Management and management techniques Books

Book SynopsisAn insightful and practical toolkit for managing organizational growth Growing Pains is the definitive guide to the life cycle of an organization, and the optimization strategies that make the organization stronger.Table of ContentsPreface vii Acknowledgments xiii Part I A Framework for Developing Successful Organizations 1 Chapter 1 Transitions Required to Build Sustainably Successful Organizations® 5 Chapter 2 Building Sustainably Successful Organizations®: The Pyramid of Organizational Development 25 Chapter 3 Identifying and Surviving the First Four Stages of Organizational Growth 47 Chapter 4 Managing the Advanced Stages of Growth 71 Chapter 5 Recognizing Growing Pains and Assessing the Need for Change 93 Part II Mastering the Tools for Building Sustainably Successful Organizations® 113 Chapter 6 Strategic Planning 117 Chapter 7 Organizational Structure 159 Chapter 8 Organizational Control and Performance Management Systems 185 Chapter 9 Management and Leadership Development 215 Chapter 10 Corporate Culture Management 243 Part III Special Aspects of Organizational Transitions in Growing and Changing Enterprises 275 Chapter 11 Building Sustainably Successful Nonprofits 277 Chapter 12 The Challenge of Leadership Throughout the Organizational Life Cycle 305 Chapter 13 Building Sustainably Successful Organizations®: The Frameworks, Tools, and Methods in Action 331 About the Authors 363 Index 365

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Book SynopsisReal life insights on what it takes to make it in a relationship with an entrepreneur Entrepreneurs are always on the go, looking for the next startup challenge. And while they lead very intensely rewarding lives, time is always short and relationships are often long-distant and stressed because of extended periods apart.Trade Review"There have been many thousands of pages dedicated to successful entrepreneurship, but rarely a word spoken about leading a successful entrepreneurial life until the release of “Startup Life.” In what I consider to be the first must-read book of the year, Amy Batchelor and Brad Feld artfully tackle the subject with an astonishing level of transparency and authenticity. No subject is off-limits, including emotional struggles, sexual intimacy, financial decision-making, and family planning." —Forbes, 1/23/2013 “One of the most appealing aspects of Startup Life is that Brad and Amy are not dogmatic. They offer various suggestions from their own lives, as well as vignettes provided by other startup couples, which Brad believes make the book more impactful and balanced…Although the book’s ideal audience is an entrepreneurial couple on the front-end of their relationship, even veteran entrepreneurs can learn something from Startup Life.” —ForbesTable of ContentsPREFACE xi ACKNOWLEDGMENTS xv CHAPTER ONE Introduction 1 CHAPTER TWO Philosophy 7 CHAPTER THREE Communication 23 CHAPTER FOUR Startup Company Life 41 CHAPTER FIVE Personality 49 CHAPTER SIX Values 63 CHAPTER SEVEN Skills, Tactics, and Tools 73 CHAPTER EIGHT Common Issues and Conflicts 89 CHAPTER NINE Big Issues: Illness, Relationship Failure, and Divorce 109 CHAPTER TEN Money 123 CHAPTER ELEVEN Children 143 CHAPTER TWELVE Family 155 CHAPTER THIRTEEN Sex and Romance 171 CHAPTER FOURTEEN Enough 179 BIBLIOGRAPHY 185 ABOUT THE AUTHORS 189 INDEX 191 EXCERPT FROM STARTUP COMMUNITIES 195

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Book SynopsisDr Erica Seville founded and co-leads Resilient Organisations, a public-good research programme with a team of over 35 researchers that seeks to improve the resilience of organizations so they can both survive adversity and thrive in a world of uncertainty. A leading researcher in the field of organizational resilience, Erica has authored over 100 research articles on resilience and is a regular international speaker on the topic. She sits on the Resilience Expert Advisory Group, providing advice and support to the Australian Federal Government on organizational resilience issues, and is also an invited member of the Business Continuity Institute 20/20 think tank. She is an Adjunct Senior Fellow with the Department of Civil and Natural Resources Engineering at the University of Canterbury, New Zealand and has a PhD in risk management.Trade Review"An excellent read on a key global topic that explores all the critical ingredients in one easy-to-digest book. Erica Seville should be congratulated on making such a major contribution to the vital concept of resilient organizations." * Peter Power, Chairman, World Conference on Disaster Management, and MD, Visor Consultants (UK) *"Erica Seville has unlocked the code on resilience. From natural disasters to market turbulence, she explains how any organization can learn to cope with disruption." * Debbie van Opstal, Executive Director, US Resilience Project *"This new book is impressive. Impressive because it shows how years of quality academic research can be turned into very useful, actionable knowledge that can impact and benefit organizations and in turn society." * Eve Coles, Visiting Research Fellow, UK Cabinet Office EPC, Editor, Emergency Management Review, and Founder Member, Future City and Community Resilience Network *"Erica Seville's Resilient Organizations is an extremely readable and practical distillation of the work done over the last decade by Resilient Organizations. Not a dry summary of research, the book is a 'how-to' manual to help organizations become more resilient, peppered with examples to help understanding." * John Plodinec, Community and Regional Resilience Institute *"Not just a summary of the issues but a real how to anticipate and act to avoid where it is possible and to recover in the most business/socially effective ways." * James B Porter, Jr, Cheif Engineer and Vice President Engineering and Operations, DuPont (retired) *"In 2009, in my role as co-leader of the University of Canterbury's emergency preparedness programme, when we needed to step our progress up a gear, we turned to Erica to assist us. From that point on she became both an ardent supporter and trusted confidant and when the 2010 and 2011 earthquakes devastated the city, Erica became a key member of our operations centre team. She has not only undertaken extensive research on the subjects contained in this book, she has lived and breathed their reality. I will be both using and widely sharing the insights Erica provides and this book will have pride of place on my bookshelf." * Chris Hawker, Regional Manager and Group Controller, Emergency Management Otago *"This book presents a comprehensive and practical road map to building a resilient organization that can survive and thrive in a world which is volatile, uncertain, complex and ambiguous." * David Parsons, Adjunct Associate Professor, Queensland University of Technology - Centre for Emergency and Disaster Management, Australia *"An outstanding guide to how to build deep resilience in real-world organizations. The chapter on Social Capital is really useful. I only wish it had been published before the Canterbury earthquakes started." * Roger Sutton, former Chief Executive, Canterbury Earthquake Advisory Group (REAG), Chair, BCI Australasia 2020 Group *"I really enjoyed Resilient Organizations. I found it practical and easy to read, punctuated with real-life, unsanitized stores that are relevant and compelling. It struck me that four of the five most important elements of resilient organizations are all about people. Leadership, staff engagement, 3am friends and learning and innovation are fundamentally about human behaviour. This is refreshing. In the past, resilience has tended to be the domain of engineers and accountants. While those aspects are important, they only exist to support communities where they work, live and play. If the Christchurch experience has taught us anything, it is that people must be at the centre of everything resilient. He tangata. Organizations are fundamentally about people, and Resilient Organizations manages to make this point firmly but yet unobtrusively and compellingly. Great job." * Mike Mendonca, Wellington Chief Resilience Officer *"There is some hidden advantages to living through 12,000 New Zealand earthquakes in two years after all. Erica's book integrates disaster stories, thoughtful analysis and simple practical steps into an eminently readable book that explains how - and why - resilience is a competitive advantage." * Nathaniel Forbes, Singapore *Table of Contents Chapter - 01: The Case for Resilience; Chapter - 02: Ingredient 1 – Leaders People Want to Follow; Chapter - 03: Ingredient 2 – Staff Engagement – Having A Team of Engaged People; Chapter - 04: Ingredient 3 – Social Capital – Having 3am Friends; Chapter - 05: Ingredient 4 – Situation Awareness – Keeping a Finger on the Pulse; Chapter - 06: Ingredient 5 – Learning Organizations – Moving to a Mindset of Constantly Learning; Chapter - 07: The Next Tier of Resilience Ingredients; Chapter - 08: Embedding it in the Culture; Chapter - 09: Implementing Resilience Initiatives

