Management and management techniques Books
John Wiley & Sons Inc Computational Leadership
Book SynopsisApply the latest computational technologies to your leadership practices In Computational Leadership, renowned leadership researcher Dr. Brian R. Spisak delivers a paradigm-shifting exploration of the use of simulations, network analysis, AI, and other computational approaches to fundamentally improve all aspects of leadership. With interviews from leaders of IBM, JPMorgan Chase, and Microsoft, this book sits at the intersection of cutting-edge science and technology, leadership research, and decades of the author''s own first-person knowledge of leadership best practices. The author offers readers a holistic and practical framework for utilizing advancements in leadership technology. He also provides: Concrete strategies for improving interpersonal relationships and morale in remote working arrangements Evidence-based techniques for increasing diversity, equity, and inclusion in hiring and promotion Ways to mitigate the fraTable of ContentsIntroduction: How a Flood in Johnstown, Pennsylvania Inspired Computational Leadership vii Part I Learning About Computational Leadership 1 Chapter 1 Developing the Roberto Clementes of Leadership 3 Featuring a Leadership Development Q&A with IBM Chapter 2 Releasing the DEI Talent River 21 Featuring a Diversity, Equity, and Inclusion Q&A with JPMorgan Chase Chapter 3 Breaking the Death-by-Meetings Curse and Other Engagement Killers 37Featuring an Employee Engagement Q&A with Merck & Co. Chapter 4 Mastering the Bubbles and Tightropes of Sustainability 57 Featuring a Sustainability Q&A with Tony’s Chocolonely Chapter 5 Leading Through Crisis, Crisis, and More Crisis 75 Featuring a Crisis Leadership Q&A with Microsoft Chapter 6 Cultivating Healthy Growth with Healthy People 97 Featuring an Employee Health and Well-Being Q&A with WebMD Part II Being About Computational Leadership 117 Chapter 7 Becoming a Digital Golf Pro and Growing Digital Trees 119 Four Questions for Selecting a CLS Advisor 120 Two Systemic Factors for Growing Your Organization 124 Pairing Systemic Needs with Digital Trends 131 Building CLS Teams 135 Chapter 8 Navigating the 4 Cs of Digital Transformation 137 Making (Systemic) Goals Concrete and Actionable 137 The Confirm Step 141 The Collect Step 147 The Construct Step 153 The Convey Step 157 Conclusion: Spider-Man and Your Post-Digital Future 161 Learning from Interconnected Knowledge 162 Boldly Going Where No Leader Has Gone Before 164 Concluding Thoughts 166 Notes 169 Acknowledgments 203 Index 205
£18.69
Palgrave Macmillan Managing Uncertainty Mitigating Risk
Book SynopsisManaging Uncertainty, Mitigating Risk proposes that financial risk management broaden its approach, maintaining quantification where possible, but incorporating uncertainty. The author shows that by using broad quantification techniques, and using reason as the guiding principle, practitioners can see a more holistic and complete picture. Trade Review'For nearly a century, Frank Knight's distinction between risk and uncertainty has been much admired but rarely put to practical use. Finally, Firoozye and Ariff have done market practitioners a great service by distilling Knight's insight into the novel concept of UVaR uncertain value-at-risk - and applying it to an insightful analysis of the Euro zone crisis. A seminal piece of work and a welcome addition to a risk manager's toolkit.' -Cheng Chih SUNG, Co-founder and CEO, Avanda Investment Management; former CRO, Government of Singapore Investment Corporation 'Over the last few years risk management has become increasingly focused on uncertainty. Firoozye and Ariff attempt to put real theory to what risk managers now do in practice. We know that planning for uncertainties is useful. I expect that as we develop these theories and the tools that flow from them we will generate important insights into resiliency and risk decisions. The example of the Eurozone is a particularly salient starting point.' -Lewis O'Donald, Global Chief Risk Officer, Nomura Holdings Inc. 'Lawyers have long used fallback clauses in contracts to prescribe the parties' behavior in the face of a largely unanticipated (but entirely foreseeable) course of events. As shown in Firoozye and Ariff's insightful new book, modern risk managers face an increasingly similar task; to identify, to quantify (however approximately), and wherever possible to mitigate foreseeable (but unpredictable) outcomes.' -Lee C. Buchheit, Partner, Cleary Gottlieb Steen & Hamilton LLP, and Chief Counsel for the Hellenic Republic's 2012 debt restructuring 'Working as a lawyer with Nick Firoozye, he challenges you to think differently and then really listens to what you say. He's one of the few thinkers who get to grips with how legal uncertainty and contractual ambiguity from the Eurozone crisis to Russian sanctions and beyond inform our models of financial risk.' -Bruce Railton, Former Head of Global Markets Legal Team, NomuraTable of Contents1. Definitions, Applications, Methods and Tools 2. The Mathematics of Uncertainty 3. The New Framework and Approach 4. Case studies 5. Conclusions
£40.49
John Wiley & Sons Inc Certain Uncertainty
