3.1: Kirkpatrick and Phillips Levels of Evaluation............................................. 248 13.3.2: Other Program Evaluation Methods............................................................. 251 13.4: Report Writing and Audience............................................................................... 253 13.4.1: Results......................................................................................................... 254 13.4.2: Conclusions and Recommendations............................................................ 254 13.4.3: Evaluation Reports..................................................................................... 255 13.5: Training Policy and Records................................................................................. 257 13.5.1: Policy........................................................................................................ 257 13.5.1.1: Evaluation policies..................................................................... 258 13.5.1.2: Learner privacy policies........................................................... 258 13.5.2: Results and Record Maintenance................................................................ 259 13.5.2.1: Training event records................................................................ 259 13.5.2.2: Learner documentation............................................................... 260 13.5.3: Record Maintenance................................................................................... 260 Conclusion....................................................................................................................... 261 References....................................................................................................................... 261 CHAPTER 13 : MANAGER TIPS................................................................................. 263 CHAPTER 13: SUPPLEMENT...................................................................................... 264 Supplement Tool 13A: Level 1 Sample of Evaluation Form........................................ 264 CHAPTER 14: ACCREDITATION SOURCES.................................................................. 265 14.1: Pre-Steps to Achieve Accreditation....................................................................... 265 14.2: Clarify Purpose...................................................................................................... 266 14.3: Research................................................................................................................ 267 14.3.1: Accrediting Bodies...................................................................................... 267 14.3.2: Standards.................................................................................................... 270 14.3.2.1: American National Standards Institute (ANSI)............................ 271 14.3.2.2: International Organization for Standardization (ISO)................ 271 14.3.2.3: Learning and Development Standards........................................ 272 14.4: Business Case......................................................................................................... 273 14.5: Project Plan........................................................................................................... 273 14.6: Accreditation Process............................................................................................ 275 14.7: Recommendation and Tips.................................................................................... 276 Conclusions..................................................................................................................... 283 References....................................................................................................................... 284 CHAPTER 14: MANAGER TIPS.................................................................................. 285 CHAPTER 14: SUPPLEMENT...................................................................................... 286 Supplement Tool 14A: Accreditation Readiness Checklist.......................................... 286
£44.99
Springer Nature Switzerland AG The Executive Guide to Blockchain: Using Smart
Book SynopsisKeeping up with fast evolving technology is a challenge that every business leader faces. As organisations start to wake up to the Fourth Industrial Revolution, it’s becoming more important than ever to be able to utilise and exploit new digital platforms. With the simple aim of demystifying blockchain for business leaders, The Executive Guide to Blockchain offers a jargon-free explanation and framework to better understand blockchain technologies and their impact on organizations. Enabling any business leader with or without specific computing knowledge to reap the benefits of blockchain whilst understanding the limitations, this book will empower you to: Identify opportunities for blockchain in your own business sectors Understand smart contracts and their relationship with the law Create a blockchain strategy and business case Implement blockchain technologies and maximise their potential. Written by experts in non-technical language, this practical resource can be applied to any industry, and arm you with the knowledge needed to capture the possibilities of digital business.Table of Contents1. Introduction 2. Distinguish the Hype from the Reality 3. Cryptography for Busy People 4. Blockchain Fundamentals 5. Cryptocurrency Ecosystem 6. Blockchain Use Cases 7. Creating a Blockchain Strategy 8. Smart Contracts 9. Regulation 10. The Future of Blockchain
£26.99
Springer Nature Switzerland AG Taking the Reins as CIO: A Blueprint for
Book SynopsisAn executive’s transition into any leadership role can be a challenge. Such transitions do not always go smoothly, and the negative consequences can be significant. This is particularly so for Chief Information Officers (CIOs), as the role has evolved significantly over the years yet remains deeply ambiguous. This is despite information and technology moving from the periphery of an organization to a fundamental driver of innovation and competitive advantage. This book is to help the newly appointed CIO “take charge”: the process of learning and taking action that the newly appointed CIO goes through until s/he has mastered the new assignment in sufficient depth to be effective in the role. This book provides keen insights into the challenges faced by today's CIOs while transitioning into a new role and enlightens readers on how to navigate the organizational environment in order to implement necessary changes. With plenty of practical tools and insights it will help you to: • Decide how best to approach the job • Prioritize the first areas of the business you should attend to • Draw up your goals for the first few weeks and months into the role • Find out if there are there any decisions that you can postpone making Based on over 200 interviews with CIOs, CxOs, and recruiters, this book offers readers guidance on how to take on the role of a business executive with special responsibility for information and technology, with ten key prescriptions to maximize success.Table of Contents1. The Ambiguity of the CIO Role2. No CIO Is an Island3. How New Leaders "Fit In"4. Setting the Stage for CIO Transitions5. Beyond the First 90 Days: Taking Charge6. The Phases of Taking Charge7. The Other Side of the Coin8. Peers, Relationships and Influence9. Taking Off: Guidance for CIOs10. Advice from CIOs to CIOs
£29.69
Springer Nature Switzerland AG In an Ideal Business: How the Ideas of 10 Female
Book SynopsisBusiness decisions are not just based on abstract theories or models. They reflect a world view of how a company operates and the philosophy of management that it follows. Even denying any connection between management and values is a philosophical statement in itself.Santiago Iñiguez de Onzoño, President of the prestigious IE Business School, looks to the greatest female philosophers from modern history to help us bring purpose and meaning back into the workplace and management education. He shows how their pioneering work can be applied in specific situations, from Iris Murdoch’s emphasis on compassion to Hannah Arendt’s work on making the world more human, each philosopher can, in a very practical way, help inform your own approach to work and life. Packed with examples, personal stories and anecdotes from some of the world’s most influential companies and women in business, this book examines how the contributions from female philosophers stand up in the real world, helping to drive inclusion, diversity and ultimately, innovation.Table of Contents1. Why Female Philosophers Matter to Management: Randi Zuckerberg.- 2. Balance: Patricia Churchland / Belinda Holdsworth.- 3. Courage: Ayn Rand / Jiang Qiong Er.- 4. Virtue: Philippa Foot / Angelica Kohlmann.- 5. Love: Iris Murdoch / María Benjumea.- 6. Authenticity: Elisabeth Anscombe / Catherine Moukheibir.- 7. Humanity: Martha Nussbaum / Olga Urbani.- 8. Fortitude: Hannah Arendt / Maria Tereza Fleury.- 9. Passion: Simone Weil / Michelle Raymond.- 10. Ethics: Adela Cortina / Inés Temple.- 11. Vision: Simone de Beauvoir / Usha Prashar.- Epilogue - Resolve: African Challenges / Ifeoma Idigbe.
£31.34
Springer Nature Switzerland AG Sustainability Leadership: A Swedish Approach to
Book SynopsisAs CEOs and business leaders navigate a world of complex global challenges, sustainability is no longer optional but a business imperative. In this book, two sustainability leaders with decades of experience – Henrik Henriksson, CEO of Scania and Elaine Weidman Grunewald, Co-founder of the AI Sustainability Center, and former Chief Sustainability & Public Affairs Officer at Ericsson – offer a simple but powerful three-step model for leading an organization on a sustainability transformation journey that aims at big, audacious, world-changing goals.Honest about the dilemmas but bullish on the opportunities, the authors advise leaders on how to accelerate sustainability in their organizations told through a Swedish lens, where the country’s values and culture permeate the boardroom and the C-suite, bringing a unique clarity and conviction to leading with integrity.In practical insights gleaned from the authors’ own experience, the book takes leaders through the three phases of sustainability leadership: from establishing a solid foundation rooted in purpose, culture, values, principles and consistent, credible leadership, to integrating sustainability into the core business, and then to executing a vision that not only shifts the direction of the company but can change an entire industry, and even the world.Throughout the book, more than 25 interviews with other leading CEOs of Swedish companies as well as successful start-ups, investors, economists, and other experts illuminate the path to sustainability leadership from different perspectives. These are complemented by case studies describing how companies got it right – or turned themselves around after getting it very, very wrong. With this hands-on insiders’ guide, CEOs and C-suite leaders can take sustainability to the next level. This is the encouragement and inspiration business leaders need to move past incremental improvement at a time when exponential, world-changing action is more urgent than ever.Table of ContentsChapter 1: Purpose-driven leadership o A company’s purpose is being redefined: the purpose of business is about more than the bottom line o Purpose must grow organically out of the culture to avoid purpose washing. o How to engage your organization, build a coalition of the willing, get your board and investors behind you o Introduction to the authors’ methodology for the three stages of sustainability leadership: (1.0, Building the foundation, 2.0 Business integration, 3.0 Changing the world, which frame the remaining chapters. Chapter 