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Book SynopsisA Dozen Lessons for Entrepreneurs shows how the insights of leading venture capitalists can teach readers to create a unique approach to building a successful business. By better understanding the views and experiences of a wide range of entrepreneurs, readers can discern which of many possible paths will lead to success.Trade ReviewWhen I first came to Silicon Valley, I was struck by how much people teach and learn from one another. In this book, Tren continues that spirit by sharing his own learning from others-and explains how investment judgments and decisions are made in the world of tech start-ups. -- Marc Andreessen, cofounder of Netscape and Andreessen Horowitz The book is among a select few to categorize the key learnings of leading VCs. -- Chris GoulakosTable of ContentsConcept DirectoryForeword, by Scott BelskyIntroductionI. The Founder Coaches1. Steve Blank2. Bill Campbell3. Eric RiesII. The Venture Capitalists4. Sam Altman: Y Combinator5. Steve Anderson: Baseline Ventures6. Marc Andreessen: Andreessen Horowitz7. Rich Barton: Expedia, Glassdoor, Zillow8. Roelof Botha: Sequoia Capital9. Jim Breyer: Breyer Capital10. Chris Dixon: Andreessen Horowitz11. John Doerr: Kleiner Perkins Caufield & Byers12. Peter Fenton: Benchmark13. Jim Goetz: Sequoia Capital14. Paul Graham: Y Combinator15. Kirsten Green: Forerunner Ventures16. Bill Gurley: Benchmark17. Reid Hoffman: Greylock Partners18. Ben Horowitz: Andreessen Horowitz19. Vinod Khosla: Khosla Ventures20. Josh Kopelman: First Round Capital21. Jenny Lee: GGV Capital22. Doug Leone: Sequoia Capital23. Dan Levitan: Maveron24. Jessica Livingston: Y Combinator25. Mary Meeker: Kleiner Perkins Caufield & Byers26. Michael Moritz: Sequoia Capital27. Chamath Palihapitiya: Social Capital28. Keith Rabois: Khosla Ventures29. Andy Rachleff: Wealthfront30. Naval Ravikant: AngelList31. Heidi Roizen: Draper Fisher Jurvetson32. Mark Suster: Upfront Ventures33. Peter Thiel: Founders Fund34. Fred Wilson: Union Square Ventures35. Ann Winblad: Hummer Winblad Venture PartnersConclusionGlossary

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Book SynopsisDesigning Your Organization is a hands-on guide that provides managers with a set of practical tools to use when making organization design decisions. Based on Jay Galbraith's widely used Star Model, the book covers the fundamentals of organization design and offers frameworks and tools to help leaders execute their strategy.Table of ContentsDecision Tools Included on the CD-ROM ix Introduction xi The Authors xv 1 Fundamentals of Organization Design 1 The Star ModelTM: A Framework for Decision Making 2 Strategy 5 Organizational Capabilities: Translating Strategy into Design Criteria 6 Structure 8 Processes 16 Rewards 21 People 22 Design Principles 23 Requisite Complexity 23 Complementary Sets of Choices 23 Coherence, Not Uniformity 24 Active Leadership 24 Reconfigurability 24 Evolve, Do Not Install 24 Start with the Lightest Coordinating Mechanism 25 Make Interfaces Clear 25 Organize Rather Than Reorganize 25 2 Designing Around the Customer 27 Customer-Centric Strategies 28 What Is Customer-Centric? 28 Strategy 29 Structure 29 Process 30 Rewards 30 People 30 The Drive Toward Customer-Centricity 31 Customer-Centric Strategies 33 Customer Profitability and Segmentation 36 Customer-Centric Organizations 38 Strategy Locator: How Customer-Centric Do You Need to Be? 38 Customer-Centric Capabilities 41 Customer-Centric Light 42 Customer-Centric Medium 49 Customer-Centric Intensive 57 3 Organizing Across Borders 69 Levels of International Strategy 71 Level 1: Export 71 Level 2: Partner 72 Level 3: Geographic 73 Level 4: Multidimensional Network 73 Level 5: Transnational 73 Design Considerations: Geographic 74 Geographic Example: Cemex 76 Structure 76 Processes 83 Rewards 87 People 87 Design Considerations: Multidimensional Network 89 Strategy 90 Structure 91 Processes 95 Rewards 100 People 101 Design Considerations: Transnational 103 Strategy 104 Structure 104 Processes 105 Rewards 107 People 107 4 Making a Matrix Work 109 What Is a Matrix? 110 Strategic Reasons to Use a Matrix 112 Challenges of a Matrix 113 Matrix Design 116 Structure 116 Processes 126 Rewards 134 People 137 5 Solving the Centralization—Decentralization Dilemma 141 Corporate Center Strategy 143 Understanding the Business Portfolio 144 Portfolio Diversity 145 Organizational Implications of the Business Portfolio Strategy 147 Role of the Corporate Center 149 Size of Corporate Staff 151 Centralization and Decentralization 152 Definitions 152 Strategic Reasons for Centralization 154 Strategic Reasons for Decentralization 156 Predictable Problems of Centralization 158 Predictable Problems of Decentralization 160 Making an Explicit Choice 161 Getting the Best of Both: A Balancing Act 163 Structure 165 Processes 167 Rewards 171 People 171 6 Organizing for Innovation 173 Innovation Strategies 175 Sustaining Innovation 176 Breakthrough Innovation 176 Innovation Capabilities 178 Innovation Process 178 Portfolio Management 180 Balancing Separation and Linkage 180 Designing for Breakthrough Innovation 181 MeadWestvaco Specialty Chemicals Division 182 Structure 184 Processes 190 Rewards 196 People 199 7 Conclusion 203 Appendix: Decision Tools 207 Bibliography 245 Index 249 How to Use the CD-ROM 255

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Book SynopsisROI Fundamentals ROI Fundamentals is the first of six books in the Measurement and Evaluation Series from Pfeiffer. The proven ROI Methodology--developed by the ROI Institute--provides a practical system for evaluation planning, data collection, data analysis, and reporting. All six books in the series offer the latest tools, most current research, and practical advice for measuring ROI in a variety of settings. ROI Fundamentals outlines the basic ROI Methodology and shows why measuring return on investment is such a valuable process. The book highlights the benefits of implementing an effective ROI model and also reveals the challenges organizations face when incorporating the ROI Methodology. Using real-world examples from international companies, the authors explore the types of organizations that are best suited for the ROI Methodology and suggest the optimal time to implement it. The book also offers step-by-step information for planning an effective ROI Table of ContentsAcknowledgments from the Editors. Preface: The Realities of ROI. Chapter 1: A Brief Description of the ROI Methodology. Evaluation Levels: A Beginning Point. Evaluation Planning. Data Collection. Isolation of Program Effects. Data Conversion. Intangible Benefits. Program Costs. Return on Investment Calculation. Reporting. Case Study. Final Thoughts. Chapter 2: Why ROI? Progress and Status of ROI. Why ROI? Concerns About Using ROI. Barriers to ROI Implementation. Benefits of Using ROI. ROI Best Practices. Final Thoughts. Chapter 3: Who Should Use the ROI Methodology? The Typical Organization. The Typical Program. Signs That an Organization Is Ready for the ROI. Methodology. Taking a Reactive Versus a Proactive Approach. Final Thoughts. Chapter 4: How to Build a Credible Process. The Evaluation Framework. The Process Model. The Operating Standards: Guiding Principles. Case Applications and Practice. Implementation. Final Thoughts. Chapter 5: Inhibitors of Implementation. Barriers to Implementation. ROI Myths. Next Steps. Final Thoughts. ROI Quiz. Quiz Answers. Chapter 6: Planning for Evaluation. Establishing Purpose and Feasibility. Developing the Planning Documents. Conducting the Planning Meeting. Identifying Data Sources. Final Thoughts. Appendix. Index. About the Authors.