Book SynopsisImprove your ability to adapt to an increasingly unpredictable world In Certain Uncertainty, renowned management theorist Des Dearlove delivers an exciting and illuminating discussion of how to build resilience and agility into our lives and businesses. As rapid and foundational change becomes ever more constant, a state of constant disruption increasingly becomes our new normal. Certain Uncertainty collects advice and fresh thinking from accomplished business leaders to help managers and executives navigate contemporary markets. In the book, you'll find: Ways to structure your business to better respond to constant fluidity and change Discussions of why the concepts of economic and social certainty were always largely illusory Strategies for embracing forward-looking humility that acknowledges uncertainty about what lies around the next corner Thought-provoking insights from leading business experts includinTable of ContentsForeword by Amy Edmondson xi Introduction by Des Dearlove 1 I Future Thinking 5 1 Resilient, Net Positive Leadership 7 Andrew Winston 2 Leading Like a Futurist 15 Lisa Kay Solomon 3 The Privilege of Leadership: A Constant in an Uncertain World 23 Sheree Atcheson 4 Leading from the Future (Not the Past) 31 Terence Mauri 5 Toward Uncertainty Ability: Leading Self and Others to Possibility Beyond the Unknown 41 Nathan Furr and Susannah Harmon Furr II Transformational Leadership 49 6 Leading with the Head and Heart: The Modern Leader Our World Needs Today 51 Kirstin Ferguson 7 The Nine Derailers of Strategy 59 Ben Pring 8 Radical Empathy: How to Craft Effective Communications About Change 71 Tamsen Webster 9 Leading Sustainability Transitions 77 Matt Gitsham 10 Navigating Paradoxes 85 Wendy K. Smith and Marianne W. Lewis 11 The WHY, WHAT, and HOW of Leadership 95 Paul R. Carlile III Organizational Culture 101 12 Developing a Curious Culture at Work 103 Diane Hamilton 13 Is Your Company Alive? 109 Mehran Gul 14 Staying in the Know in Extraordinary Times 115 Maja Korica 15 Stop Quiet Quitting Your Life 123 Ori Brafman and Rom Brafman 16 Policy: The Path to Prevent Burnout 131 Jennifer Moss IV Voices of Difference 139 17 Voices of Difference at Work 141 Megan Reitz 18 Want More Female Leaders? Develop Leadership When It Matters Most 149 Julie Carrier 19 Servant Leadership, Cooperative Advantage, and Social Sustainability 159 Leon C. Prieto and Simone T.A. Phipps 20 Leaders Talk Less and Speak Last 167 Modupe Taylor- Pearce V Talent Magnets 175 21 Deciding Whom to Promote: Beware of “DEIB Debt” 177 Gorick Ng 22 Justice at Work 183 David Liddle 23 Personal Branding in a Creator Economy 191 Kai D. Wright 24 The Need for High Achievers in the Era of Uncertainty 207 Ruth Gotian VI Relationships@work 215 25 Curve Benders: Quality vs. Quantity of Strategic Relationships in the Future of Work 217 David Nour 26 Navigating Ambivalence in Our Professional Relationships 225 Amy Gallo 27 How Leaders Can Help Employees Face Uncertainty 233 Ben Whitter About the Editor 241 Acknowledgments 243 Index 245
£19.54
John Wiley & Sons Inc The Beekeeper
Book SynopsisA WALL STREET JOURNAL BESTSELLERPut yourself at the center of your team's learning and growth In The Beekeeper, a team of renowned management and leadership professionals deliver an insightful and engaging exploration of what it means to place oneself at the core of learning and growth for the members of your organization. The story is told through the eyes of Catherine, the 43-year-old founder and owner of a rapidly growing business. You'll follow her as she transforms the way she leads and inspires others, revolutionizing the culture at her company by learning from the people around her. The authors lead you through practical strategies and techniques you can implement immediately to achieve extraordinary results in your life and in your business. You'll learn about: Taking a central and active role in the growth and maturation of your employees and leadership team members The author's Art of Learning to Be Proximal, a Table of ContentsChapter 1 Before 1 Chapter 2 Be Fulfilled 9 Chapter 3 Be Transformational 15 Chapter 4 Be Present 21 Chapter 5 Be Curious 27 Chapter 6 Be Nourished 37 Chapter 7 Be Vulnerable 47 Chapter 8 Be Messy 57 Chapter 9 Be Patient 63 Chapter 10 Be Calm 71 Chapter 11 Be Challenging 79 Chapter 12 Be Energizing 87 Chapter 13 Be Growth- Minded 95 Chapter 14 Be Appreciative 105 Chapter 15 Be Proximal 113 Chapter 16 Becoming a Be Keeper 121 A Leadership Guide to Creating a Thriving Hive 125 Acknowledgments 147 Author Bios 149 Index 153
£17.84
John Wiley & Sons Inc The JosseyBass Handbook of Nonprofit Leadership
Book SynopsisAn expansive discussion of the most current scholarship, theory, and best-practices in the field of nonprofit leadership and management In the newly revised fifth edition of The Jossey-Bass Handbook of Nonprofit Leadership and Management, veteran nonprofit leader and researcher Dr. David Renz, along with co-authors Fredrik Andresson and William Brown, deliver a comprehensive and up-to-date account of the research, theory, and practices influencing contemporary nonprofit organizations. The book contains a particular focus on the unique challenges confronting all modern nonprofit leaders, including the concept of accountability and the pressure to demonstrate concrete outcomes and results during a time of extreme economic challenge. The editor includes original contributions from 28 of the sector's leading voices, on everything from the institutional context in which nonprofits operate to the effective recruitment, selection, retention, and management of staff and volunteers. You'll also discover: Substantial updates and revisions to rapidly evolving subjects, including diversity, equity, and inclusion at nonprofits, social entrepreneurship, and financial leadershipExpansive exploration of the transformed political-legal climate and context in which nonprofits operateIn-depth consideration of the management of relationships with internal and external stakeholders and constituentsPerfect for leaders, educators, researchers, managers, and students of contemporary nonprofit leadership and management, The Jossey-Bass Handbook of Nonprofit Leadership and Management is an invaluable, one-stop resource for sitting board members and engaged volunteers at forward-looking nonprofit organizations.