2: Sustainability Swedish-style o Sweden presents a unique platform for sustainability leadership (historical, political context, world-class environmental and social leadership; that the face of the youth climate movement, Greta Thunberg, is Swedish is no coincidence). o Why Scania, a 108-year-old company, and others with similar deep roots in Swedish values (i.e., Electrolux, Stora Enso, Ericsson) are informed by their history but agile enough to adapt to current and future sustainability challenges. o A smorgasbord of CEO interviews provides multiple perspectives on what Sweden is doing right Chapter 3: Finding the core o Identify the areas where you can make the greatest sustainability gains and impacts by understanding all parts of your value chain (supply chain, operations, sales and customers, and end of life/disposal) o In 3.0 of the model, accelerate transformation by learning how to change the ecosystem and bring on board not just your customers, but your customers’ customers. o Business benefits and credibility derive from integrating sustainability into the product and portfolio o There’s no such thing as a sustainability strategy, there is only business strategy o Seize the power of unexpected alliances through the ecosystem approach (3.0) Chapter 4: It’s all about the sales o Embedding sustainability in the product or service makes it part of the company’s DNA, not least engaging your sales force. o A sustainability transformation starts and ends with your customers – the fastest way to get traction is to get them interested o Learn how to measure and incentivize results and create demand for your most sustainable products Chapter 5: Impact is not only measured by profit o Why non-financial metrics matter and why you need science-based targets o Defining smart KPIs: the 100 best KPIs to measure sustainability performance o What makes a good KPI and a less good KPI o Report on your performance and acknowledge the challenges Chapter 6: Get ahead of the curve o The days of free polluting and hidden lobbying are over; leaders are expected to provide real solutions to sustainability challenges o Companies today are in some cases larger than governments, and thus have unprecedented influence and power to make positive change. Wield that influence wisely and responsibly, to help create a level playing field. o Leverage your role in policy discussions to scale your vision. Be proactive and learn how to avoid regulatory blind spots Chapter 7: Engage your stakeholders o Why the key sustainability trends matter to you and your stakeholders. o Move beyond traditional stakeholders: society itself is your stakeholder. o Have clear processes for engaging your stakeholders o Work with Environmental, Social and Governance (ESG) and impact investors to advance your mission. Chapter 8: Avoid the pitfalls and risks o Trust is a business advantage. It’s more than simply following the law – this is about living up to purpose o Candid first-hand accounts of how CEOs led their companies through a crisis and came out stronger o A primer on the fundamentals of a solid governance foundation: go beyond compliance, set up the right processes, make ethical conduct non-negotiable, and part of the DNA Chapter 9: The UN Sustainable Development Goals (SDGs): Do companies really get it? o Why the UN SDGs matter and why the private sector holds the key to their success o How the SDGs provide an invitation for leadership on a global scale o How to make your SDG commitment credible: move from branding to substance Chapter 10: A simple but powerful model for change at scale o We’ve guided you through the sustainability transformation journey. Let’s put it all together. o 1.0 The foundation: Knowing your own footprint is the minimum: it’s not a strategy - 2.0 Business integration: Now it gets more interesting. How you integrate sustainability into the line functions and engage your entire organization. o 3.0 Changing the world. Think beyond your business to create change in your ecosystem. Take advantage of your platform to drive real change Chapter 11: Future proof your vision o Change is the only certainty. Be prepared by understanding the key future challenges for your industry and how to prepare for them o The future is digital, and so too are many of the needed sustainability solutions. But data pollution might be an unanticipated problem that all sectors need to deal with o The key future challenges as we see them (ie., climate change, technological challenges, digitalization, humanitarian crises and the conscious consumer) o Public-private partnerships are crucial to tackle the issues, unleash innovation Chapter 12: Think big-- change the world o It is within your power to not only change your company but change your industry. Don’t settle for incremental improvement; make sure you’re moving towards 3.0. o We’ve given you the tools, the inspiration, and the insight o The urgency of business sustainability leadership has never been greater. Use your platform to make a difference. Appendix o Including detailed cases of the companies featured in the book
£28.49
Springer Nature Switzerland AG Management and Leadership Skills for Medical Faculty and Healthcare Executives: A Practical Handbook
Book SynopsisRecognizing that leaders in healthcare institutions face different questions and issues in different stages of their careers, this handy, practical title offers a comprehensive roadmap and range of solutions to common challenges in the complex and changing Academic Medical Center (AMC) and health care organization. Fully updated from the very well-received first edition and including new chapters, this concise handbook offers a guide for personal career development, executive skill acquisition, and leadership principles, providing real-world, actionable advice for faculty and executives seeking help on a myriad of new issues and situations. With a slightly modified title to recognize that leaders in academic medical centers and health care systems are not limited to medical faculty, this new edition maintains much of the content of the successful first edition with revisions based on feedback from readers and colleagues. New material has been added to reflect what is happening as health care undergoes major transformation. With a broader panel of renowned authors from a mix of healthcare institutions as well as nonmedical experts in leadership and management, the book again meets its primary objective: to provide medical faculty, healthcare executives and other leaders with a contemporary, directly relevant resource that emphasizes practical skills and leadership development advice, including personal improvement, which can be used at any stage of one’s career. With critical insights and strategies for both aspiring and seasoned academicians and health executives, Management and Leadership Skills for Medical Faculty and Healthcare Executives: A Practical Handbook, 2nd Edition is a must-have resource for faculty in AMCs and for anyone with a role in healthcare leadership. Table of ContentsPart 1. Tools of the TradeDeveloping yourselfOvercoming personally limiting qualitiesCommunicating effectively (rework)Giving and receiving feedbackNavigating conflict Managing priorities and time (update)Developing resiliencePrioritizing & Decision MakingPart 2. ManagementPrinciples of managementRunning effective meetingsConducting faculty retreatsChanging the faces of academic medicine (diversity)Recruitment, retention, and dismissalManaging managersPromoting professionalism and personal accountabilityMedical legal challengesManaging diversity, insensitivity and harassment issues (placeholder title)Part 3. LeadershipThe leadership stanceLeadership presenceImproving workplace cultureCoaching and mentoringLeading upLeading without authority Or rewrite Leading UpPolitical savvyMoral courageLeading changeThinking strategically (update)Part 4. Advancing your careerGrowing in your current role: reaching the next rung on the ladderFaculty development and promotion in academic medicine Moving out to move up
£52.24
Springer Nature Switzerland AG Many Worlds, One Life: A Remarkable Journey from
Book SynopsisIn this engaging, insightful, and inspiring narrative, Hermann Simon, the world-renowned management thinker, consultant, pricing expert, entrepreneur, and leading authority on the “hidden champions” business model, highlights the influences on his remarkable journey from humble origins on a German farm to advising and sharing the stage with global leaders in industry, academia, and politics. Born in 1947 in the rural Eifel region of Western Germany, Simon’s coming of age parallels that of a country struggling to come to terms with the legacy of World War II and reinvent itself as a new world power. His colorful anecdotes of a youth spent in an agricultural community that in many ways operated as it had since the Middle Ages, reflect the establishment of core values, such as trust, focus, quality, and commitment that served as an anchor against the accelerating pace of technological, economic, political, social, and cultural change in the subsequent decades. Simon takes readers on a journey through time and space, as his—and our—world transformed from isolated to connected, local to global, revealing lessons learned from the extraordinary people (from Peter Drucker to Henry Kissinger) and places he has encountered along the way, through a career that has evolved from research and education to management consulting to leadership and strategy development on a broad scale. His particular interest in the Mittelstand, or “hidden champions,” the small and medium-sized companies that exemplify the German business philosophy and served as the engine of its economic revival, becomes a powerful metaphor of his own experiences in blazing new trails while staying true to one’s roots. For anyone familiar with Simon’s work and contributions, Many Worlds, One Life reveals unique insights into the man himself and the origins of his ideas on successful leadership and business strategy. But more generally, readers in any field or discipline will recognize how their own stories reflect their ties to the past, their accomplishments in an increasingly complex environment, and, ultimately, their roads to the stars.Table of ContentsChapter 1. Roots.- Chapter 2. Leaving the Middle Ages.- Chapter 3. Years of Thunder.- Chapter 4. Getting Serious.- Chapter 5. Political Bystander.- Chapter 6. Western Journeys: From Charles River to Silicon Valley.- Chapter 7. Eastern Journeys: From Japan to Edge of the World.- Chapter 8. University Life...And Beyond.- Chapter 9. The Seductive Power of Price.- Chapter 10. The Secrets of the Hidden Champions.- Chapter 11. On Wings of Eagles.- Chapter 12. Immersion in The Far East.- Chapter 13. Encounters.- Chapter 14. Magic Moments.- Chapter 15. The School of Life.
£26.99
Springer Nature Switzerland AG Sub-Supplier Management: A Buyer-Centric,
Book SynopsisThis book highlights the latest research on sub-supplier management while also discussing its current state and related managerial challenges. It provides a process framework for managing sub-suppliers and an overview of the various buyer / sub-supplier relationships and their key characteristics. Furthermore, the respective chapters address essential capabilities to successfully manage sub-suppliers and to discuss how to overcome barriers and challenges associated with sub-supplier management. Concrete examples and cases are also provided, and, in closing, potential research opportunities are outlined and demonstrated. Table of ContentsStatus Quo in Sub-Supplier Management.- Buyer-Sub-Supplier Relationships.- Introducing the Sub-Supplier Management Framework.- Sub-Supplier Management Capabilities.- The Concept of Sub-Supplier Specific Investments as a Development Tool.- Sub-Supplier Management and Sustainability.- Digitalization and Sub-Supplier Management.