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Book SynopsisMost managers, supervisors, and team leaders realize the importance of team-building, but just can''t seem to find the time in their busy schedules. This book provides the solution!More Quick Team-Building Activities for Busy Managers contains 50 all-new exercises that can be conducted in 15 minutes or less, and which require no special facilities, big expense, or previous training experience. Each activity is presented in just a few short pages with all the relevant information including a list of materials needed, the purpose of the exercise, and handy tips for success, all highlighted for easy reference.You will find fun and effective activities for: building new teams and helping teams with new members finding creative ways to work together and solve problems increasing and improving communication keeping competition healthy and productive within the team dealing with change and its effects: angerTable of Contents CONTENTS Acknowledgments ix Introduction 1 Part I. Getting Ready CHAPTER 1. How to Run a Successful Team-Building Activity 7 Step 1. Before: Select a pertinent activity for your team 7 Step 2. Before: Prepare for your team-building activity 8 Step 3. During: Explain the activity to the team 10 Step 4. During: Check for understanding before beginning 12 Step 5. During: Run the activity 13 Step 6. During: Debrief the activity 14 Step 7. After: Reinforce the learning back on the job 16 CHAPTER 2. What Could Go Wrong in a Team-Building Activity 17 Part II. The Activities CHAPTER 3. Welcoming: Introductions and Icebreakers 31 Bet You Didn't Know This 32 Cell Phone Rings 35 Haiku 38 Hangman 40 Heads or Tails 43 Human Poker 46 I am . . . 50 Kids' Stuff 53 Pennies and Dice 56 Scramble 59 Word Count 62 CHAPTER 4. Battling: Games That Teach Healthy Competition 65 Balloon Battle 66 Chopsticks 69 Cotton Balls 72 Higher Lower 75 Marshmallow Dodge Ball 78 Snake Eyes 81 Tablecloth 85 Tall Towers 88 Team Scores 91 Unshuffle 95 CHAPTER 5. Teamwork: Challenges That Require Cooperation 99 Buttermilk Line 100 CONNECTIONS 103 CROSSING THE LINE 106 DOLLAR BILL 109 HOUSE 112 LETTER #27 115 LICENSE PLATES 117 ONE SYLLABLE 120 PUZZLED VISION 123 REACH FOR THE STARS 126 STICK IN THE MIDDLE 128 CHAPTER 6. Creativity: Challenges That Encourage Out-of-the-Box Thinking 131 ABCs 132 FAILURE STRATEGIES 135 FISHBOWL 138 FIST 140 JOB TITLES 143 MONSTERS 146 NEWSPAPER COSTUMES 148 SECRET AGENDA 151 STATUE MAKER 154 THE SWAMP 157 CHAPTER 7. Support: Activities to Appreciate and Help Each Other 161 Anonymous Feedback 162 GARBAGE 166 ONE WORD 169 POSITIVE ENVELOPES 172 SECRET COACH 175 TOMBSTONE 178 TOTEM POLES 181 TROPHIES 184 Index 187 About the Author 191

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Book SynopsisDrawing from the text of the Business Week bestseller TODAY MATTERS, this condensed, revised edition boils down John C. Maxwell's 12 daily practices to their very essence, giving maximum impact in minimal time. Presented in a quick-read format, this version is designed to be read cover to cover in one sitting or taken in as brief lessons in a few spare minutes each day. Readers will learn how to make decisions on important matters and apply those decisions daily to put them on a path to more successful, productive, and fulfilling lives.Trade Review'Today Matters most, and John Maxwell makes it clear why and how to make it so. I intended to scan, and found myself reading. Good work, John!' -- Rich DeVos, cofounder of Amway Corp, owner & chairman of the Orlando Magic. 'A persuasive, inspiring, and greatly needed message!' (on There's No Such Thing as Business Ethics) -- Dr. Stephen R. Covey, author of The Seven Habits of Highly Effective People.

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Book SynopsisCompounded by the pandemic-induced economic recession, many companies find themselves operating in declining markets - markets that have no real long-term prospects for growth, and where the demand for certain goods and services are stable at best but are not increasing. Yet, in such an environment, it is not impossible for companies to survive and make profits. In this book, a former management consultant and current CEO of a company that survived decline in its market provides practical and hard-won advice for managers and owners of any company in a declining market or situation. In doing so, the author highlights key activities that companies in declining markets should focus on in order to secure their future and remain profitable.

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Book SynopsisIt’s the perfect meeting of minds. One, a general whose epigrammatic lessons on strategy offer timeless insight and wisdom. And the other, a visual thinker whose succinct diagrams and charts give readers a fresh way of looking at life’s challenges and opportunities. A Bronze Age/Information Age marriage of Sun Tzu and Jessica Hagy, The Art of War Visualized is an inspired mash-up, a work that completely reenergizes the perennial bestseller and makes it accessible to a new generation of students, entrepreneurs, business leaders, artists, seekers, lovers of games and game theory, and anyone else who knows the value of seeking guidance for the future in the teachings of the past. It’s as if Sun Tzu got a 21st-century do-over. Author and illustrator of How to Be Interesting, Jessica Hagy is a cutting-edge thinker whose language—comprising circles, arrows, and lines and the well-chosen word or two—makes her an ideal phTrade Review“Charts and graphs cartoonist Jessica Hagy has turned [The Art of War] to her own purposes. In The Art of War: Visualized, she updates Sun Tzu's strategic advice as pithy infographics for contemporary readers.” -- Fast Company co.Create “Hagy’s book may appeal to managers in a way the original doesn’t because she’s taken what has always been considered metaphorical business wisdom and visualized it, sometimes literally, as business wisdom.” -- The Harvard Business Review

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Book SynopsisStrong family governance can create an environment of smooth decision making, cohesiveness, effective conflict resolution and a directive that moves the business forward. Authors Aronoff and Ward show leaders why a strong governance is critical to taking families from one generation of success to the next.Trade Review'Initially, our directors were all family members, and we used Family Business Governance: Maximizing Family and Business Potential as a guide to restructuring our board of directors, which now include outside directors. The book helped us to have a more professional and productive board.' - Judy Whitaker, VP, Witaker Oil Company, Atlanta, GA 'Aronoff and Ward have done it again, Family Business Governance: Maximizing Family and Business Potential meets the high standards, previously established by the Family Business Leadership Series. For any business owning family who wants to improve how the family and its business are governed, this is a must. Not only do the authors list the questions that must be answered by the family, the Board, and top management of the firm if they are to establish the best governance practices, their cast experience allows them to wax normative and to point out the pitfalls to be avoided.' - Professor Alden G. Lank, President, Family Business Network, Professor of Family Enterprises Emeritus, IMD, Lausanne, Switzerland, President, Lank Family Business Associates, LLC, Hingham, MA 'Each Family Business Leadership Series booklet is packed cover-to-cover with expert guidance, solid information, and ideas that work...you deliver.' - Alan Campbell, CFO, Campbell Motel Properties, Inc., Brea, CATable of ContentsIntroduction The Importance of Thoughtful and Effective Governance The Differing Roles of the Family and the Board Organizing the Family Organizing the Board Managing Overlapping Concerns Managing Communication Between Family and Board How Governance Changes as the Family Business Evolves Summary