£67.50
Wiley The Jeb Blount Box Set
Book Synopsis
£190.12
Kogan Page Ltd Lunchtime Learning for Leaders
Book SynopsisDr Lucy Ryan is a an executive and leadership coach, consultant, business psychologist and the founder of Mindspring, a leadership training consultancy. With clients that include Siemens, Bauer Media, the BBC, RAC, Barclays, the NHS, Sony, Channel 4 and BMW, Ryan has worked with over 10,000 business leaders across 29 countries. She is an in-demand keynote speaker on business psychology and resilience and is based in Cheltenham, England.Trade Review"Lunchtimes will never be the same again! I love this kind of book - clear, sparkling, full of leadership insights, evidence and practicalities and written in an incisive, no-nonsense style. Lucy Ryan has a gift for cutting through the complex and landing serious leadership points in a digestible format. Recommended reading for anyone looking to increase their bandwidth and personal growth as a positive leader." * Fiona Parashar, CEO, Leadership Coaching Ltd *"This book is an excellent leadership guide to enhancing resilience in an ever-changing world of work. The book contains many useful tips for managers and leaders to develop their own resilience, and ultimately create a more resilient team for the inevitable challenges organizations will face in the years ahead." * Professor Sir Cary Cooper CBE, 50th Anniversary Professor of Organizational Psychology and Health, Alliance Manchester Business School, University of Manchester *"Never before have we needed to find and grow great leaders to support us in this new world. And those leaders need our support. And here it is. Lucy Ryan offers practical, wise and profound guidance in this book. I wish that every existing and aspiring leader reads this and more importantly lives the guidance offered here." * Sue Knight, NLP Master Trainer and Author of NLP at Work *"With thousands of leadership books out there, is there anything left to say? Well, very much so, if one is prepared to leave the endless theory and pop stories aside and get down to being really practical (while still evidence-driven). If you are a leader or walking towards leadership, this is a rare book that is likely to be useful! I love the ten top tips sections, clear diagrams, practical ideas, the lightness of the writing style and the feeling of the real "know-how" behind the narrative. This book is simply incredible, so enjoy!" * Professor Ilona Boniwell, Executive Director, Positran and Mapp Programme Leader, Anglia Ruskin University *"An absolute gem. Full of practical, pragmatic and easy-to-grasp advice for everyone who has a passion for leading and developing people. I love how she uses memorable frameworks to help you structure and practice new techniques. Lucy Ryan has managed to cram so much inspirational advice into this book, which will be invaluable for leaders in this time of rapid change." * Victoria Fox, CEO, AAR group *"Having participated in lots of Lucy Ryan's brilliant workshops, I jumped at the early chance to read this book. Lucy has managed to capture the magic of her workshops and coaching in page-form (I even read the pages in her voice!), leaving you armed and empowered to implement the strategies, tips and tricks that the pages are filled with, all after only a 30-minute cuppa. For anybody that's looking for guidance that lifts you up, course corrects and encourages healthy self-reflection then I could not recommend this book more." * Joanna Trippett, Managing Director, Byte London *"Leadership isn't what it used to be. Thriving as a leader in rapidly evolving world requires an "agility toolkit" - which this resourceful volume provides!" * Professor David Clutterbuck, Special Ambassador, European Mentoring and Coaching Council *"Lucy Ryan has huge credibility as a leadership coach, and it shows! This is an essential read focusing on the everyday inevitabilities you're expected to resolve in your leadership role. What impresses immediately is the accessibility of the content that is engagingly written, pragmatic and brimming with ideas, concepts, models, realistic case studies and reflective activities. Every chapter offers a multitude of applications that answer the questions common to leaders. The content has you wanting more right from the first page, is easy to digest and exceptionally well referenced. So, grab your lunch and a drink and be prepared to set a timer as this is a page turner." * Dr Lise Lewis, Owner, Blue Sky International and EMCC Global Special Ambassador *"Lucy Ryan's pragmatic and insightful style shines through, in this "go-to" leadership guide. Approach your reading with an open mind and let it hold you to account as a leader - it provides practical reference tools for newbies and reminds the more experienced of what's really important versus your inbox. An inspiration for all leaders and my personal kick-ass from time to time!" * Becky Hewitt, Director of People, Leeds Building Society *"I have been so lucky to have Lucy Ryan as an executive coach for a number of years. This must-read book brings together all the models, experiences and guidance that I have had the benefit of learning from over the years in a way that is so typical of her straightforward, practical but powerful approach. It'll equip you to navigate challenges, maximize impact and build confidence and capability in your organization, making it an invaluable read for leaders at all stages of their career journey." * Julie-Ann Haines, CEO, Principality Building Society *Table of Contents Chapter - 00: Introduction; Section - ONE: Leading with insight; Chapter - 01: Practical strategies for maintaining your leadership balance; Chapter - 02: Managing your energy is the key to leadership resilience; Chapter - 03: Enhancing performance through the science of positive leadership; Chapter - 04: Increase your confidence to accelerate your leadership growth; Section - TWO: Leading your team; Chapter - 05: Motivate me! How to empower your team with a 12-step process; Chapter - 06: Strengths-based coaching - Leverage the strengths of your team through every conversation; Chapter - 07: Less talk, more walk! How to lead a diverse team and drive a culture of belonging; Chapter - 08: Become a customer-focused leader, really!; Section - THREE: Hitting roadbumps; Chapter - 09: Be a brilliant change leader; Chapter - 10: How to master difficult conversations with compassion and confidence; Chapter - 11: From survive to thrive - How to embed a resilient culture; Section - FOUR: Leading with influence; Chapter - 12: Build your leadership brand (And be remembered, for the right reasons!); Chapter - 13: From inform to inspire - How to deliver a successful presentation and get the action you want; Chapter - 14: How to extend your leadership influence, with integrity; Section - FIVE: What next?; Chapter - 15: Enable your succession through progression planning; Chapter - 16: Time out - Reflections on happiness and leadership; Chapter - 17: References
£60.30
Kogan Page Ltd Business Resilience