£123.49
Springer Nature Switzerland AG Successful Management Strategies and Tools:
Book SynopsisThis book equips managers and professionals with effective management tools and strategies, as well as important concepts to help them combat current challenges and problems. It provides a holistic and practical approach to lean and quality management throughout the business value chain. The author describes comprehensively how management strategies and problem-solving tools enable companies to concentrate on value-adding activities and processes to achieve the competitive advantage. This allows managers to choose the proper tool and strategy for each situation and use it effectively. A wealth of best practices, industry examples and case studies are also included.Table of ContentsChapter 1. Business Transformation and Project Management. Chapter 2. Corporate Strategic Management.- Chapter 3. Cultural Change Concepts.- Chapter 4. Leadership, Empowerment and New Work Concepts. Chapter 5. Strategic Management Tools and Excellence Models.- Chapter 6. Seven Management Tools (M7).- Chapter 7. Statistical, Quality and Resource Management Tools.- Chapter 8. Problem-Solving, Process and Idea Creation Tools.- Chapter 9. Supply Management Tools.- Chapter 10. Management Objectives, KPI and OKR.- Chapter 11. Financial Management Tools.- Chapter 12. Supply Chain Management Tools.- Chapter 13. Virtual Management and Cyber Tools.- Chapter 14. Audits and Quality Management Systems (QMS). Lean Production Tools.- Chapter 16. Kaizen: Continuous Improvements in small Steps.- Chapter 17. Waste and Value-added Management Tools.
£62.99
Springer Nature Switzerland AG Digital Cultural Transformation: Building
Book SynopsisThe hypercomplex digital-technological environment is exponential and revolutionary. Our social mindset adaptation, instead, is slower and evolutionary, as an individual’s or an organization culture needs time to transform. This book offers students, institutions, and organisations innovative and interdisciplinary digital sociology tools to help build an adaptive, flexible, imaginative social mindset in order to cope with such a gap and to match a sustainable digital transformation (DT). By disrupting traditional linear approaches to understand the context into which business models are designed, institutions and students are challenged with innovative transdisciplinary holistic models grounded into business case studies. If the book stimulates students to learn how purposefully and autonomously to explore the web, to grasp the deeper meaning of DT and its social impact, institutions are solicited to answer to direct quests that go right to the core of their transformative DNA as: ‘How effectively are you carrying on DT in a sustainable, people-centred way? Which is your socio-cultural DT profile and what are your DT areas of strength and areas of improvement?'In this frame of work, the innovative Four Paradigm Model indicates new coordinates and provides original tools to profile an institution’s digital transformation strategy, to analyse it, and measure the level of sustainable socio-economic value. Sample syllabi, PowerPoint slides and quizzes are available online to assist in the teaching experience. Table of ContentsPart 1: The Digital Transformation Social Mindset.- Chapter 1: Introduction - Looking for a social soul to transform.- Chapter 2: An unpredictable era at the time of Covid-19.- Chapter 3: The Digital Transformation Social Mindset.- Part II: The Four Paradigm Model.- Chapter 4: The Digital Ecosystem.- Chapter 5: The Four Paradigm Model.- Chapter 6: The Four Paradigm Model in Action.- Conclusive Remarks.
£80.99
Springer Nature Switzerland AG Resilience in a Digital Age: Global Challenges in
Book SynopsisIn recent years, decision-makers from all sectors have been using 'resilience' as a keyword for managing societal turbulences. But what is resilience? How can we benefit from integrating digital transformation and resilience? In this book, some of the world's leading experts on resilience explore the issue and discuss possible answers to these questions. The editors of this book believe that resilience is the master key for the future. However, they also remind us that people are at the base of any process of resilience and, only by placing people at the center of transformation, can we aspire to have resilient organizations and a resilient society.Table of Contents1. Introduction.- Part I: Foundations, Concepts and Frameworks.- 2. Systemic Potentials for Resilient Performance.- 3. Resilience and Digital Transformation Challenges in Oil and Gas Integrated Operations.- 4. Relational Capital and Organisational Resilience.- 5. Organisational Resilience in the Digital Age: Management Strategies and Practice.- 6. Framework for the Analysis of Resilient Performance Conditionings in Integrated Operations of the Oil and Gas Industry.- 7. Relating National Intellectual Capital with Resilience, Reliability, Sustainability and Reputation of Countries.- Part II: Applications, Technologies and Digital Tools.- 8. Towards Sustainable Smart City via Resilient Internet of Things.- 9. Digital Ownership Strategies: The Health Care Services Case.- 10. Framework for Analysing Knowledge Critical to Organizational Resilience Capabilities.- 11. How Can Simulation Support Resilience in a Digital Age?.- 12. Cyber Resilience. A Preunderstanding for an Abductive Research Agenda.- 13. How can Digital Learning Tools be used to Promote Resilience in Healthcare?.- 14. Resilience, Digital Tools, and Knowledge Management Systems in the Pandemic era. The IHU Strasbourg Experience.- 15. A Knowledge Graph to Digitalise Functional Resonance Analyses in the Safety Area.- 16. Trapping Paper Checklists into Screens: How to Free the Resilience CapaIntroduction bility of Digital Checklists for Emergency and Abnormal Situations.- 17. The Case of Digitalisation in the Brazilian Development Bank (BNDES): How Brazilian Culture and the Institutional Values Influence the Process.- 18. Resilience Capability and Successful Adoption of Digital Technologies: Two Case Studies.
£123.49
Springer Nature Switzerland AG Research on Project, Programme and Portfolio
Book SynopsisThis volume brings together selected and extended papers representative of work presented at the 8th IPMA Research Conference, which was held online between 9th and 11th September 2020. It explores the topics of project, programme and portfolio management, and self-organizing in and through projects.Offering international and multidisciplinary perspectives, this book answers questions such as: What is the impact of self-organization on organizational structures, processes, cultures and leadership? How can we define the transformative power of self-organization? What is the motivation of individuals to perform activities, to engage with others and organizations in order to get things done? Which kinds of leadership best support self-organizing in projects? What have disciplines like natural science, psychology, philosophy, sociology and management to offer in this respect? What are the cultural limitations and potentials regarding self-organization in projects and how do we deal with them? Research on Project, Programme and Portfolio Management is a valuable resource for all researchers and project management professionals interested in autonomous working and self-organizing.Table of Contents1. Introduction.- 2. A Systematic Approach to Agile Management and Self-Organization for a Sustainable Transformation of Organizations.- 3. Identifying Organizational Issue for Digital Transformation by Analyzing IT Dispute Cases.- 4. Sensemaking by Project Managers; Previous Research, Present Findings, and Future Direction.- 5. Identification of Governance Structures for Private Public Partnership (PPP) Project through Social Network Analysis.- 6. Motivating Self-Organizing Agile Teams in New Technology-Based Firms: An Exploratory Study.- 7. A New Model of Project, Program, and Portfolio Recovery to Tackle Covid-19 in Construction Projects.- 8. Let us Integrate Self-Organisation and Stakeholders into the Development of Infrastructure Projects, Because We Need More Creativity and Satisfying Solutions.- 9. Rapid Literature Review on Danish Megaproject Studies: Taking Stock and Moving Forward.- 10. Evaluation of Managerial Flexibilities in Critical Path Method Based Construction Schedules.- 11. How Construction Projects Can Be Agile.- 12. New Work – Can Increasing Self-Organization Contribute to a New Design of Work?.- 13. Open Innovation in Practice – Challenges and Results in Telecommunication Sector.- 14. Value-Orientated Decision Making in Agile Project Portfolios.- 15. Energy Entropy Structure of a Project-Oriented Organization.- 16. Self-Organizing Project Management with Critical Thinking in Infodemic vs Pandemic COVID 2019.- 17. Revisiting Shenhar and DVIR’S Diamond Model: Do We Need an Upgrade?.- 18. Client Experience on Projects.- 19. Self-Awareness, Assessment and Organization with Personal Agility.- 20. Insights of a Transformation Journey in an Agile Environment.- 21. Invitation to Experiments with Organizational Change.
£123.49
Springer Nature Switzerland AG The Ten Commandments of Risk Leadership: A
Book SynopsisWe as humans are prone to a variety of wired-in cognitive mistakes in the way we interpret and react to risk-related information. This is highly consequential since the cognitive biases managers are exposed to in their day-to-day business erode the objectivity of their risk-related decisions, which ultimately hurts the financial well-being of their firms. This book seeks to develop risk literacy as a leadership skill. It helps managers develop the skills to improve managerial decision-making in regards to managing risk.The last decades have offered various insights into how human nature often gets in the way of rational decision-making. This book is a valuable resource for insurance executives, chief risk officers, company leaders, and graduate students of risk management and risk psychology. It is the first behavioral risk management guide for managers and other interested readers - using examples from economic theory, behavioral finance, and game theory, it studies the hidden forces that drive our decision-making processes under risk. Table of Contents1. Introduction.- 2. Risk and Risk Perception: Why we are not Rational in the Face of Risk.- 3. Expected Utility, Prospect Theory, and the Allais Paradox: Why Reference Points are Important.- 4. Confirmation Bias and Anchoring Effect: Why the First Piece of Information is Key in Negotiations.- 5. Framing and the Ostrich effect: Why our Decisions depend on how Information is presented.- 6. Emotions and Zero Risk Bias: Why we make bad Decisions and overspend on Risk Avoidance.- 7. Endowment Effect and Status-Quo Bias: Why we Stick with Bad Decisions.- 8. Overconfidence and Self-Blindness: Why we think we are better than we actually are.- 9. The Low-Probability Puzzle: Why we insure our Cellphone but Not our Home.- 10. Fairness, Diversity, Groupthink, and Peer Effects: Why Other People matter for our Risky Decisions.- 11. Hindsight Bias: Why We Think we are Good Predictors even though we are not.