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Book SynopsisIntroverts can be highly effective influencers when, instead of trying to act like extroverts, they use their natural strengths. This book shows how six specific introvert strengths can be used to influence others, but also warns of the pitfalls that can result if is these strengths are used in the wrong way. Jennifer Kahnweiler begins with a quiz to measure your Quiet Influence Quotient (QIQ), so readers can evaluate how effective they are now at using the Six Strengths and assess their progress as they apply the ideas in the book. Each chapter focuses on one of the Six Strengths:1) Taking Quiet Time â Introvertsâ need for periods of solitude can serve to spur creativity, increase self-awareness and help them connect with others.2) Preparation â Careful preparation makes Introverts feel more comfortableâand also makes them very knowledgeable and able to anticipate objections. 3) Writing â Introvertsâ preference for writing over speaking enables them to influence through deep, authentic, well-developed arguments. 4) Listening â Introverts are great listenersâtheyâd rather listen than talkâwhich can be a crucial skill for establishing rapport and mutual understanding.5) Focused conversation â Introverts donât like casual small talk, but they excel at the serious, purpose-driven, one-on-one interactions vital for influencing.6) Thoughtful Use of Social MediaâSocial media seems designed for introvertsâthey can control exactly when, where and how communication takes place.

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Book SynopsisManagers in social work and social care contexts are required to manage a wide range of projects: long-term and short-term, on large and small scales, in partnership with other agencies, and covering a broad range of issues and contexts.Management of these projects requires specific expertise, and this book sets out what these core skills are and how they can be achieved. Topics such as managing resources, assessing risks, and measuring outcomes are covered, as well as how to start and end a project. The authors acknowledge the values and ethics inherent to care environments, as well as the business skills necessary for good management. Detailed case studies demonstrate the ideas in action, and reflective activities, practical tools and action checklists are included throughout.This practical handbook provides a clear and comprehensive guide to how to be an excellent project manager, and is a must-read for all social work and social care managers and post-qualifying social work and social care students.Trade ReviewSuccessful Project Management in Social Work and Social Care is packed with practical exercises giving valuable tools to social workers and project managers. -- Social Work MattersProject management has become increasingly important in social work and social care. This volume provides essential information and tools tailored for managers in social work. As we have to transform and change our services in response to different expectations and environments, I consider project management to be a core skill, necessary for all managers to enable them to meet these challenges head on. -- Adi Cooper, Strategic Director of Adult Social Services and Housing, London Borough of SuttonAs a senior manager, I welcome this series of practical books specifically written about social work and social care management. They should be essential reading for all front line managers across any organisation or agency in social care. -- Adi Cooper, Strategic Director of Adult Social Services and Housing, London Borough of SuttonTable of ContentsAcknowledgements. Series editor's foreword. 1. Introduction to Project Management. 2. Projects in Action. 3. The Context for Project Management. 4. Project Management for Service Users. 5. Managing Your Project. 6. Leading Your Project Team and Developing Partnerships. 7. Delivering Your Project. 8. Ending Your Project. 9. Project Management Across Diverse Cultures. References. Contributors' Information. Index.

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Book SynopsisThe authors of this book advance the Appreciative Sharing of Knowledge (ASK), a unique approach by which organizations create a culture that facilitates the sharing of information. Using social constructionist approaches, historical data, and case studies, the authors demonstrate that appreciation - or affirmation - is the key ingredient for people to trust each other and overcome their inhibitions and concerns about sharing what they know. The hyper-competitive culture of many organizations has created a knowledge-hoarding climate that many firms struggle to change. The ASK process can reinvent, in a sustainable manner, how we think about organizing knowledge. By linking practices, artifacts, technologies and managerial skills, the ASK model offers a management framework for a wide range of enterprises. One of the basic tenets put forth is that if knowledge is shared appreciatively, managing knowledge will no longer be an issue. The authors expand on the concept of appreciation and illustrate how systems can be created to institutionalize knowledge sharing. In addition, they give examples of organizations that have planted the seeds for the exchange to happen. Academics and practitioners in the fields of knowledge management and organizational behavior and development will find this innovative study of great value. The findings will also be of great practical use for managers and executives in a variety of firms.Trade Review'ASKing (Appreciative Sharing of Knowledge) is at the heart of this comprehensive, compelling, and cutting edge guide to appreciative knowing and innovation. The authors have really managed to push the "appreciative envelope" here. They've taken well-known appreciative inquiry frameworks and methods, effectively improved on them, and extended them into the all important area of knowledge development and knowledge sharing. I expect that readers in all kinds of organizations and at many levels will find the ASK system readily usable and effective. The in-depth case studies across a wide variety of industries (including government) turn the book into a fine guide for knowledge sharing, making it particularly easy to "Learn how to ASK". At the same time, academics, teachers, and students will find this book does a terrific job of summarizing and enlivening the existing appreciative inquiry/intelligence literature. If you've only got time and money for one book on appreciative organizational approaches, this is the one to get.' -- David Barry, Nova University, Lisbon, Portugal'Thatchenkery and Chowdhry have given those of us challenged with global knowledge sharing a way through the muddle of the traditional knowledge management paradigm. Fusing Knowledge Sharing and Appreciative Sharing concepts leads to a true appreciation of the value of knowledge dissemination and away from knowledge hoarding. With new technology migration occurring at warp speed and globalization of product sourcing markets requiring co-location of manufacturing facilities close to the customer, our company relies on state of the art knowledge sharing capabilities to shorten conventional and expensive training methodologies. Positive team collaboration with representation from all international sites and across functional areas - in effect, simultaneously managing time, distance, and culture barriers - is substantially facilitated by thinking of knowledge sharing in new and appreciative ways. This book helps chart the new path.' -- Hank Jonas, Organization Effectiveness Corning IncorporatedTable of ContentsContents: 1. Introduction: A New Adventure 2. Knowledge Sharing: A Historical Perspective 3. The Generative Potential of Appreciative Processes 4. How to ASK 5. Private Sector Case Studies 6. Government Sector Case Studies 7. Public Service Case Study 8. Summary, Conclusion, and Invitations Bibliography Index

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Book SynopsisThis is the first full collection of all 122 of Russell Ackoff's f/laws - previously only available in two separate books from Triarchy Press (Management f-Laws and Systems Thinking for Curious Managers.) Each f/law in this full collection is accompanied by Ackoff's own witty and acerbic explanatory text and (in the printed edition) by his original drawings and cartoons. The collection reverts to Ackoff's original typescript without any commentary or other introduction. As Ackoff himself says: "Over time I have become aware of some very important truths about the practice of management. These truths, which I call the 'F/laws of Management', contradict assumptions that are commonly held by managers. These simple management truths are much more important than the fundamental, but complex, truths revealed by scientists, economists, politicians, or philosophers. The truths these wise thinkers reveal are at most frosting on the cake. The truths presented here are the cake." This definitive collection distils Ackoff's wisdom and a lifetime of experience about management, leadership, innovation, teamwork and organizations. It should be required reading for anyone who works in an organization.Trade ReviewFrom reviews of previous books by Russ Ackoff that included his f/laws; "This book is fun - not something one can often say about a management book. It's also a compact piece of distilled wisdom. - Take each f/law in turn and ask how it applies to you, to your role in the organisation and the organisation as a whole. Do it seriously and you might learn a lot." Charles Handy ~ Management Today; " - you are in the presence of one of the profoundest and wittiest brains ever to engage with the bizarre human activity called management." Simon Caulkin ~ The Observer ;" - an instructive gem that should be required reading for anyone interested in effective management." Prof. Sheldon Rovin ~ Wharton Business School, University of Pennsylvania ;"If you ever need a reality check after stumbling out of some appalling management meeting, or just need cheering up on a long business trip, this is the book for you. Just about every myth or pompous delusion about management gets punctured - " Stefan Stern ~ Financial Times ;" - profound thoughts in digestible bites... easy to read yet full of wisdom. How much better our organizations would be if managers could learn these lessons!" Prof. Michael C Jackson ~ Hull University Business School. ;"Wit and wisdom in small doses on the deep rooted abuse of hierarchical power. It takes a Russ Ackoff to unveil myths and illusions of this kind." Goran Carstedt ~ Formerly President, Volvo Cars and Ikea Europe