Book SynopsisDavid Roberts co-founded the 1st APMG Consultancy and Training Accredited Organisation, leading client initiatives in strategy implementation and continuously adapting services to ever-changing requirements. He is a Director of the Agile Business Consortium since 2019, a Chartered Project Professional (Ch.PP) and Chartered Management Consultant (Ch.MC). He is based in Bournemouth. Sheila Roberts was a Sister in Intensive Care. After 20 years in health she co-founded the 1st jointly accredited APMG Training and Consulting Organization. She has had appointments as a best practice examiner, quality reviewer and member of the PRINCE2 Reference Group. She is currently an APM Assessor for Chartered Project Professionals and Chair of Examiners for some APM qualifications. Sheila is Chair of the Industry Body, Association for Training Excellence and has contributed to publications. She is based in Bournemouth. Dr Islam Choudhury is Associate Professor in the School of CoTrade Review"It's truly refreshing to see PACE culture at the centre of the Business Resilience Framework; it proves beyond doubt that culture is not only critical to survival, but is what makes an organization a great place to work whilst creating progress in a VUCA world." * Gretchen Hallberg, Global Learning and Development Technology Leader, PwC *"The Business Resilience Framework provides an entirely practical approach to improving the organization's resilience, enabling it to make Progress @ Pace. Most usefully, this framework can be adopted and adapted to make sustained improvements in any organization." * Vikram Ramnath, IS Program Director, Providence St Joseph Health *"Business Resilience is a very popular topic in the current climate; but no one has taken the theories and produced such a clear and practical framework that is so easily adaptable in any organization." * Timothy Fulton, Finance Director Formula One Abu Dhabi, former CFO/COO Jumeirah Group *"Executives can now face the threat of disruption with confidence; Business Resilience offers a fresh and eminently practical model for how companies can adapt and succeed in a continuously changing landscape." * Amanda Welsh, Faculty Director, Leadership and Project Management Programs, Northeastern College of Professional Studies *"Every business endeavour starts with a forecast to build on our hopes for success; but by the time we realize it was far too optimistic, it can be too late. Until now we've lacked clarity on how to strengthen business thinking and structures to react and survive unprecedented change. Now we have a blueprint to better position any business for an increasingly VUCA world." * Richard Pharro, CEO, APMG International *"Guides abound to managing planned changes or identified risks in projects, programs, and portfolios; this book boldly identifies how to take advantage of 'unknown unknowns.' Developing professional resilience practices is key to making systematic progress from events which might otherwise undermine organizational existence." * Peter Johnson, Senior Consultant Peter Johnson Consultants Ltd *"As someone new to resilience I found this book to be an invaluable asset. Complex concepts are explained clearly and in an engaging manner to help you gain a deep understanding by the end of each chapter. It is such practical guide to implementing resilience throughout the organization." * Ben Snell, Project Support Officer, Department of Work and Pensions, UK *"In today's VUCA world, bouncing forward, not simply bouncing back, is core to pivoting at the right moment with the right speed. Business Resilience clarifies the importance of utilizing organizational strengths to provide more customer value. Whilst better processes and tools are important, competency for sustained progress crucially depends upon ethical behaviour and enhancing organization culture. Business Resilience is full of practical ideas; how to investigate new insights whilst maintaining focus on resilient journeys; it's a book to use and re-use, time and again. How resilient is that?" * Peter Coesmans, Chief Agility Officer, Agile Business Consortium *"Organizations have witnessed significant impact on their business models as a consequence of the pandemic. They have realized the critical need to build back better and the power of developing business resilience within their organizational processes, procedures and culture to achieve success. This book offers great insights and strategies to build resilience within your daily business operations. It includes case study illustrations which add great value." * Dilshad Sheikh (CMgr CCMI), Dean, Faculty of Business, Arden University CMI Chair West Midlands and North-West Regions, UK *"As soon as I learned about the Business Resilience Framework, I started knowledge sharing with current and next-gen PM professionals. Project leaders, delivery experts and change specialists will appreciate the practical know-how that the framework provides - integrating business resilience with existing methodologies. Organizations adopting this framework should see significant improvement in project performance and business results." * Merv Wyeth, Director of Technology & Digital Events, Project Management Institute (PMI UK) *"As delivery consultant working on multibillion digital transformation programmes in major government departments, I found this book to be innovative, clear and able to open pathways to new ideas. It's a must read when applying the tools and techniques needed to successfully build resilience, navigating through challenging times and beyond." * Wahid Ali, Delivery Consultant, Capgemini *"Resilience is now an essential part of any senior software team; adopting the Resilience Professional role, as shown in this book, will add robustness to any programme, change or transformation team, by ensuring that adapting products, services processes or practices makes the organization both stronger and more profitable." * Pip Nelson, Senior Director of Software Engineering, DHL eCommerce Solutions *"This book provides a well-structured and comprehensive approach to ensuring an organization stays current in a rapidly changing world. It is a must for anyone wanting to ensure that their organization remains agile, robust, competitive and profitable. Well done to the team that produced such a good set of guidance." * Steve Messenger, former Chairman of DSDM, author of Agile Programme Management *"In the rapidly changing business landscape we live in, 'resilience' is an essential quality required by all business leaders. This book defines the core principles of business resilience and is an indispensable tool for organizations of any size." * Yaqub Yousef, Chief Brand Ideator, Quadragina *Table of Contents Chapter - 01: Introduction; Chapter - 02: Principles – Underpinning the framework; Chapter - 03: Progress@PACE ‘8-4-8 model’ – Double infinity loop design; Chapter - 04: Progress cycle – First infinity loop; Chapter - 05: PACE elements – Linking progress cycle and resilience foundations; Chapter - 06: Resilience Foundations – Second infinity loop; Chapter - 07: Progress@PACE – Tools and techniques; Chapter - 08: Established tools and techniques; Chapter - 09: Progress measures; Chapter - 10: PACE profiling with gap analysis; Chapter - 11: Progress@PACE roles; Chapter - 12: Case histories – Examples of Progress@PACE
£114.30
Kogan Page Ltd Developing Skills for Business Leadership