£53.99
Springer Nature Switzerland AG Strategic Human Resource Management and
Book SynopsisThis textbook takes a theoretically informed and practice-based approach to strategic human resource management (HRM) and employment relations (ER). The book follows a unique pedagogical design employing problem-based learning and participant-centred learning approaches, both of which the author has extensive experience in implementing with advanced undergraduate HRM and post-graduate learners.This new edition includes chapters on artificial intelligence (AI) and HR, employee experience and engagement, managing HRM during crises, and eight new cases. In addition, this book includes an online instructors’ manual for instructors.Table of ContentsChapter 1. Introduction.- Chapter 2. HRM and ER: A Strategic Perspective.- Chapter 3. Strategic HRM & ER: Best-Practice Versus Best Fit.- Chapter 4. SHRM & ER: The Resource-Based View.- Chapter 5. Institutional Theory and SHRM.- Chapter 6. Strategic Choice and SHRM & ER.- Chapter 7. Professionalism and Ethics.- Chapter 8. Work Design and HR Planning: A Strategic Perspective.- Chapter 9. Strategic Performance and Commitment Management.- Chapter 10. Strategic Learning and Development.- Chapter 11. Managing Employee Voice.- Chapter 12. Managing Change and HRM.- Chapter 13. Strategic Compensation and Benefits Management.- Chapter 14. Special Topics in SHRM & ER.- Chapter 15. Managing People in a Crisis.
£56.99
Springer Nature Switzerland AG Corporate Social Responsibility (CSR),
Book SynopsisThis book provides a comprehensive overview of corporate social responsibility (CSR) and its practical applications. In addition to the structured procedure with definitions and CSR approaches, functions within the value chain are described in comprehensive manner with reference to business practice. Business trends in special sectors such as innovation management and hospitality management are also covered. Numerous practical examples and country-specific recommendations for decisions in practical situations are also offered.Table of ContentsChapter 1. CSR as Part of the Corporate Strategy. Chapter 2. Sustainability Management and social Responsibility in the Value Chain. Chapter 3. CSR in Procurement. Chapter 4. CSR in Operations Management.- Chapter 5. CSR in Marketing Management.- Chapter 6. Innovation Management.- Chapter 7. Ethical Theories.- Chapter 8. Corporate Social Responsibility (CSR) and Ethical Management.- Chapter 9. Corporate Social Responsibility (CSR) vs. Environmental Social Governance (ESG).- Chapter 10. Stakeholder der CSR.- Chapter 11. The state and civil society. - Chapter 12. Shareholders.- Chapter 13. Consumers.- Chapter 14. Suppliers and Competitors.- Chapter 15. Employees.
£47.49
Springer Nature Switzerland AG Strategy in Action: A Holistic Management
Book SynopsisHow to develop best-practice strategy in a business or a multinational organization? Putting in value the strategy function and embracing a Holistic Management Strategy (HMS) framework would unleash performance for any business or organization. This book illustrates with real examples the HMS, a set of 10 frameworks that provide best-practice to design and develop strategy. The HMS approach is differentiated between business unit and divisional/group level, and adapted to situations of existing versus new markets and organic versus inorganic growth. The book introduces new topics such as integrated business model and strategy & financial plan at business unit level, attractiveness and opportunities framework for new markets linked with inorganic growth, portfolio horizons connected with the company’s market valuation gap, leadership & management excellence programme (e.g. THICOSIV), company excellence based on a balanced designed and considered decision-making, the future of the strategy function, and seven meta-architectural levers to successfully address digital disruption.Table of ContentsChapter 1. Introduction.- Part 1. About ‘Strategy for Existing Geography and Business’.- Chapter 2. Business Model.- Chapter 3. Strategy Blueprint.- Chapter 4. Financial Plan.- Part 2. About ‘Strategy for New Geographies and/or Businesses’ and ‘Strategy & Execution’.- Chapter 5. Attractiveness & Opportunities.- Chapter 6. Inorganic Growth Process.- Chapter 7. Strategy & Execution.- Part 3. About ‘Portfolio Strategy’.- Chapter 8. Portfolio Value Gap.- Chapter 9. Portfolio Horizons.- Part 4. About ‘Company & Leadership Excellence’.- Chapter 10. Leadership & Management Excellence.- Chapter 11. Company Excellence.- Part 5. About ‘The Future of Strategy’.- Chapter 12. Strategy Function.- Chapter 13. Digital Transformation.- Chapter 14. Epilogue.
£75.99
Springer Nature Switzerland AG Strategy in Action: A Holistic Management
Book SynopsisHow to develop best-practice strategy in a business or a multinational organization? Putting in value the strategy function and embracing a Holistic Management Strategy (HMS) framework would unleash performance for any business or organization. This book illustrates with real examples the HMS, a set of 10 frameworks that provide best-practice to design and develop strategy. The HMS approach is differentiated between business unit and divisional/group level, and adapted to situations of existing versus new markets and organic versus inorganic growth. The book introduces new topics such as integrated business model and strategy & financial plan at business unit level, attractiveness and opportunities framework for new markets linked with inorganic growth, portfolio horizons connected with the company’s market valuation gap, leadership & management excellence programme (e.g. THICOSIV), company excellence based on a balanced designed and considered decision-making, the future of the strategy function, and seven meta-architectural levers to successfully address digital disruption.Table of ContentsChapter 1. Introduction.- Part 1. About ‘Strategy for Existing Geography and Business’.- Chapter 2. Business Model.- Chapter 3. Strategy Blueprint.- Chapter 4. Financial Plan.- Part 2. About ‘Strategy for New Geographies and/or Businesses’ and ‘Strategy & Execution’.- Chapter 5. Attractiveness & Opportunities.- Chapter 6. Inorganic Growth Process.- Chapter 7. Strategy & Execution.- Part 3. About ‘Portfolio Strategy’.- Chapter 8. Portfolio Value Gap.- Chapter 9. Portfolio Horizons.- Part 4. About ‘Company & Leadership Excellence’.- Chapter 10. Leadership & Management Excellence.- Chapter 11. Company Excellence.- Part 5. About ‘The Future of Strategy’.- Chapter 12. Strategy Function.- Chapter 13. Digital Transformation.- Chapter 14. Epilogue.
£54.99
Springer Nature Switzerland AG Governing Continuous Transformation: Re-framing
Book SynopsisThis book transposes the ‘free-energy principle’, as espoused by the neuroscientist Karl Friston, to strategic governance, and forming the new concept of Free-Energy Governance (FEG). This concept lays the foundation for a new logic of governing continuous transformation. In addition to guiding the structure, cognition, and capabilities of success in strategic renewal, FEG provides a systematic and practice-relevant approach to predicting a firm’s potential for entropy.Using this new concept, the author shows that the success of continuous strategic renewal and business innovation, elements crucial for firm survival, are determined by the triplet of a firm’s structure, cognition, and dynamic board capabilities. “How to govern large organizations in times of high uncertainty and permanent change? To answer this pressing question, … Bijan Khezri has been the first to apply [the free energy] principle to management science … This book is an eyeopener for every reflective leader.¨ Professor Oliver Gassmann, Director of the Institute of Management and Technology, University of St. Gallen “I really enjoyed reading this book. It was both exciting and reassuring to see how the same fundamental ideas can be found in fields as disparate as nonequilibrium steady-state physics and theories of governance.” Professor Karl. J. Friston; Director of the Wellcome Centre for Human Neuroimaging “Using a term often applied to best-selling novels, ‘it is a page turner’ in which I learned something new in every chapter! Every board member, all executives and scholars interested in strategic leadership and governance must read this book if they wish to remain relevant in the coming transformational decades.” Michael A. Hitt University Distinguished Professor Emeritus, Mays Business School, Texas A&M University Former President, Academy of Management, and former Editor, Academy of Management Journal "We could not ask for a better author to initiate this new conversation in the board research community and convey its merits to the world of board practice." Martin HilbProfessor Emeritus, University of St. Gallen Founder and Managing Partner, International Board Foundation and President of Swiss Institute of Directors “Set against a wide swath of literature, the book impressively makes the case for a new logic of strategic renewal in which the board of directors plays a central role.” Professor Constance E. Helfat, Tuck School of Business at DartmouthTable of ContentsPart I: Re-framing the Strategy-Governance Conversation.- 1. ‘Thinking Born of Curiosity, Revolt, and Change’.- 2. Sensing, Sensemaking, and Strategic Renewal.- 3. Microfoundations of Strategic Governance.- 4. Free Energy Principle (FEP).- 5. Conclusion.- Part II: Free Energy Governance (FEG).- 6. Structure: Synergizing Governance and Operational Channels.- 7. Cognition: From Superposition to Reality.- 8. Capabilities: Duality Management.- 9. Laying the Foundation for a Self-Organizing (Autopoietic) Governance Logic.- Part III: Conclusion.- 10. Free Energy Governance vs. Traditional Corporate Governance.- 11. Implications for Management Practice.- 12. Future Research Agenda.- 13. Outperformance and Survival as a Matter of Self-Organization.- Part IV: Engaged Scholarship Interviews.- 14. Steve Case.- 15. Jan Ståhlberg.