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Book SynopsisA vivid, compelling and highly readable insight into building world-leading teams and organizations. - Dr Catherine Raines, Chief Executive, UK Trade & InvestmentThe Business of Excellence offers a unique and compelling perspective on the drivers of excellence in teams and organizations. The author, Justin Hughes, brings an unusual mix of experience and insight, having worked as a management consultant to some of the world's most successful organizations, in addition to having served for 12 years as a military fighter pilot, where he became Executive Officer on the RAF Red Arrows.The challenges of high performance and leadership are explored in depth, and are illustrated with insights, interviews and case studies from the military, sporting and corporate worlds. The material includes a proprietary performance model that can be applied to a wide spectrum of organizations, focusing on: People: the primacy of attitude over skills Capability: building alignment before seTrade ReviewAny leader who is striving to create a high performance team environment should read this gem of a book from cover to cover! It deserves to become the execution manual for any team or organisation that aims to achieve operational excellence. -- Costas Markides * Professor of Strategy and Entrepreneurship, Holder of the Robert Bauman Chair in Strategic Leadership, London Business School *Justin Hughes' experience as a fighter pilot is highly relevant to teams everywhere. In The Business of Excellence, he has offered a vivid, compelling and highly readable insight into building world-leading teams and organizations. -- Dr Catherine Raines * Chief Executive, UK Trade & Investment *A new, fresh and engaging perspective on leadership and the creation of high-performance organisations through the lens of somebody with first-hand experience … the clarity and accessibility of the insights mark this book out as truly excellent. -- Sir David Walker * former Master of the Queen’s Household *Justin Hughes is that rare breed of consultant and commentator who has been there and done it. Combine that with strong values and outstanding communication skills and you have someone worth listening to. -- David Bellamy * CEO, St James’ Place *This is a book, above all, about delivering great outcomes whatever challenges are thrown up on the way. A recommended read for any team or business leader wanting to take performance to the next level. -- Ian Jeffery * CEO and Partner, Lewis Silkin LLP *In The Business of Excellence, Justin Hughes articulates a clear strategy for the pursuit of excellence coming from his many years of experience as a fighter pilot and entrepreneur. I am a big fan of learning from other environments and highly recommend it. -- Paddy Lowe * Executive Director, Mercedes Grand Prix *Table of ContentsINTRODUCTION 1 The Crux of the Issue 2 Excellence – It Starts with You THE FOUNDATIONS 3 Team Players for Team Games (People) 4 Building the Teams and Organization You Need (Capability) GETTING STUFF DONE 5 From Desire to Outcome (Delivery) 5A Plans and Planning 5B Communicating the Plan 5C Execution 6 Accelerating the Improvement Curve (Learning) OTHER ISSUES 7 Bringing Others on the Journey (Leadership) 8 Missing Sink Holes (Risk) 9 Conclusion

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Book SynopsisSue Bishop is a trainer, consultant and author of several training sourcebooks (also published by Kogan Page).Table of Contents Chapter - 00: Introduction; Chapter - 01: To be, or not to be?; Chapter - 02: Prepare to assert yourself; Chapter - 03: Positive thinking; Chapter - 04: Rights and wrongs; Chapter - 05: Now and then; Chapter - 06: Now see hear; Chapter - 07: Body talk; Chapter - 08: Relationships; Chapter - 09: Words and phrases; Chapter - 10: Power; Chapter - 11: Yes and no; Chapter - 12: Problem people; Chapter - 13: Tricky situations; Chapter - 14: Evolving technologies

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Book SynopsisThis book explores the relationship between the management of creativity and creative approaches to management. * Challenges the stereotypical opposition between 'creatives' and 'suits'. * Draws on the work of management theorists such as Mintzberg and Porter and creativity theorists such as Amabile and Boden.Trade Review"This important book demonstrates exactly why a full understanding of creativity really matters – not only in the context of developing more vibrant and personally satisfying areas of economic activity, but even more importantly, in its ability to help us develop a better understanding of the value of creative individuals in the 21st century" from the foreword by Lord Puttnam "This is an exceptional book in three respects. Firstly, it is a book about management that truly appreciates the creative process. Secondly, it is a book about creativity that understands and seeks to engage with practical business realities. And, finally, Management and Creativity actually proves its own thesis: that the best thinking occurs when the worlds of “creativity” and “business” intersect." Stephen Cummings, Victoria University of Wellington "The book will appeal to a broad audience of creatives, policy-markers and students looking for an alterantice, sounder framework for understanding how to nurture creativity in the workplace." Management TodayTable of ContentsForeword. Acknowledgements. Introduction: Creativity and the Creative Industries. 1. Defining Creativity. A Tale of Two Corridors. What Is Creativity?. What Creativity Is Not. Case Study: A Vision in a Dream?. Mapping the Great Divide: From Education to the Workplace. The Mythology of Genius. Case Study: The Genius and the Water-carrier. False Profits: The Creative Industries. 2. From Individuals to Processes: Creative Teams and Innovation. From Individuals to Teams. Innovation and Teams. Beyond Specialization: Creative Work in the Creative Industries. Playing Many Parts: Creative Roles in the Creative Industries. Case Study: Repositioning Creativity in Advertising. Growing the Creative Team: Familiarization or Specialization?. Managing the Creative Team. Creative Tension and the Need for Trust. Creative Teams Need Uncreative People. 3. Creative Systems: Implications for Management and Policy in the Creative Industries. The Cultural Geography of the Creative Industries. The Strength of Weak Ties. Case Study: Theatre as a Creative System. Implications for Management. Managing Creative Systems by ‘Brokering’ Knowledge. Implications for Policy. Systems and Sustainability. 4. Managing Creative Work through Release and Control: The Myth of the Self-motivated Creative Worker. The World Turned Upside Down. Case Study: Changing Management Styles at the BBC. Whistle While You Work: Changing Theories of Employee Motivation. Out of Control: The Myth of the Self-motivated Creative Worker. The Isolation of Creative Work. Bounded Creativity: Creativity through Control and Constraint. Case Study: Musician for Hire -- Boundaries for Musical Composition. False Freedom: The New Management Style in Practice. Case Study: Management in the Movies -- Wise Children and Men in Suits. Beginnings and Endings. The Rules of the Game. 5. Seeing the Pattern: Strategy, Leadership and Adhocracy. The Strategy Wars: Orientation versus Animation. Strategy and Creativity. Strategy in an Open System. Case Study: Emergent Patterns in Film Marketing. Strategy as Continuity in Change. Case Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in Strategy Formation. Strategy and Posthocracy: Being Decisive. Strategy as Process. 6. Business Development and Organizational Change. What Is Organizational Change?. The Change Cycle. Incremental Change. Case Study: Creativity and Change at Marks and Spencer. The Aesthetics of Organizational Change: Organizational Integrity. Aligning Individual and Collective Change. Evolutionary Change. Creativity and Change. 7. From Creative Marketing to Creative Consumption. Symbolic Goods. Postmodern Marketing. Case Study: Arts Marketing -- From Products to Experiences. From Segments to Sub-cultures: Bringing the Audience Back in. The New Value Chain. Case Study: In Search of Oldton. Towards the Social Product. Letting Go. The Aesthetics of Marketing. 8. The Politics of Creativity. Promoting the Creative Economy. Case Study: Creative New Zealand -- The Branding of Creativity. From ‘Cultural’ to ‘Creative’ Industries. Creative Industries and Cultural Policy: Assumptions and Models. The Politics of Management. Creativity Is Difficult. Bibliography. Index.