Book SynopsisGillian Watson has worked as university educator and academic leader for three decades. She has co-authored and edited several CIPD textbooks, developed many postgraduate-level business programmes and has led a variety of academic teams.Stefanie Reissner is a Professor of Work and Organization Studies at Essex Business School, UK, researching topics such as identity, reflexivity and learning. She is a senior fellow of the Higher Education Academy and an associate academic member of the CIPD.Trade Review"No matter where you are on your journey, this book is the perfect tool for you to take your skills set and success to the next level, with information and strategies that will help you achieve your goals. Developing Skills for Business Leadership is an ideal reference for practising professionals and managers as it covers developing your organisation to complete complex business tasks. It is also a source of knowledge for those pursuing postgraduate studies in business management with coverage in managing people and organisations. If you are exploring the idea of applying business leadership skills in your organisation, this book has no peer in its clarity and practical applicability. Gillian Watson and Stefanie Reissner have done a superb job in providing insights on perspectives on leadership in organisations and the building block on personal effectiveness and business acumen. This book's special strengths lie in discussing pertinent skills and capabilities that are required to lead and manage people and organisations with an authoritative yet practical perspective on the knowledge and skills areas that will help you most in your career. Perfect study material for a postgraduate management or leadership qualification." * Dr Stanley Yap, Executive Director, Audience Analytics Limited, Visiting Professor at UPSI, Malaysia *"The third edition of Developing Skills for Business Leadership is a very comprehensive narrative on this topic. It presents useful insights into the always complex and constantly evolving challenge of business leadership. All the chapters successfully bridge the gap between understanding business leadership as an academic exercise and informing those needing to apply the principles of leadership within their work environment. As such I would strongly recommend this book to students, scholars and practitioners." * Michael Brookes, Professor of Human Resource Management, University of Southern Denmark *"Developing Skills for Business Leadership provides a comprehensive account of the skills and behaviours that managers need to develop to be effective in their roles. It is practically focused but grounded in the latest theory and evidence. The updated third edition addresses the key issues managers are facing now, including the growth of hybrid working and the emergence of new AI-based tools and practices." * Andy Charlwood, Chair in Human Resources Management, University of Leeds, UK *"Whilst drawing on seminal theory and established professional practice, this comprehensive text extends essential knowledge and skills for leadership in today's dynamic world of work. It offers a fresh, meaningful perspective to develop reflexive leadership competence that will positively impact professional careers and facilitate constructive organisational dynamics. A read not to be missed by professionals and practitioners dedicated to and passionate about leadership as pivotal to an agile work context." * Antoni Barnard, Professor, of Industrial Psychology, University of South Africa (UNISA) *"This is an impressive book, targeted at professionals who have or aspire to have responsibility for managing others. Uniquely, the authors highlight what a changing wider landscape means for the career-minded professional. They provide timely and research-informed guidance in areas such as self-management, career development, communicating with others and many other topics. A particular strength of the book is the way in which it actively engages the reader and shows compassion and concern for the challenges they face. The writing is clear and well-informed, and the case studies and 'Development Zones' encourage reflection, further learning and engagement with others. This book will especially appeal to people aspiring towards or occupying early leadership positions but in truth offers insight and wisdom to support individuals regardless of their role in the career hierarchy." * Helen Shipton, Professor of International Human Resource Management, Nottingham Trent University, UK *"We live in a world where growing complexity and uncertainty means that personal skills and qualities are increasingly important, not only in HRM professionals but in all leaders. This third edition of Developing Skills for Business Leadership not only maintains the thorough analysis of these qualities that we have seen from previous editions, but has firmly updated these discussions for today's digital, hybrid, global and ever-changing context. This book is not only informative but is full of exercises and points of reflection to make sure that reading it is an enjoyable and developmental experience." * Emma Parry, Professor of Human Resource Management, Cranfield University, UK *"Gillian Watson's and Stefanie Reissner's Developing Skills for Business Leadership is a valuable book that should be widely adopted in leadership, general management and business courses. It effectively communicates how the skills needed to effectively lead business organizations are transforming as employees and workplaces are rapidly changing to be more diverse, virtual and self-regulatory. The content in the book is engaging, timely and accessible for your students." * Ellen Ernst Kossek, Basil S Turner Distinguished Professor of Management, Mitchell E Daniels Jr School of Business, Purdue University, USA *"This new edition is an essential text for any Master's student studying modules on leading and managing people. The authors translate the latest research findings into a highly accessible and topical guide to all the skills required both to manage yourself and your career, and lead others effectively in an organisational setting. The many case studies, examples and exercises throughout the book bring the theories and evidence to life, leaving the reader with a deep knowledge and practical understanding of how to be an effective leader, equipped to face today's challenges. A must-have book!" * Katie Bailey, Professor of Work and Employment, King’s College, UK *"Many employers and managers say that graduates or other people who they wish to appoint or promote should become better leaders and improve their so-called 'soft skills'. For valuable and practical insights and astute advice on how to improve such skills, go to Gillian Watson and Stefanie Reissner's third edition of Developing Skills for Business Leadership. This book has an additional key benefit in so far as it also supports the core knowledge and behaviour requirements of 'Personal effectiveness, ethics and business acumen' in Level 7 qualifications for the Chartered Institute of Personnel and Development, UK. It is highly recommended!" * Greg J. Bamber, Professor, Monash University, Australia; co-editor, International & Comparative Employment Relations: Global Crises & Institutional Responses (SAGE) *Table of Contents Chapter - 01: Introduction; Chapter - 02: Managing you; Chapter - 03: You as a professional; Chapter - 04: Working together; Chapter - 05: Working inclusively; Chapter - 06: Leadership; Chapter - 07: Managing information; Chapter - 08: Communication skills; Chapter - 09: Making decisions; Chapter - 10: Resolving conflict; Chapter - 11: Managing change; Chapter - 12: Developing the organisation; Chapter - 13: Managing projects; Chapter - 14: Career management; Chapter - 15: Next steps
£148.50
Kogan Page Ltd Managing Change in Organizations