£85.49
Springer Nature Switzerland AG Leadership for a Digital World: The
Book SynopsisThe pace of change today is unprecedented. As more than one observer has said, change itself has changed. Technologies and markets in virtually every industry are now subject to rapid and unpredictable change, placing a premium on the ability to successfully manage new paradoxes, such as being entrepreneurial and efficient, as well as able to sense shifts and rapidly respond and secure enough stability for quality and efficiency. In short, enterprise leaders face a paradigm shift in management, and they will be forced to transform their organizations in order to survive in the 21st century. This book will provide leaders with the fundamental principles for managing a firm in the digital economy, as well as the Rendanheyi business model, developed for the new century. Finally, the book will provide leaders with a case, based on GE Appliances, on how they can effectively transform their own organizations. Foreword by Edgar Schein and Peter Schein.Table of ContentsTable of ContentsFrontMatterPart IWhy Management Needs to Change and Key Capabilities for a Digital Economy 1.Why New Management Models Are Needed—and The New Management Capabilities. Part II Two Cradles of Management Innovations2.Silicon Valley3.The Silicon Valley Model4.China 5. The New Chinese ModelPart III Haier and the RenDanHeYi model 6. Haier: A Traditional Firm Transforming into a Digital Winner7.The RenDanHeYi Model 8.RenDanHeYi Versus the Silicon Valley Model Part IVGE Appliances in 2016 and 2021 and the Interpretation of RenDanHeYi 9.GE Appliances in 201610.GE Appliances in 2021 11.GE Appliances’ Interpretation of RenDanHeYi Part V — A Framework for Better Understanding a Business Transformation12.A Framework for Understanding a Business TransformationPart VI — The Transformation of a 100-year-old Company 13.From Desire to Implementation 14.Key Steps Taken by GE AppliancesPart VII — Managerial Advice and Concluding Summary15.Managerial Advice16.Concluding Summary
£58.49
Springer Nature Switzerland AG Complementary Management: A Practice-driven Model
Book SynopsisThis book explores the Complementary Management Model. Building on extensive theoretical considerations on management and leadership, it outlines the seven elements of the model: the management actors (1) jointly fulfil management tasks (2) serving two management functions (3) by performing management routines (4) and applying formal management instruments (5), which requires management resources (6) and management unit structures (7). The key mechanisms of Complementary Management include the primacy of employee self-leadership, compensatory interventions of the line manager in the absence of such self-steerage, and active roles for senior managers and HR advisors in the management/leadership process. The Complementary Leadership Model is practice-oriented and offers a coherent conceptual basis for corporate models (= principles and guidelines) of management and leadership. The book describes the process for developing and introducing such guidelines and backs this up with project recommendations. It is aimed at all those interested in theory, but especially HR professionals and managers who shape management and leadership in their organizations and are looking for compelling theoretical foundations for their work.Table of Contents1. Conceptualizing Models of Management and Leadership: Constructs, Differentiations and other Theoretical Considerations.- 2. The Complementary Management Model.- 3. The Role of Line Managers in Complementary Management.- 4. The Role of the Specialized HR Function.
£42.74
Springer Nature Switzerland AG The Socially Responsible Organization: Lessons
Book SynopsisThis book explores the nature of the socially responsible organization, specifically the role of crisis management in creating a socially responsible organization. It applies the Myers-Briggs Personality Typology (MBPTI) and the Thomas-Kilmann Conflict Framework to issues such as responses to the COVID-19 pandemic, regulation of tech companies, and infrastructure. Dr. Mitroff lists the major arguments given in regards to these issues and subjects them to the strongest possible scrutiny and critique to hold both individuals and organizations accountable to the larger responsibilities we share as global citizens. This is an open access book.Table of ContentsChapter 1: The Assault on Reason - The Major Arguments in Defense of not Getting Vaccinated for Covid 19.- Chapter 2: The Assault on Reason, Part Two - A Deeper Analysis.- Chapter 3: Infrastructure Wars - The Politicization of Everything.- Chapter 4: Regulating Tech Is Only Half the Job.- Chapter 5: The Socially Responsible Organization.- Chapter 6: Dis Versus Mis-Information - Unexpected Insights from Covid19.- Chapter 7: Compromise Is Key to Our Learning to Live Together - The Resolution of Issues Is Not Possible Without It.- Chapter 8: Coping with a Complex Messy World - Education for the 21st Century and Beyond.
£23.74
Springer International Publishing AG The Enactment of Strategic Leadership: A Critical
Book SynopsisThis Open Access book explores the meaning and roles that strategy and leadership play in our lives. Based on decades of experience, the author contemplates whether we believe strategic leadership exists because it actually exists, or whether it exists because we believe it does? Both answers are true. The author argues that the duality of the essence of strategic leadership is clear. It may appear to be personalised, or it may seem to be an important characteristic of the organization enacted everywhere where there is guidance. In fact, the discussion about strategic leadership raises more questions. In this thought-provoking book, the author puts forward a robust critical assessment of one of the most widely used concepts in management research and practice. Beginning with an ontological and historical discussion around which the concept of strategic leadership has developed, the book continues to discuss the phenomenon of strategic leadership. Utilising a post-modern perspective and by heavily drawing on concepts such as hegemony and ideology, the author then discusses the role of organizational culture and networks, as well as the underlying tensions that come associated with strategic leadership.Table of Contents1. The Classic Ontology of Leadership.2. Collective and Leadership.3. The Rise of Strategic Leadership.4. External Adaptation.5. Strategic Direction.6. Strategic Leadership Between Hegemony and Ideology.7. Organisational Culture, Leadership Language and Integration of the Collective.8. Configurations of Strategic Leadership.9. Strategic Leadership from the Social Network Perspective.10. Facing Tensions in Strategic Leadership.
£42.74
Springer International Publishing AG The Path to Authentic Leadership: Dancing with the Ouroboros
Book SynopsisThe unprecedented challenges of today—a world-wide pandemic, climate disruption on a global scale, and an economic instability that knows no boundaries—require a leadership grounded in a profound and unflinching awareness of our interconnectedness and the existential stakes before us. The Path to Authentic Leadership frames the dilemmas of leadership within the insights provided by the Ouroboros, the mythic snake willing to destroy parts of itself so that it can be renewed. Like the Ouroboros, today’s leaders must be prepared to enter into a dynamic, uncertain, and ever-changing environment with the capacity to reflect, adapt, let go of what is no longer working, and create solutions that are not only renewing, but sustainable. Drawing from his decades of training in psychoanalysis and the systems-psychodynamic method, Kets de Vries discusses the effects of the pandemic in the context of the seven deadly sins, the impact of shame, evil, the lure of charisma and even the perils of procrastination. Also, he explores the inner theatre of white-collar criminals and the super-rich. He comments on the role of magic in management and the paradoxical role of koans, serving as catalysts for change. From there, he goes on to outline a path toward organizational transformation, turning again to the self-renewing process presented by the Ouroboros. This dynamic is applied to his 7C sequence for organizational transformation—Context, Confrontation, Clarification, Crystallization, Cascading, Consolidation, and Continuity. Its enactment is brought to life through the story of a troubled CEO and the careful, step-by-step advice offered by an experienced executive consultant. Throughout, Kets de Vries reminds us that the path to authentic leadership will be meaningless unless it is guided by a deeply held commitment to serve as a force for good.Table of ContentsIntroduction: Dancing with the Ouroboros • Discusses the etymological origins and symbolism of the ouroboros. • Aligns the transformation and renewal seen in the ouroboros to psychological theory, referring in particular to the concept of “twice borns.” • Shares his own drive to reinvent himself professionally throughout his life. • Discusses his own life’s goal to create stronger, more ethical leaders who are willing to engage in the kind of renewal suggested by the ouroboros. • Reviews the main themes of the chapters to follow. Chapter 1: Covid and the Seven Deadly Sins • Explores the seven deadly sins in the context of the Covid-19 pandemic and Issues related to leadership and work life. • Discusses how leadership might be reimagined post-pandemic, looking at the female leadership during the pandemic and the seven virtues. Chapter 2: Is There Banality in Evil? • Examines the origins of evil from a psychological perspective, asking what makes a person, action and even organization ‘evil.’ • Analyses obedience to authority and its relationship to evil acts. • Discusses group dynamics and the famous Milgram and Zimbardo studies. • Examines how we can prevent evil and looks at early childhood development. Chapter 3: The Psychology of White-Collar Criminals • Analyses the psychological factors behind white-collar crime. • Looks at the Fraud Triangle and the Fraud Diamond as tools to examine the factors and conditions that can put people and organisations at greater risk for committing this type of crime. • Examines ways to prevent white-collar crime, with special focus on organisational culture and leadership development. Chapter 4: The Dance Macabre of Shame • Offers a psychological inquiry into the profound impact shame can have on people. • This chapter is framed by a story of an HR executive who seeks to understand the destructive perfectionism of one of her sales directors. • Explains the differences between shame and guilt and provides both an evolutionary and psychological perspective on shame. • Provides a step-by-step protocol for overcoming shame. Chapter 5: Catching the Thief of Time: The Perils of Procrastination • Analyzes the “thief of time”—procrastination—from a psychological perspective • Offers actional steps to help turn around procrastination and become more productive. Chapter 6: The inner theatre of the super-rich • Provides a psychological examination of the super-rich, breaking their inner world down in terms of ten behavioral themes. • Considers whether the super-rich are afflicted by the so-called “Dark Dyad” of narcissism and psychopathology. • Concludes with a discussion of wealth management and the new move by the super-rich to participate in efforts like the “Giving Pledge” and other more ambitious forms of philanthropy. Chapter 7: The Hell with Charisma • Discusses the dark side of charisma in light of recent political leaders and populist movements. • Examines the psychological components at work, including charisma and transference. • Looks at Plato’s model of philosopher-kings and the need to revitalize civil education. Chapter 8: Transformation Challenges • Presents a step-by-step guide to a transformation challenge in an organization, utilizing the 7C sequence. • The process is framed within the story of a newly appointed CEO who needs to launch such a transformation and seeks the advice of a consultant. • The 7C sequence is explained within the context of the ouroboros dynamic. • Touches on key issues in the transformation such as altering the company’s reward structure and the need to create small wins. Chapter 9: Creating Emotionally Intelligent Organizations • Here the same consultant from Chapter 8 reappears to guide an overly left-brain oriented founder to move toward in creating a more emotionally intelligent organization. • Discusses the benefits of emotionally intelligent organizations, including increased self- awareness, self-management, social awareness and relationship management. • Provides a specific, step-by-step approach to instilling a more emotionally intelligent organization described as authentizotic. Chapter 10: Magic and Management • Discusses the allure of astrology and pseudoscience, against the backdrop of the human need to manage uncertainty. • Analyzes the darker side to these approaches from a psychological point of view, particularly as it pertains to management. • Concludes with a discussion of how one can adopt a more empowering way to manage and make critical decisions in life. Chapter 11: Koans as Agents of Changes • Introduces the basics of Buddhist koan practices, giving examples. • Discusses the parallels between koan work and the psychoanalytic method. • Gives examples of how koan-like interventions can help jolt the awareness of leaders and organisations. Concluding Comments • Reiterates and expands on the significance of undertaking the journey towards transformation and authenticity—a journey that is often the hallmark of those who come to lead effectively and ethically. • Analyses the classical image of the phoenix, the immortal bird who is reborn wiser and stronger from the ashes of its predecessor. • Looks to the Old Testament story of Jacob wrestling with the angel as a symbolic example of this journey toward authenticity. • Discusses the important of creative destruction – a central element of the symbolism seen in the phoenix, story of Jacob and the ouroboros.