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Book SynopsisIn the new knowledge economy, traditional modes of thinking are no longer effective. Compartmentalizing problems and solutions and assuming everything can be solved with the right formula can no longer keep pace with the radical changes occurring daily in the modern business world. It’s Not Complicated offers a paradigm shift for business professionals looking for simplified solutions to complex problems. In his straightforward and highly engaging style, Rick Nason introduces the principles of complexity thinking which empower managers to understand, correlate, and explain a diverse range of business phenomena. For example, why some new products go viral while others remain unnoticed, how office cliques develop despite collaborative work policies and spaces, how economic bubbles form, and how an unknown retiree foiled one of the most carefully planned product launches ever with a single letter to the editor of his local newspaper. Rather than consider complicateTable of ContentsPreface Chapter 1: Introduction to Systems and Complexity Chapter 2: The False Axioms of Business Chapter 3: It's Not Complicated Chapter 4: The Wonders of Complexity Chapter 5: Managing Complexity Chapter 6: The Complexity of Strategic Planning Chapter 7: The Complex Economy Chapter 8: Risk Management and Complexity Chapter 9: The Complex Future

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Book SynopsisIn 2012, the Chinese company Huawei Technologies overtook Ericsson to become the world's largest telecommunications equipment manufacturer, firmly establishing itself on the world business map. Today, it has over 170,000 employees worldwide and in 2014 the company generated a remarkable profit of $5.5 billion. This book provides a deep and clear understanding of Huawei's management philosophy and strategy. Central to this is the company's orientation towards customers - that customer satisfaction is the base criterion for measuring Huawei's work. The author also examines Huawei's strategy for long-term growth, and especially the principles related to organizational design and operations, the contact improvement of end-to-end procedures, and to manage change.Trade Review"Huawei is an enterprise that deserves respect and is worth learning from. The great importance placed by this tech company on business strategy and management transformation offers us inspiration and insight." --Liu Chuanzhi, Chairman of the Board of Legend Holdings Corporation, Founder of Lenovo Group Limited "Huawei's core values of staying customer-centric, inspiring dedication, and persevering are what have made Huawei what it is today. Remaining faithful to these core values over the long term has shaped the company's core competencies. On the foundation of this iron triangle, Huawei respects customers, prioritizes quality, remains open to collaboration, and has forged a highly competitive iron team in the global market. It is an invaluable resource for companies." --Zhou Qiren, Professor of China Center for Economic Research and Dean of National School of Development at Peking University "The book Customer Centricity is a distillation of Huawei's philosophy of business management. It reveals that the secret to Huawei's success lies in wholeheartedly serving customers and creating value for them. This book provides first-hand, systematic insights into Huawei's handling of strategy and business transformation. It is a hugely valuable resource." --Peng Jianfeng, Professor of the School of Labor and Human Resources at Renmin University of China and Chairman of the Chinastone Management Consulting Group "Huawel is a world-class Chinese company that is capable of going head-to-head with the best in the global market. To compete successfully, Huawei focuses on delivering value to customers rather than just reducing costs. Huawei is also able to create value by leveraging the strengths of China. This does not only refer to cheap labor, but also to talented R&D employees who truly grasp core technologies. However, just hiring these talented people isn't guaranteed to unlock their potential. That's why Huawei chooses to distribute shares to its employees. The company knows how to fully motivate employees and inspire dedication. These three points are what have made Huawei what it is today." --Yang Guoan, Management Professor at the China Europe International Business School

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Book SynopsisEven now, in the 21st century, women continue to be paid less than men, are still notably absent from the executive suites, and among entrepreneurs, receive only a tiny fraction of venture capital. The struggle for equality is not yet over -- and it's up to women to take positive action for change.Table of Contents "1. The Power of Expectations 2. The Power of a ""Go for It"" Attitude 3. The Power of 20/20 Vision 4. The Power of Communicating Like a Pro 5. The Power of Pizzazz: Creating Personal Charisma 6. The Power of a Blended Leadership Style 7. The Power of Planning 8. The Power of a Turbocharged Career 9. The Power of Balance 10. The Power of Advocacy 11. The Power of Money 12. A Vision for the Future"

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Book SynopsisTo effectuate is to engage in a specific type of entrepreneurial action. It has special importance for situations where the future is truly unknowable or human agency is of primary importance. In this new and updated edition of the bestselling Effectuation, Saras Sarasvathy explores the theory and techniques of non-predictive control for creating new firms, markets and economic opportunities.Using empirical and theoretical work done in collaboration with Nobel Laureate Herbert A. Simon, the author employs methods from cognitive science and behavioral economics to develop the notion of entrepreneurial expertise and effectuation. Supportive empirical evidence is provided by the author’s study of 27 entrepreneurs as well as other independent studies. The book then traces the consequences of effectuation for business management, economics and social philosophy. The author finds that effectuators generate constraint-satisfying solutions rather than searching for optimal ones, make rather than find opportunities, and in a deep sense, convert ‘as-if’ propositions into ‘even-if’ ones. The way they accomplish this is the central discussion of the book.Students and scholars of entrepreneurship will find this path-breaking research of great value. The book’s conclusions will also be of interest to those in the fields of behavioral and evolutionary economics, cognitive science and management.Praise for the first edition:‘The concept of effectuation is as subtle as it is profound. On the one hand, it challenges long held beliefs about the nature of cause and effect in social science. On the other hand, it generates a host of new insights about social phenomena. This concept is particularly well suited to analyzing entrepreneurial behavior – behaviors undertaken in settings where the relationship between cause and effect is understood, at best, very poorly.’– Jay B. Barney, The Ohio State University, US‘Things rarely turn out as we expected or intended. Neither rational choice between well-defined prospects nor commitment to a vision, which can be realised by will power or persuasion, offers a credible representation of much human activity – even the activities of entrepreneurs. But although uncertainty (or unknowledge) is inescapable it may be productively managed. If we understand our present circumstances and some of its possibilities, build constructive relationships with others, and be ready to adjust both our objectives and the means of achieving them in order to take advantage of new contingencies, then we can at least participate in shaping our own future. By taking this perspective Saras Sarasvathy makes entrepreneurship a natural human activity, expressing the limitations and potential of human motivation and human intelligence.’– Brian J. Loasby, University of Stirling, UK‘In Effectuation Saras Sarasvathy presents a carefully researched and reasoned view of entrepreneurial behavior that both challenges and extends prevailing wisdom in the field. There is little doubt that these ideas will serve as an important foundation for anyone desirous of stimulating positive action in the world. With Effectuation we are equipped to provide a generation of students and managers with the methods to make and find opportunities that create value. . . everywhere.’– Leonard A. Schlesinger, President, Babson College, USTable of ContentsContents: Foreword to the first edition by Lester Lave Foreword to the first edition by S. Venkataraman Introduction PART I THE EMPIRICAL JOURNEY – ENTREPRENEURIAL EXPERTISE 1. What I set out to study and why 2. What I found and how 3. Interpreting what I found PART II THE THEORETICAL JOURNEY – EFFECTUATION 4. Understanding effectuation: problem space and solution principles 5. Understanding effectuation: dynamics of the effectual process 6. Relating effectuation to performance PART III WAYPOINT 7. Entrepreneurship as a science of the artificial 8. Competitive advantages and entrepreneurial opportunities 9. Philosophy and methodology of effectual economics 10. Markets in human hope PART IV THE WAY AHEAD 11. Worlds in the making Afterword to Effectuation: what comes next? References Index

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Book SynopsisAgile Practice Guide has been developed as a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organizations wanting to increase agility. This practice guide is aligned with other PMI standards, including A Guide to the Project Management Body of Knowledge (PMBOK Guide) sixth edition, and was devel-oped as the result of collaboration between the Project Man-agement Institute and the Agile Alliance.