Book SynopsisTony Nicholls is a Principal Consultant with Mayvin Ltd, a Leadership, Organization Design and Organization Development consultancy working globally across the private, public and third sectors. His private sector clients have included Zurich and Close Brothers and for the public sector, he works across the UK Civil Service and with Local Government organisations. Based in Wilmslow, UK, he is also the faculty lead for the UK Civil Service Organisation Design and Development capability development programmes. Prior to his role with Mayvin Ltd, he has held senior HR and OD roles at The Co-Operative Bank and Capital One, Europe.Trade Review"This book really drew me in. It goes deep into the theory but also translates it into practice. This focus on management asks us to move away from practices that reinforce hierarchies and hero leaders coming to the rescue." -- Rebecca McNeil * CEO Retail at Close Brothers, Chair of the UK Finance and Leasing Association *"Tony presents compelling arguments for the need to re-assess the value of management as opposed to leadership and provides a practical guide to modern practices that will be useful to managers at all levels in organisations." -- Kevin Hogarth * Chief People Officer, KPMG UK *"This book speaks to the part of me that resists convenient containers compartmentalising what it is to be leader, manager, or organisation. My rebellious side responded to this book as an invitation to break free of simplistic either/or arguments, and accept that to deliver real change we become what the situation demands of us. There is no handbook for this job. You can read all the books, absorb all the theory - but you're the secret sauce. Filled with anecdotes, lived experience and practical exercises - this is not a book of theory, but more like a collation of evidence to demonstrate where leaning into the complex and not having the answers, but being willing to 'do the work', are the practices that serve us to become 'unstuck'." -- Rebecca Herbert * People Experience Specialist, The independent Parliamentary Standards Association *"This book is urgently needed. The predominance of 'leadership' thinking ignores the fact that running an organisation is an everyday business, needing raised awareness and wise choices that are often left up to the people working closest to the grain of the work. These are often the people most 'leadership' thinking ignores. This book explains why they need to think differently about their everyday but it also shows these everyday managers how to do this. Supremely grounded and practical as well as thoughtful and informed, this is a manual for the wise manager with their feet on the ground." -- James Traeger * Co-founder and Director, Mayvin Limited; Adjunct Professor of Management and Organisational Learning at Hult Ashridge Executive Education *"Tony has written from the heart and based on his extensive experience. I value managers who can see through the noise and get to the nub of what is needed. This requires them to be 'always on', tuned into their context and to develop deep working relationships with their colleagues. Something I have witnessed first-hand that Tony focuses on and conveys extensively in his writing. Tony focuses our attention on the need for managers to move beyond the tools and techniques of management and to see themselves as being 'the instruments of change'." -- Paul Naden * Entrepreneur and CEO, Saving the Survivors *"For practitioners who are involved in the bewildering world of change this book combines utility and confidence. In short, it provides practical things to do and is presented in a way that will give people the confidence to do them." -- Dr Rob Warwick * Professor of Management and Organisational Learning, The University of Chichester *"Easy to read and understand, this book is an enjoyable journey, building through each chapter. Using stories and personal reflections, Tony gives something of himself that will resonate and help the reader connect. This book is about turning the management pyramid upside down, taking theory and making it relatable. It is ideal for all managers, whatever their level in the business." -- Mandy Smith * HR Business Partner, Close Brothers Motor Finance *Table of Contents Chapter - 00: Introduction; Chapter - 01: The impact of uncertainty; Chapter - 02: Manager of change, not change manager; Chapter - 03: Mapping the tools of management; Chapter - 04: The people side of change; Chapter - 05: Context is everything; Chapter - 06: Managing change: The mindset; Chapter - 07: Managing change: The practice; Chapter - 08: Managing change: The craft; Chapter - 09: Everyday practice 1: Noticing; Chapter - 10: Everyday practice 2: The check-in; Chapter - 11: Everyday practice 3: Navigating; Chapter - 12: The future of management; Chapter - 13: Building more purposeful and inclusive organizations;
£85.50
Kogan Page Ltd Lateral Thinking for Every Day
Book SynopsisPaul Sloane is an experienced speaker, course leader and facilitator, based in Surrey, UK. A recognized authority on innovation and creative speaking, he speaks and gives workshops to leading corporations around the world. He is also the bestselling author of How to Be a Brilliant Thinker, The Innovative Leader and editor of A Guide to Open Innovation and Crowdsourcing, all published by Kogan Page.Trade Review"Too many of today's business books come at problems from the same angles. This book turns problems on their head and makes us think differently. It is very useful not just in business, but in life." * Brian McBride, President of the Confederation of British Industry *"A comprehensive reset for your mind that will unlock your creative potential." * Jane Casey, Author of Maeve Kerrigan series *"Lateral thinking is imperative for business leaders who need to unlock creativity and innovation. This book gives you a fresh perspective to help you survive in these challenging times." * Moira Clark, Professor of Strategic Marketing at Henley Business School *"From outrageous ideas to weird combinations, Paul Sloane's unique approach to problem solving will revolutionise the way you think. Laterally the best book I've read this year." * Sam Kelly, Chief Marketing Officer, AKQA *"An enlightening read at a time when seeing the problem from multiple perspectives and finding creative solutions to move you forward has never been more important." * Tim Leney, Managing Director at TCC *"What a great read - highly entertaining and informative, packed with stories of real innovators and so many practical techniques." * Ralph Varcoe, Chief Growth Officer, Connexin *"This is the ultimate inspirational guide to lateral thinking, and a treasure trove for anyone interested in great stories about how taking a different perspective can grow yourself or your business - and having fun doing it." * Peter Hovstadius, Former Chief Scientific Officer at Novartis Nordic RegionC *"Fascinating historic and current examples of lateral thinking." * Ian Gander, Managing Director, Gemini Data Loggers *"Paul Sloane has done it again. In his new book, he provides a number of simple frameworks and activities to build your teams' ability to think laterally, approach challenging problems in a new way and enhance their creativity." * Nick Skillicorn, Innovation Consultant and Speaker *"Paul Sloane's very readable and entertaining presentation ably illustrates how you can use lateral thinking to benefit from changing perspectives and ideas in your home, social