£23.74
Springer International Publishing AG Responsible Artificial Intelligence: Challenges
Book SynopsisArtificial intelligence - and social responsibility. Two topics that are at the top of the business agenda. This book discusses in theory and practice how both topics influence each other. In addition to impulses from the current often controversial scientific discussion, it presents case studies from companies dealing with the specific challenges of artificial intelligence.Particular emphasis is placed on the opportunities that artificial intelligence (AI) offers for companies from different industries. The book shows how dealing with the tension between AI and challenges caused by new corporate social responsibility creates strategic opportunities and also innovation opportunities. It highlights the active involvement of stakeholders in the design process, which is meant to build trust among customers and the public and thus contributes to the innovation and acceptance of artificial intelligence.The book is aimed at researchers and practitioners in the fields of corporate social responsibility as well as artificial intelligence and digitalization. The chapter "Exploring AI with purpose" is available open access under a Creative Commons Attribution 4.0 International License via link.springer.com.Table of ContentsForeword.- 1.Artificial Intelligence - Management Challenges and Responsibility.- 2.Artificial Intelligence: Companion to a New Human "Measure"? - a brief outlook.- 3.AI-Governance for a prosperous future.- 4.Governance of Collaborative AI Development Strategies.- 5.Responsible AI Adoption through Private Sector Governance.- 6.Mastering Trustful Artificial Intelligence.- 7.echnology serves people – Democratizing Analytics and AI in the BMW production system.- 8.Sustainability and artificial intelligence in the context of a corporate startup program.- 9.Exploring AI with Purpose.- 10.Developing Responsible AI Business model.- 11.ESG Fingerprint - how Big Data & Artificial Intelligence can support investors, companies and stakeholders?.- 12.It’s only a bot! How adversarial chatbots can be a vehicle to teach responsible AI.- 13.Concerted actions to integrate Corporate Social Responsibility with AI in business: two recommendations on leadership and public policy.- 14.AI and Leadership: Automation and the change of management tasks and processes.- 15.Achieving csr with artificially intelligent nudging
£49.49
Springer International Publishing AG Positive Leadership: Using Positive Psychology
Book SynopsisThis book demonstrates how leaders can use research from positive psychology to increase work engagement and wellbeing, improve relationships, and increase performance and productivity in the workplace. Specifically, it teaches leaders how to use psychology to understand their own contributions to their leadership style as well as to understand how their employees are being motivated to increase their engagement and productivity. Suitable for leaders, human resource personnel, consultants and coaches, this book gives research-based theory and insight into how leaders’ own attitudes, mind-sets and authenticity are influencing their employees level of performance, emotions and creativity. Readers learn how to motivate, bring meaning into the workplace, improve communication and relationships as well as how to use strength-based leadership. The book features examples from successful companies like Microsoft, Google and Disney and provides practical interventions and techniques in every chapter that can immediately be implemented into the workplace.Table of Contentsintroduction.- What is positive psychology, and why shall we use it in the workplace?.- Research results from the use of positive psychology in organizations.- The leader role.- Positive leadership.- Factors in the leader.- Factors in the leadership tasks.- Results in the employees.- The strength-based leader.- Organizational development with Appreciative Inquiry.
£42.74
Springer International Publishing AG The Neurology of Business: Implementing the
Book SynopsisThis book describes the neurology of a business as a new dimension of organization and as a basis for success in a complex world. Comparing organizations with living organisms, it places an organization’s neurology (control and communication) as a third dimension beside its anatomy (structure) and physiology (process). Overlooked by classical organizational theory, this third dimension offsets its typical drawbacks. The Neurology of Business introduces Stafford Beer’s Viable System Model (VSM) and shows how this helps managers to diagnose, discover, and unleash the potential and performance lying dormant in today’s enterprises.The book is based on numerous consulting projects and management seminars conducted in Europe, America, and Asia. It guides the reader through the diagnosis and design process and illustrates application issues with practical examples. In this way, the book provides managers with the language needed to have meaningful conversations about how their organizations are functioning. As such, it will benefit managers in business and nonbusiness organizations, as well as readers interested in general management.Table of ContentsPart I. Necessity and Benefits of the Third Dimension.- Chapter 1. Introduction.- Chapter 2. The Ten Cardinal Mistakes of Organizing.- Part II. The Viable System Model.- Chapter 3. A Model of Steering and Communication.- Chapter 4. Introduction to the Model.- Chapter 5. Russian Dolls.- Chapter 6. Hierarchy and the Redundancy of Potential Command.- Part III. Diagnosis and Design.- Chapter 7. Overview of the Diagnostic Process.- Chapter 8. Diagnosing and Designing the Basic Structure (Step I).- Chapter 9. Mastering Complexity (Excursus).- Chapter 10. Manageable or Not? (Step II).- Chapter 11. Mission-critical Tasks (Step III).- Chapter 12. Centralized or Decentralized (Step IV).- Chapter 13. Diagnosing and Designing the Control Functions (Step V).- Chapter 14. Diagnosing and Designing Communication Channels (Step VI).- Part IV. From Knowledge to Implementation.- Chapter 15. Making the Organization Understandable (Step VII).- Chapter 16. Successful Implementation.- Chapter 17. Quick Diagnoses.- Chapter 18. Balancing Present and Future.
£42.74
Springer International Publishing AG Philosophy Inc.: Applying Wisdom to Everyday
Book SynopsisWhile most managers are primarily concerned with being able to make decisions quickly, manage meetings efficiently and drive innovation, there is often little time for reflection in a business world where opinions must be formed and decisions taken on the hoof. It often seems counterintuitive to stop the clock and take time to think things through. Philosophy, on the other hand, addresses the basic questions of our existence, our identity, our role in the world and the models for living that might inspire our actions. By understanding philosophy, it becomes more possible to provide meaning to many of our management practices and to business at large, while enhancing self-satisfaction and happiness at work. This latest book from Professor Santiago Iniguez presents a collection of management ideas inspired by renowned philosophers. It provides a framework, as well of a series of business situations, for analyzing decisions from the perspective of values and principles. With insights on topics such as, how to gain respect at work, how to cultivate an optimistic outlook and how to shrug off failure, it offers timeless advice for managers that can be applied for their personal and professional development. Offering a unique perspective and valuable insights on what leadership is, and the relevance of values and principles to becoming a successful, recognized manager, this book presents a thoughtful guide to anyone who wants to install meaning into their management practices and their lives.Table of Contents1 Part I: Wisdom—Why Should We Practice Philosophy?.1.1 What Does Philosophy Have to Tell Us About Business?. 1.2 Why Managers Should Develop the Habit of Examining Their Actions. 1.3 Philosophy and Common Sense: Lessons from a Seventeenth-Century Cleric. 1.4 Does Meritocracy Apply to Business?. 1.5 Do We Deserve Our Talent? Not According to John Rawls. 1.6 The Matthew Effect: Michael Sandel on Merit. 1.7 Inculcating Knowledge in the Young: John Locke’s Golden Rules of Children’s Education. 2 Part 2: Leadership—Who Do I Want to Be?. 2.1 Beware of the Charismatic Candidate. 2.2 Why Humility Is a Sign of Strength. 2.3 Where Would Business Be Without Its Supporting Actors?. 2.4 Why Are Geniuses Often Unreasonable? The Case of J.S. Bach. 2.5 True Leaders Only Win the Argument When They’re Right. 2.6 Let’s Be Honest, Success Is Usually the Exception. 2.7 Why It’s Natural to Sometimes Feel Like an Imposter. 2.8 What’s in a Name: Do You Want to Be Remembered or Forgotten?. 3 Part 3: Insight—What Can I know?. 3.1 Why the Days of Magical Realism Are Far from Over. 3.2 What David Hume Can Tell Us About Cause and Effect in Business. 3.3 Just How Rational Are We?. 3.4 How to Keep Your Head in the Fog of War. 3.5 You May Not Know It, But You’re Probably Guilty of the Naturalistic Fallacy. 3.6 Why Not All Prophecies Need to Be Fulfilled. 3.7 What Do Plato and Steve Jobs Have in Common?. 3.8 Who Wants to Live in a Goldfish Bowl?. 4 Part 4: Vision—What Does the Future Look Like?. 4.1 What Would Thomas Hobbes Made of Mark Zuckerberg?. 4.2 What Will Reality Mean When We’re All Living in the Metaverse?. 4.3 Siri Would Certainly Have Given Wittgenstein Food for Thought. 4.4 What Makes a Robot Tick?. 4.5 Let’s Not Forget: Robots Are Neither Good Nor Bad; They’re Our Creation. 4.6 The Remote Working Debate: It’s Not Just About Productivity and Convenience. 4.7 Why Have So Few Philosophers Written About Work?. 4.8 Let’s Remember That Education Is Not Just About Transferring Knowledge, It’s a Journey. 5 Part 5: Honesty—How Should I Behave?. 5.1 What Makes the Best Strategic Mindset: Business First, or Ethics Above All Else?. 5.2 Kant and Appiah, Two Routes to Cosmopolitanism. 5.3 Speaking Truth to Power: The Pros and Cons. 5.4 Why Keeping One’s Council Is Often the Best Course of Action. 5.5 Pay Credit Where Credit Is Due and You’ll Be Seen as a Better Leader. 5.6 What Schopenhauer Can Teach Us About Respect. 5.7 Where to Draw the Line on Lying?. 5.8 Why Teaching the Humanities Is the Best Way to Improve Management Studies. 6 Part 6: Optimism—Is Happiness Attainable?. 6.1 If Life Is a Comedy, Why Not Laugh More?. 6.2 Aristotle, a Man Who Understood Happiness. 6.3 Why It’s Best to Accentuate the Positive, Within Reason. 6.4 Solitude, Plus Contemplation, Equals Happiness. 6.5 Will We Ever Really Understand Humor?. 6.6 Why We Need to Learn to Laugh in the Workplace. 6.7 Finding the Strength to Go On: Resilience Explained.