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Book SynopsisThere are extraordinary ideas inside your head but youâre blocking them. Left to itâs own devices, your brain shies away from the unfamiliar and unconventional. To grab the treasure in your mind, you have to distract your brain. For Mark Levy, the answer is freewriting. Itâs a deceptively simple technique: just start writing about something you care about. Anything. Forget about grammar, punctuation, and spelling. Set the timer and go. But itâs far trickier than it sounds. We all have an internal editor that censors our thoughts before they hit paper. Levy shares six secrets designed to knock this editor out and let your inner genius run free. He also includes problem solving and creativity stimulating principles you can use if you get stuck seven of which are new to this edition. Also new to this edition is an extensive section on taking your raw unfiltered freewriting and refining it into something you can share with the world. Although freewritingâs roots are as a private brainstorming technique, Mark and his clients have found that, with some tweaking, itâs a great way to generate ideas for articles, blog posts, presentations, even books.Our first reaction to a problem is often to tackle it head-on. Mark Levy says thatâs wrong your head might be the problem. Freewriting offers a way to trick your conscious mind into letting your unconscious generate more ideas than you ever thought possible.

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Book SynopsisNEW YORK TIMES BESTSELLER#1 WALL STREET JOURNAL BESTSELLERBlue Ocean Shift is the essential follow up to Blue Ocean Strategy, the classic and over 4 million copy global bestseller by world-renowned professors W. Chan Kim and Renee Mauborgne. Drawing on more than a decade of new work, Kim and Mauborgne show you how to move beyond competing, inspire your people's confidence, and seize new growth, guiding you step-by-step through how to take your organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools and real-world guidance, Kim and Mauborgne deliver the definitive guide to shift yourself, your team, or your organization to new heights of confidence, market creation, and growth. They show why nondisruptive creation is as important as disrupt

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Book Synopsis'Diane Nijs's development of Imagineering is at the forefront of innovation research. It is both daringly original and eminently applicable. It is a major contribution to the scholarly literature on innovation as well as for practitioners who want to develop a deeper understanding and appreciation of the theory and practice of innovation.'- Alfonso Montuori, California Institute of Integral Studies, USThe most pressing problems facing society today, such as enhancing healthcare, revitalizing cities, and improving our systems and institutions are complex innovation eco-systems. Articulating and illustrating how experience design can unlock experience innovation, Diane Nijs and her colleagues present new ways of effectuating corporate, public, social and whole system innovation through collective creation. This ground-breaking book makes several contributions to the fields of innovation and design thinking by taking complexity science as its point of reference. It shows how two complementary types of science - a Newtonian equilibrium science of forces and a complexity science of simple rules - lead to two types of innovation policy and two complementary types of design thinking. By enhancing conventional design thinking with the systemic design approach of imagineering, this book offers readers a fresh perspective on innovation in times of growing complexity.This is a highly provocative book for scholars, practitioners and students in the field of change and innovation. It will also prove to be a useful tool for design thinking in management systems.Contributors include: C. Camargo-Borges, F. Campos, G. Maree, D. Nijs, F. Ouwens, L. Terzieva, A. van Dam, L. WanderleyTrade Review'Evolution does not just happen, it can be designed by the Imagineering approach as Diane Nijs and colleagues set out in this groundbreaking new book. Finding the right language to kindle inspiration and pro-active creativity can lead to a new self-organised sustainable yet dynamic state. This book argues that we can make people-led changes to society at a high systemic level to advance in desirable new directions.' --Ir. M.A. Voûte, Delft University of Technology, the Netherlands'Design, innovation and co-creation are espoused by many executives and policy makers, but rather difficult to accomplish in practice. Advanced Imagineering shows how a mechanical view of the world locks executives and politicians into a 'hyper-simplification' that makes them blind to the complexity of reality. This book presents a highly useful roadmap for 'innovation as collective creation', illustrated with many cases. A must read for those facing fuzzy challenges that require collective action.' --Georges Romme, Eindhoven University of Technology, the Netherlands'Advanced Imagineering innovates the concept of innovation itself. It's a must-read for anyone who wants the latest theory, insights, and tools for leading collaborative transformation in today's disruptive world.' --Soren Kaplan, University of Southern California, USTable of ContentsContents: Foreword Benyamin Lichtenstein Preface 1. Introduction: Towards a New Design Discipline Diane Nijs PART I FOUNDATIONS OF IMAGINEERING 2. LANDSCAPE: A Big Shift in Society: Growing Complexity and the Innovation Opportunity Diane Nijs 3. LENS: A Big Shift in Science: Seeing Change and Innovation as a matter of Emergence Diane Nijs 4. LOGIC: A Big Shift in Design: Imagineering, Beyond Conventional Design Thinking Diane Nijs PART II THE SYSTEMIC DESIGN APPROACH OF IMAGINEERING 5. A-ppreciating Celiane Camargo-Borges 6. B-reathing Lilian Wanderley and Fabio Campos 7. C-reating Frank Ouwens 8. D-eveloping Geoff Maree 9. E-nabling Angelica van Dam 10. F-lourishing Liliya Terzieva Index

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Book SynopsisLeading Agile Teams is a practical and engaging guide to help your organization embrace a more agile mindset. Most organizations work in large groups when trying to find solutions for big problems. Agile teams are different. They get more done by having a small self-organized team focus on the highest priority items. Each big problem is broken down and solved by a small, stable group of dedicated professionals. This book will give you the knowledge and tools you need to create and sustain strong agile teams. It is written for the developers, project managers, product owners, and ScrumMasters, who do most of the legwork in getting agile up and running.

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Book SynopsisInstability, disturbance, emergence, networks, informal learning, trial, error, adaptability, low growth, fluctuation and momentum - these are the experiences that are increasingly dominating the lives of today's business leaders and managers. There is a growing awareness that the old ways and constructs (driven by planning, accountability, perfection, size, profit) are no longer working as effectively as we wish. This book represents a manifesto for leading organizations in the post-industrial age. Managers who want to survive - and perhaps even succeed - need to adopt a completely different mindset and set of habits, as well as learn new ways to relate to and lead people. Managers in the post-industrial age will be nervous and anxious, but this book provides the inspiration to accept failure and imperfection as the way to navigate the changing nature of business and organizations. Written with passion and insight, and containing honest and real cases, the author makes a case for courage, authenticity and resilience as the key attributes of tomorrow's manager.