and business lives." * Dalim Basu, Chairman of London Branch at the British Computer Society *Table of Contents Chapter - 01: What is lateral thinking and why do you need it?; Chapter - 02: Example - Steven Spielberg and Jaws; Chapter - 03: Challenge your assumptions; Chapter - 04: Some lateral thinking puzzles to get you thinking; Chapter - 05: How to use De Bono's Six Thinking Hats to improve meetings and decisions; Chapter - 06: Lateral ways to succeed at interview; Chapter - 07: Ask smarter questions; Chapter - 08: Clever riddles; Chapter - 09: So you think you are open-minded; Chapter - 10: Lateral memory improvement techniques; Chapter - 11: Sometimes it pays to be outrageous; Chapter - 12: Games which promote creativity and lateral thinking; Chapter - 13: Example - Sidney Bernstein and Granada TV; Chapter - 14: More lateral thinking puzzles; Chapter - 15: Analyse problems first - The fishbone method; Chapter - 16: Example - The founding of Google; Chapter - 17: A Lateral thinking method - The Random Word; Chapter - 18: Lateral thinking in the office - How to get noticed and promoted; Chapter - 19: How to succeed with study and exams - Tips for students; Chapter - 20: The Disney Method for creative ideas; Chapter - 21: Lateral thinking and mathematics - With some puzzles; Chapter - 22: Example - Hannibal crossing the Alps; Chapter - 23: Lateral Thinking in art; Chapter - 24: Sneaky tricks in sports; Chapter - 25: More memory methods; Chapter - 26: Using Six Serving Men to understand problems; Chapter - 27: Lateral Rock Stars - Bowie, Mercury, Madonna, Lady Gaga; Chapter - 28: How to take a different point of view; Chapter - 29: Become a brilliant conversationalist; Chapter - 30: How lateral thinking can improve relationships; Chapter - 31: Wacky Word Puzzles; Chapter - 32: Use an Outsider Mindset; Chapter - 33: Clever Ways to Appear Smarter than you are!; Chapter - 34: Try Weird Combinations; Chapter - 35: What if the opposite were true?; Chapter - 36: Fire up your Imagination with these exercises; Chapter - 37: Lateral Inventors; Chapter - 38: Take advantage of accidents; Chapter - 39: Sometimes think like a criminal; Chapter - 40: When the world Zigs, Zag; Chapter - 41: The Power of Silly Questions; Chapter - 42: The Greatest Bluff; Chapter - 43: Move the Kettle!; Chapter - 44: Don't be a Zebra, be a Giraffe!; Chapter - 45: Beware these Cognitive Biases
£40.50
Kogan Page Ltd The 30 Day MBA in Business Finance
Book SynopsisColin Barrow is a Visiting Fellow at Cranfield University and the former Head of the Enterprise Group. Over the past 40 years, he has lectured and researched in business schools across the world. He is also the author of The Business Plan Workbook, The 30 Day MBA, The 30 Day MBA in Marketing and The 30 Day MBA in International Business and Supply Chain Management. He is based in Cornwall, UKTable of Contents Chapter - 00: Introduction; Section - ONE: The fundamentals of business finance; Chapter - 01: Financial business reports; Chapter - 02: The rules of the game; Chapter - 03: Analysing financial reports; Chapter - 04: Finance as a value creator; Section - TWO: Corporate capital structures; Chapter - 05: The role of business structures in financing business; Chapter - 06: Debt finance; Chapter - 07: Equity; Section - THREE: Financial strategies and special topics; Chapter - 08: Risk and management; Chapter - 09: Business tax and profit reporting procedures; Chapter - 10: Mergers and acquisitions; Chapter - 11: Business plans and budgets;
£44.00
Kogan Page The Leadership Skills Handbook
Book SynopsisJo Owen is a best-selling and multi-award-winning leadership author, keynote speaker and social entrepreneur. He is a founder of eight charities, including the UK's largest graduate recruiter Teach First. His books The Mindset of Success, Myths of Leadership and Management Stripped Bare, also published by Kogan Page, have been translated into eight different languages.Jo Owen is the first person to win the Chartered Institute of Management Gold Award four times for four of his books. He is based in London UK.
£44.00
Kogan Page The Art of Unexpected Solutions
Book SynopsisPaul Sloane is an experienced speaker, course leader and facilitator. A recognized authority on innovation and creative speaking, he speaks and gives workshops to leading corporations around the world. He is also the best-selling author of How to Be a Brilliant Thinker, The Innovative Leader and editor of A Guide to Open Innovation and Crowdsourcing, all published by Kogan Page. He is based in Surrey, UK.
£42.75
Kogan Page 50 Top Tools for Employee Wellbeing
Book SynopsisDebbie Mitchell is an organizational development consultant specializing in employee engagement, coaching, talent management, change and HR support. She has experience of senior HR roles in organizations across FMCG manufacturing, supply chain, retail, public sector and support service sectors. She is the author of 50 Top Tools for Employee Engagement, also published by Kogan Page.Trade Review"Using the latest evidence, this book captures all aspects of the ultimate workplace wellbeing programme, giving managers confidence in their ability to deliver successful programmes into businesses. Her recommendations are realistic, the tools are functional, and she includes practical suggestions for measuring outcomes, which even the busiest wellbeing manager can utilize." * Dr Fiona Brigg, Healthy Workplace Manager, Link4Life *"The author has created a roadmap that no organization should be without. These tools will help any organization navigate the process of creating a positive working environment no matter its size or sector." * Karen Smith, Head of Wellbeing, University College London *"Another book packed with practical tips and tools from the incredible Debbie Mitchell. This is a must-have resource for any leader." * Angel Conley, Head of Learning and Development, iQ Student Accommodation *"A must-read for all who need to get themselves and their teams more engaged in wellbeing. For managers and HR alike, this book is written in bite sizes with practical advice. An engaging read!" * Liz Illingworth, Director Talent Management Europe, Boston Scientific Ltd *Table of Contents Section - ONE: Leadership and Advocacy; Chapter - 01: Creating a Wellbeing Strategy; Chapter - 02: Workplace Wellbeing Assessments; Chapter - 03: Developing a Wellbeing Programme; Chapter - 04: Wellbeing Committees; Chapter - 05: Championing Wellbeing; Section - TWO: Career; Chapter - 06: Strengths-based People Management; Chapter - 07: Peer Coaching; Chapter - 08: Promoting Learning; Chapter - 09: Finding Purpose; Chapter - 10: Communicating; Chapter - 11: A walk-and-talk; Chapter - 12: Enabling Flow; Chapter - 13: Encouraging a Growth Mindset; Chapter - 14: Mentoring; Chapter - 15: Giving Great Feedback; Chapter - 16: The Check-in; Chapter - 17: Involvement; Chapter - 18: Engagement; Chapter - 19: Change; Section - THREE: Physical and Mental; Chapter - 20: Return to Work Interview; Chapter - 21: Managing Employee Illness; Chapter - 22: The Fruit Box; Chapter - 23: Exercise at Work; Chapter - 24: Workplace Massage; Chapter - 25: Travel Health; Chapter - 26: Stress Prevention and Signalling; Chapter - 27: Managing ‘Overwhelm’; Chapter - 28: Employee Assistance Programmes; Chapter - 29: Emotional Intelligence; Chapter - 30: Building Resilience; Chapter - 31: Reframing; Chapter - 32: Mindfulness; Chapter - 33: Mediation; Chapter - 34: Switching off; Chapter - 35: Getting Organized; Chapter - 36: Designing the Working Environment; Chapter - 37: Remote Working; Chapter - 38: Flexible Working; Section - FOUR: Social and Community; Chapter - 39: Motivation; Chapter - 40: Harmony Initiatives; Chapter - 41: Building Trust; Chapter - 42: Anti-bullying Action; Chapter - 43: Giving Back; Chapter - 44: Shared Interest Groups; Chapter - 45: Netwalking; Chapter - 46: Fun at Work; Chapter - 47: Pets at Work; Chapter - 48: Music at Work; Section - FIVE: Financial; Chapter - 49: Flexible Benefits; Chapter - 50: Pre-retirement Planning; Section - SIX: Supporting Information