£26.59
Springer International Publishing AG Managing with Sense and Sensitivity
Book SynopsisManagers wrestle daily with emotional leadership challenges because emotions and relationships influence organizational energy, commitment, and financial results. This book helps managers strike a balance between feeling and reason in a professional and ethical manner with attention to the manager's position in the hierarchy of the organization.
£999.99
Springer International Publishing AG Sustainable Transformation Strategy: Casebook on
Book SynopsisThis casebook demonstrates how companies can design and execute corporate sustainability strategies into their overall business strategy to achieve sustainable transformation. It offers a set of case studies from different industrial sectors such as aerospace and defence, beauty, energy, engineering and construction, fashion retail, financial services, food and hospitality, life sciences, motorsports, pharmaceutical, software, toy production. Each story presents practical and concrete actions taken by companies to develop their sustainability strategies, as well as challenges and issues faced during the process. Concluding with best practices emerging from the cross-case analysis, this book is beneficial for sustainability and management professionals, students and scholars.Table of ContentsThe way to a sustainable transformation of business.- ABN AMRO: a story of sustainable transformation in financial services.- Avon: a story of sustainable transformation in beauty.- Bayer AG: a story of sustainable transformation in life (health and crop) sciences.- Consilient Health: a story of sustainable transformation in pharmaceutical.- Enel: a story of sustainable transformation in energy.- Formula E: a story of sustainable transformation in motorsport.- The LEGO Group: a story of sustainable transformation in toy production.- Leonardo: a story of sustainable transformation in aerospace and defence.- Mercato Metropolitano: a story of sustainable transformation in food and hospitality.- Sage: a story of sustainable transformation in software.- Saint-Gobain: a story of sustainable transformation in engineering and construction.- Yamamay: a story of sustainable transformation in fashion retail.- 10 golden rules to lead the sustainable transformation of business.-
£67.49
Springer International Publishing AG Changing Employee Behavior: How to Drive
Book SynopsisAn important part of every manager's job is changing people's behavior: improving someone’s performance, helping them better manage relationships with colleagues, or sometimes even stopping them doing something. Yet, despite the fact that changing people's behavior is such a fundamental skill for managers, there is little in the way of systematic support for them to go about it.This book changes that, revealing simple but powerful techniques for changing behavior that experts from a range of disciplines have been using for years. Drawing upon proven methods from psychology, psychotherapy, and behavioural economics, it presents a comprehensive toolkit that managers can use to improve the performance of staff and address some of the most common challenges they face. With a new foreword and three new chapters, this revised edition expands on the original by showing how organisations and leaders have used the techniques presented in it, how these methods have become even more relevant in the post-pandemic world, and how it has been applied the broader challenge of workplace culture change. Finally, supplementary videos add detail to this new content, with examples and explanations presented by the authors.Videos via app: download the SN More Media app for free, scan a link with play button and access videos directly on your smartphone or tablet.Table of Contents1 How to Help Change Happen2 Four Ways to Think about Change 3 Intrinsic Motivation: The Science of Commitment 4 Extrinsic Motivation: Using Reward and Punishment 5 Ability 6 Psychological Capital: Believing You Can Succeed 7 Psychological Capital: Willpower and Resilience 8 How to Build, Break, and Change Habits 9 Gamification 10 Nudging 11 Becoming an Architect of Change 12 What We’ve Learnt 13 What We Do Differently 14 Frequently Asked Questions
£26.59
Springer International Publishing AG Moments of Leadership: How to become a
Book SynopsisThere are moments in leadership when opportunities open up: Opportunities for better teamwork, opportunities for orientation, for professional conversations, and for personal development and reflection. This book describes over 60 such opportunities, pragmatic, solution-oriented, and tested for many years. Based on concrete examples, it thus provides impulses for effective strategies and new ways of solving problems in all areas of cooperation and leadership. The book is intended to serve as a guide from which not only leaders but also managers and coaches can benefit. Table of ContentsMoments are chances: Introduction.- Part I: Leadership today.- Important dimensions of the CONVERSATION that determine success or failure.- Moments in RELATIONSHIPS.- MOMENTS OF STRESS.- MOMENTS OF TABOO TOPICS.- MOMENTS of CHANGE.- Moments as a Coach.- MOMENTS OF METHODOLOGY.- MOMENTS within the TEAM.- Part II: Leadership tomorrow.- WHEN DOES THE FUTURE ACTUALLY BEGIN?.- What kind of CHALLENGES will you confront as the manager of Millennials?.- Why do you need INSPIRATION to manage Millennials successfully.- What kind of ORGANIZATION and CULTURE do Millennials need?
£71.99
Springer International Publishing AG Charting Change: A Visual Toolkit for Making
Book SynopsisExecutives are under escalating pressure to deliver increasing profits every quarter, while technology advances at an increasing rate. In such a pressure-cooker environment, leaders must hard-wire their organizations to be mindful of costs while simultaneously becoming more flexible and faster at planning and executing the change programs required by innovation and the shifting demands of the customer. The companies that successfully innovate and stay at the top of their industries have one thing in common – they learn fast and manage change well.Charting Change provides a set of visual tools that will help you build a coherent approach to change, identifying both the things that will help make the effort successful, and those people and barriers that will try to block the way. Leaders that read and absorb this book will be able to make productive use of the tools to drive buy-in, alignment, and successful change outcomes across the organization, its systems, and its culture.This second edition features new topics such as architecting for change, overcoming resistance to change, and systems thinking, as well as new visual tools such as the Organizational Agility Framework. This book will help leaders and managers visualize, plan, and execute change and transformation in a more accessible, visual, and collaborative way. Once you are done reading Charting Change you will approach any big change with confidence.Table of Contents1. Changing Change2. Architecting for Change (introduce pyramid model and hypothetical business architecture example)· BONUS FEATURE – Guest Expert TBD: Specialized Business Architecture topic3. Planning Change4. Understanding the Current State· BONUS FEATURE – NHS Case Study: Challenging Top-Down Change5. Exploring Readiness for Change and Transitions· BONUS FEATURE – Guest Expert TBD (reaching out to Bill Taylor and Charlene Li): Overcoming Resistance to Change6. Envisioning the Desired State· BONUS FEATURE – Seth Kahan (Guest Expert): Generating Dramatic Surges of Progress7. Picking the Right Target for Your Change Effort8. The Benefits of Change9. The People Side of Change (enhance chapter with information on stakeholder mapping)· BONUS FEATURE – Guest Expert TBD: Our Internal Wiring (neuroplasticity and other topics)10. Building a Continuous Change Culture· BONUS FEATURE – Guest Expert TBD: learning culture or flexible organization topic11. Barriers and Obstacles to Change· BONUS FEATURE – Matthew E. May (Guest Expert): Reverse Engineer Your Strategy by Asking “What Must Be True?”12. Not Everything About Change is Wonderful13. Change Doesn’t Happen in Isolation (Systems Thinking Chapter)· BONUS FEATURE – Guest Expert TBD: Latest in Systems Thinking14. Breaking It Down (enhance chapter with information about agile approach to change backed by the right pacing for change – to avoid change saturation), upgrade mind-sets section on p116 with icons from the infographic – include an introduction of Organizational Agility Framework)15. Now What (The Resource Challenge)· BONUS FEATURE – Beth Montag-Schmaltz (Guest Expert): Bracing for the Next Wave of Change16. Building the Case for Change· BONUS FEATURE – Brett Clay, PhD (Guest Expert): Selling Change17. Communicating Change· BONUS FEATURE – Kate Hammer (Guest Expert): StoryFORMing· BONUS FEATURE – Ty Montague and Rosemarie Ryan (Guest Experts): StoryDoing ® and Organizational Change18. Leading Change (enhance with new content about what it takes to be a good change leader)· BONUS FEATURE—Tanveer Naseer (Guest Expert): How Successful Leaders Champion Change in Today’s Organizations19. Innovation Is All about Change· BONUS FEATURE—Babak Forutanpour (Guest Expert—Case Study): Don’t Dream Alone: Story of Grass-Roots Innovation in a Fortune 500 Company20. Project and Portfolio Management Are about Change (enhance with Visual Project Charter information – including a visual)· BONUS FEATURE—Dion Hinchcliffe (Guest Expert): How Companies Are Discovering New Pathways for Digital Transformation21. Successful Digital and Business Transformations· BONUS FEATURE – Shep Hyken (Guest Expert): Customer Transformation Topic22. The Future of Change· BONUS FEATURE—Rohit Talwar (Guest Expert): Dancing with Disruption: Forces Shaping the Future of Business· BONUS FEATURE—Ayelet Baron (Guest Expert): Change Is Abundant in the Twenty-First Century
£26.99
Springer International Publishing AG Collaborative Advantage
Book SynopsisA must-read for every innovator and transformator!- - Franziska Tschudi Sauber, President of the Board, Weidmann GroupCollaborative Advantage is packed with great examples and useful insights into innovating for the future.