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Book SynopsisLaura Fish is a modern designer focusing on strategic product vision that can shape big change for the better. Drawing on fifteen years embedded in digital product programs and user experience teams, she can now speak to hard lessons learned and expertise gained that have led her to redefine her professional purpose and make the changes needed to level herself up. She is now dedicated to helping fellow designers do the same, acting as a visioneering sherpa to guide the journey. Scott Kiekbusch is a digital product strategist and designer with nearly 20 years of industry experience. Scott has built & led digital product design teams, participated in the design and delivery of websites & applications enjoyed by millions of users, and helped mature the product design practices of several organizations. In his free time he enjoys playing & listening to music, traveling, photography, and periodically posting hot takes Trade Review"This book is fantastic. This is a must-read for designers who want to fulfill their potential -- treated equally to their peers in technology and business -- and ultimately secure a seat at the table with business managers and developers. If you're a designer who thinks getting ahead means you have to go back to school for an MBA, read this book first. Pulling from agile methods in design, Fish and Kiekbusch provide a concrete step-by-step product vision process. The book proves while correcting lack of business acumen is important, vision is the designer's way forward. It's essentially a playbook that sets the stage towards successful product validation—outlining a workflow for any designer who wishes to 'level up' from being a tactical designer to a strategic designer. I highly recommend this book for anyone interested in design leadership." -- Heather Shaw, Professor, Department Chair of Design, Lesley Art + DesignTable of Contents Part I: The Calling 1. The State of the Designer 2. Re-Design School 3. Master Class: First Principles Thinking Part II: The Vision 4. Getting Started with the A-Team 5. Strategy: Connecting the Dots 6. Telling the Story of the Future Experience Part III: Visioneering 7. Setting Your Compass by Your North Star 8. Building Your Visioneering Practice Afterword: Purpose Driven

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Book SynopsisSocial work and social care managers often find themselves in management positions without having had any formal management training, yet skills and knowledge specific to social care settings are essential for effective practice.This book offers a researched and practical guide to the fundamental skills and knowledge that a manager needs, underpinned by the values and ethics that are inherent to social work and social care. Core skills covered include time management, recruitment, managing meetings, working in partnership with service users, negotiation and conflict management, and mentoring and coaching. A self-improvement feedback assessment is included, and the book features learning activities, practical tools, case examples, summaries and action checklists. This must-have handbook will help social work and social care managers and students to understand and accomplish the core skills needed for excellent management practice.Trade ReviewI found this book really valuable and expect to use it as a point of reference on a regular basis and would highly recommend its purchase to all social work and social care manager. -- RostrumI have always thought that the most important role, with most impact on practice and practitioners, is being a front-line manager. It is also a role which requires a difficult identity transition from being a peer within a team to having clear managerial and leadership responsibilities. This book reflects on and tackles this role change. Its focus, which is very practical but well-informed by models of management and research, is on the competencies and behaviours required by managers generally but with an immediate relevance for front-line managers. It provides many opportunities for reflection and for self-learning. I would have wanted to have had this book available as I became a front-line manager and as a social services director I would have wanted to ensure it was available to all my new managerial colleagues. -- Ray Jones, Professor of Social Work at Kingston University and St George's, University of LondonGood front line managers are key to effective outcomes for service users through their roles in supervising, supporting and inspiring social work and social care practitioners. This book provides a comprehensive toolkit to support managers in this critical role, using a range of activities and checklists, including the use of skills auditing frameworks, and discusses the benefits of proactively seeking continuous feedback from others. Learning to be a better manager and leader is an ongoing process and this book offers assistance and insight for all our individual journeys. -- Adi Cooper, Strategic Director of Adult Social Services and Housing, London Borough of SuttonAs a senior manager, I welcome this series of practical books specifically written about social work and social care management. They should be essential reading for all front line managers across any organisation or agency in social care. -- Adi Cooper, Strategic Director of Adult Social Services and Housing, London Borough of SuttonTable of ContentsAcknowledgements. Series editor's foreword. 1. Becoming and being an effective manager: Essential skills and more. 2. Managing yourself and managing others: Never enough time in the day. 3. Skills for managing change: Everything's changed but what's different? 4. Recruiting and selection: Getting the right colleagues and striving towards happiness. 5. Managing meetings: Being a smooth operator. 6. Skills in collaboration and networking: Building up successful partnerships for service user involvement. 7. Skilful negotiation and conflict management: What about the tricky bits? 8. Effective mentoring and coaching: Skills in developing others. Appendices. References. Contributors' information.

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Book SynopsisSteve Tappin and Andrew Cave interview more than two hundred of the world’s top CEOs to discover what matters to them, how they run their businesses today, and how they expect their leadership to change in the future. Tappin and Cave offer a glimpse into the business worlds and personal lives of some of the most influential people today.Trade Review"Stimulating... there is plenty of substance here to inform and inspire future bosses." Director Fascinating reading." The Times "A valuable compendium of anecdote and insight" CNBC European Business "Impressively comprehensive...thought-provoking" Management TodayTable of ContentsForeword by Sir Richard Branson Thank You The CEOs Introduction 1 The Real Lives of CEOs PART I: FACING UP TO THE FACTS OF LIFE 2 Winning in the Reset 3 The Five Realities of the Next Decade PART II: LEADING AT THE TOP TODAY 4 Commercial Executors 5 Financial Value Drivers 6 Corporate Entrepreneurs 7 Corporate Ambassadors 8 Global Missionaries PART III: LEADING INTO THE FUTURE 9 Ditching Command and Control 10 Preparing to Lead 11 Heeding the CEO Health Warning Epilogue: Why Not You? Notes Index

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Book SynopsisIncludes the Ultimate Tick List, A-Z Survival Guide, 50 Top Tips and Useful Contacts. This book provides comprehensive and expert guidance on planning and managing a corporate event. It is written as a support text for students studying event management and to provide a practical guide for aspiring event organisers along with administrators, secretaries and personal assistants who are required to organise events as part of their job role. Within this book and its numerous check lists you will discover how to: - become a proficient event organiser and consistently achieve excellent results with the least amount of fuss, stress and worry - consider the step-by-step process from beginning to end for a wide range of events including conferences, award ceremonies, parties, team building, activities, family fun days and press and product launches. - deliberate all aspects of an event including the event brief, location, costing, theming and logistics - apply Health & Safety standards without the headache and take Sustainability measures in your stride - competently manage the event on site including tips on what to do when things don't go to plan - avoid time-consuming and frustrating pitfalls.Contents: About the Author; Preface; Introduction; The step-by-step process; Chapter 1: Innovation; Chapter 2: Organisation; Chapter 3: Overall Event Design; Chapter 4: Concluding Organisation; Chapter 5: On Site; Chapter 6: Post Event; Chapter 7: Health and Safety; Chapter 8: Components and Considerations; - Help is at Hand!; Chapter 9: Fifty Top Tick Tricks; Chapter 10: The A-Z survival Guide; Chapter 11: Your tool box; Chapter 12: The Ultimate Tick List; Chapter 13: Complete Itinerary; Chapter 14: Complete Benchmark Schedule; Helpful Contact Details; Acknowledgements; General IndexTrade Review'Given the complexities of event organising, having this book by one's side will undoubtedly provide great comfort and support' Marketing Director Warner Music Entertainment. 'Offers a real practical reference point on the basic essentials of events management for students.' Programme Leader - Bournemouth University.Table of ContentsAbout the Author; Preface; Introduction; The step-by-step process; Chapter 1: Innovation; Chapter 2: Organisation; Chapter 3: Overall Event Design; Chapter 4: Concluding Organisation; Chapter 5: On Site; Chapter 6: Post Event; Chapter 7: Health and Safety; Chapter 8: Components and Considerations; - Help is at Hand!; Chapter 9: Fifty Top Tick Tricks; Chapter 10: The A-Z survival Guide; Chapter 11: Your tool box; Chapter 12: The Ultimate Tick List; Chapter 13: Complete Itinerary; Chapter 14: Complete Benchmark Schedule; Helpful Contact Details; Acknowledgements; General Index

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