£22.49
Springer International Publishing AG Next Generation Roadmapping: Establishing
Book SynopsisRoadmapping is a structured visual approach for supporting strategic technology and innovation management, providing strategic navigational support (hence the “roadmap” metaphor) for technologists, designers, entrepreneurs, programme managers, executives, policy makers, other stakeholders involved in the formulation and implementation of strategy. This book brings together the latest developments in roadmapping, covering a range of practical issues and conceptual aspects. First, the book delves into the critical topic of strategic alignment within organizations, encompassing the interdependencies and synchronization of horizontal and vertical systems, connecting innovation priorities to strategic objectives, and the integration of key performance indicators. Then, the book concentrates on practical techniques and tools for roadmapping, including a template-based approach for technology venture funding. Social and digital aspects of roadmapping are explored, including workshop methods, considering how quantitative (analysis) and qualitative (expert) knowledge can be combined for improved strategic planning. Finally, a series of new case studies focusing on energy systems in Sub-Saharan Africa and Turkey illustrate the practical application of technology roadmapping and also provide useful insights. Roadmapping continues to evolve, as it is adapted to apply to new domains and strategic challenges, propagates to new sectors, and as new digital technologies such as AI emerge that radically affect strategy and innovation processes. The need for structured and engaging approaches such as roadmapping for navigating towards the future is essential.Table of ContentsChapter 1 Roadmapping for Strategic Alignment, Integration and SynchronizationSukrit Vinayavekhin and Robert Phaal Chapter 2 Technological Roadmaps as an Instrument for Operationalizing Innovation Strategies of Large Corporations Alexey Bereznoy and Alexander Snegirev Chapter 3 Technology Roadmapping: KPI Management Process Robert Amalishiya, Tugrul Daim Chapter 4 Value-oriented roadmapping for early-stage venture funding Polle-Tobias Taminiau and Robert Phaal Chapter 5 Digitalization of roadmapping processes: insights and opportunities Prof. Dr Maicon G. Oliveira and Dr Robert Phaal Chapter 6 Technology Roadmapping Approach Based on Engineering Science, Technology Knowledge Graph and Expert Interaction Yufei LIU, Yuhan LIU, Yuan ZHOU (corresponding author) and Jie TANG Chapter 7 Technology Roadmapping: Cooling and Heating in Sub Saharan Africa Victor Oyedele, Tugrul Daim, Cornelius Herstatt Chapter 8 Roadmapping of biogas production technology in Sub-Saharan Africa: waste to energy Egwu Chidinma Onyekaozuoro, Tugrul U Daim, and Cornelius Herstatt Chapter 9 Demand Response Technology Roadmap for Electricity Transmission And Distribution in Turkey Üner Çolak, R. Tayfun Kılıç, Özcan Akbıyık, Mustafa Sinan Mustafaoğlu, Tugrul Daim Chapter 10 Demand Response in Generation Capacity Planning Technology Roadmap: Turkey’s Quest Gülgün Kayakutlu, M. Ozgur Kayalica, İrem Düzdar Argun, Alper Acartürk, Kaan Deveci, Şura Atmaca, Denizhan Güven, İdil Su Terzi, Eren Deliaslan, Tugrul Daim Chapter 11 Demand Response in Grid Operations İlhan Kocaarslan, Berat Berkan Ünal, Oğulcan Durmuşoğlu, Adil Çakmak, Alper Emre Özden, Simay Akay, Tugrul Daim Chapter 12 Designing A Technology Roadmap through Demand Response Management in Energy Hatice SÖZER, Atilla KILINÇ, Leyla SÖNMEZ, Fadime Özge ÖZKAN, Tugrul DAIM Appendix 1 Exploring Airbnb Appendix 2 The AutoFac Technology Roadmap Appendix 3 EV Energy Storage Technology Roadmap Appendix 4 Farmers Business Network (FBN) Appendix 5 Pandemic Passports -Technology Roadmap Appendix 6 Accelerated Vaccine Production Roadmap Appendix 7 Technology Roadmap for Portland Metro Water Supply Chain
£142.49
Springer International Publishing AG Road to Net Zero: Strategic Pathways for
Book SynopsisWith this open access book, delve into the insights of respected leaders from academia and industry as they unravel the intricacies of sustainability-driven business transformation. This meticulously curated edited volume reflects on The Road To Net Zero, underscoring the need for pioneering pathways. Embark on a collaborative learning journey and explore key issues along the road to transformation, such as crafting corporate sustainability strategies, new forms of corporate disclosure, transforming value chains, and harnessing the power of technological innovation. Packed with guiding questions and distilled findings from research, this book is a must-read for all decision-makers, strategists, engaged citizens, educators, and learners committed to driving change and shaping a more sustainable future.Table of ContentsPioneering Pathways.- Setting the Course for Net Zero.- Crafting Corporate Sustainability Strategy.- The Future of Corporate Disclosure.- Creating Sustainable Products.- Transforming Value Chains for Sustainability.- Sustainability in Manufacturing Transforming.- The Power of Technological Innovation.- The Road to Net Zero and Beyond.
£38.24
Springer International Publishing AG Advanced Strategic Management
Book SynopsisThis depth equips readers, including future business leaders, with a profound understanding of competitive dynamics.The book's unique approach integrates strategic management with adaptive leadership, offering readers a comprehensive and practical perspective rooted in extensive research and international case examples.
£54.99
Springer International Publishing AG Knowledge and Learning in Organizations
Book SynopsisThis book explores the notion of knowing-in-practice to unravel the formation of academic managers' knowing in a community university. It offers insights into the learning processes and knowing associated with academic management, contributing to the improvement of university management and leadership.
£999.99
Springer Design Thinking for Strategy
Book SynopsisPart I: The Concepts and Theories Behind Innovative Strategy Design.- 1. Understanding the Need for a New Approach to Strategy Development.- 2. How Design Thinking Adds Value to Strategy.- 3. Customers and their Needs.- 4. How Value Impacts Strategy Design.- 5. Revisiting the Business Model Canvas as a Common Language.- Part II: A Structured Approach to Strategy Development.- 6. Gaining a Collective Understanding of the Strategy Development Challenge.- 7. A Novel Strategy Development Process Based on Design Thinking.- Part III: Laying the Foundation for a Successful Strategy.- 8. Understanding the Industry Environment and Its Implications to Strategy.- 9. Choosing a Tangible Strategic Focus Rather Than Building Upon an Abstract Vision.- Part IV: Iteratively Developing the Business Model Underlying the Strategy.- 10. Gaining Insights by Observing Target Customers in Their Natural Environment.- 11. Understanding Target Populations and Their Jobs Through Learning.- 12. Shaping the Strategy by Designing Business Model Prototypes.- 13. Managing Uncertainty Through Experiment-Based Validation.- Part V: Exposing the Designed Strategy to the Competitive Environment.- 14. Exploiting Findings from Game Theory to Succeed in a Competitive Environment.- 15. Laying the Groundwork for Strategy Implementation Through Stakeholder Focused Communication.
£85.49
Springer Business Secrets Management
Book Synopsis
£999.99
Springer Innovative Approaches in Economics Leadership and
Book SynopsisThe Leontief Input-Output Exploration of Romania's Operational Programme Human Capital: Impacts and Implications for GDP Growth.- Exploring the Dynamics of Knowledge Ecosystem: A Systematic Literature Review.- Study on the Interactions between Fiscal Policy, Monetary Policy and Financial Stability in Romania.- Economic Sanctions as an Instrument of Economic Diplomacy – The Case of the War between the Russian Federation and Ukraine.- Correlation between CO2 Emission and Fuel Consumption in Hybrid Vehicles.- The Role of Accounting and Accounting Profession in Delivering the SDGs Agenda.- Basic Education & Basic Digital Skills Insights for Romania & Italy.- Current State of Agricultural Land (Areas) as a Factor for Development of Plant Production in Serbia.- Mapping Environmentally Sustainable Business: A Bibliometric Analysis.- Patterns of Sustainable Decision-Making based on Decision Biases and Professional Group Performance.- Cultural Intelligence versus Artificial Intelligence: Which Works Better for Organizational Leadership in Multinational Companies (MNCs)?.- AI and Branding: Navigating the Future.
£157.95