£97.00
Kogan Page Strategic Thinking
Book SynopsisSimon Wootton, formerly a consultant in the pharmaceutical industry and CEO of an Independent Mental Health Service, is now Associate Director of Commissioning at NHS Manchester.Terry Horne was previously a Director of BTR Industries and Colt International. He now develops Masters programmes on strategic marketing and leadership at Lancashire Business School.Trade Review"I like this book because it is easy to apply in the real world" -- John Smethhurst, Business Strategist, Lancashire Business SchoolTable of Contents Section - ONE: Strategic leadership; Chapter - 01: Section 1 Strategic leadership; Chapter - 02: Section 2 Strategic leadership – brain-based communication; Chapter - 03: Section 3 Strategic leadership – the thinking skills required; Chapter - 04: Case Study Marketing leadership and management action; Section - TWO: Strategic thinking – the 9S© approach; Chapter - 01: Step 1 Gather strategic intelligence; Chapter - 02: Step 2 Assess strategic capability; Chapter - 03: Step 3 Create strategic knowledge; Chapter - 04: Step 4 Make strategic predictions; Chapter - 05: Step 5 Develop strategic vision; Chapter - 06: Step 6 Create strategic options; Chapter - 07: Step 7 Take strategic decisions; Chapter - 08: Step 8 Create and communicate market-led strategy; Chapter - 09: Step 9 Plan and manage projects to implement change; Section - THREE: The next steps; Chapter - 01: Next Steps; Chapter - 02: Final thought
£57.00
John Wiley and Sons Ltd Building TeamBased Working
Book SynopsisThis book gives managers and consultants practical guidance on how to build organizations that are structured around effective teamworking. This text focuses on how to build organizations that are structured around teams. Ideal for managers or consultants who are introducing team-based working into organizations. Examines the psychological and social processes that can facilitate or obstruct successful teamwork. Each chapter contains aims, activities, support materials and tools. Support materials can also be downloaded from an accompanying website. Based on evidence gathered by the authors over 20 years of practical management experience, research in organizations, and consultancy. Trade Review"This gem of a book is a must for all those managers and HR professionals who are striving to improve the structure and performance of their organisations through effective team-based working. Coming from a sound academic base, it is packed with useful insights and practical advice that will make you go away and think carefully about how your organisation is working." Roger Williams, Operations Strategy Manager, United Utilities PLC "Building Team-based Working is a masterful account of how to get things right. It provides tested tools to support the implementation process and maintains a crisp focus without oversimplifying. Any organisation that wants to take advantage of the power of teams, either for the first time or to revitalise teams in place, will find great value here." Rick Guzzo Ph.D., Worldwide Partner, Mercer Human Resource Consulting "Building Team-based Working provides clear, practical steps for organisations seeking to establish a team-based approach. The specific issues of how to achieve it, why it is required, what to do to get there, when to do it and roles and responsibilities are clearly covered. The strength of the book is its ability to set out clearly the role of the leader on one hand and on the other provide detailed questionnaires to give a framework for managers to follow to deliver team-based working." Jo Moran, Programme Manager, Marks and Spencer "The book provides a comprehensive guide behind the concepts of Team Based Working. It links the theory to a practical guide to implementing Team Based Working and its potential role in developing high performing organisations." Peter Colclough, Chief Executive, Torbay Primary Care TrustTable of ContentsAcknowledgements. 1. Introduction. 2. Deciding on Team-Based Working (TBW):. Developing an Understanding of Team-based Working. Forming an Implementation Steering Group. Diagnosing the Organization. Designing an Implementation Process. 3. Developing Support Systems:. Human Resource Management. Appraisal and Performance Review Systems. Reward Systems. Recruitment and Selection Systems. Education and Training Systems. Communication Systems. Team-process Support Systems. Feedback Systems. Inter-team Processes. 4. Team Leader and Team Member Selection:. Implementation Steering Group Planning. Defining Appropriate Criteria for the Selection of Team Leaders. Team Leader Training. Setting up Action Learning Sets for Team Leaders. Selecting Team Members. 5. Developing Effective Teams:. Team Tasks, Visions and Objectives. Team Participation. Quality of Decision Making. Support for Innovation. Team Conflict Resolution. 6. Reviewing and Sustaining Team Effectiveness:. Steps in Designing an Effective Evaluation System. Sustaining and Improving Performance: Encouraging Reflexivity. 7. Organization-Level Assessment:. Goal Achievement or Financial Performance. Customer or Service Receiver Perspectives. Business Processes or Internal Efficiency. Innovation. Inter-group Relations. Relationships Between Teams and Organizations. Beyond Team-based Organizing. Index.
£109.76
John Wiley and Sons Ltd Strategic Management
Book SynopsisThis highly popular introduction to strategic management has now been revised to take account of the latest developments in the field. * New edition of a highly popular introduction to strategic management. * Provides a clear framework for understanding the issues in corporate strategy, supported by current case examples.Trade Review"Dobson and Starkey have successfully updated their earlier work to provide a well written, comprehensive and authoritative book. The book contains a number of intersting case studies as well as chapter vignettes which provide a broad range of contexts within which the concepts and frameworks are discussed. The breadth of coverage is a distinct asset ensuring not only that all types of organisation are discussed, but also that the ideas presented can be viewed through a variety of lenses." David Ash, De Montfort UniversityTable of Contents1. What Is Strategic Management. 2. Situational Analysis: The Firm & Its Environment. 3. Strategic Choice. 4. The Resource-Based View Of The Firm. 5. Organization & Strategy. 6. The Management Of Strategic Change. 7. Present & Future Issues In Strategic Management.
£22.94
John Wiley and Sons Ltd Management and Creativity
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. Draws on the practical experience of individuals working in the creative industries. Looks at the place of creative organisations and creative business management in a new creative economy, based on ideas, images and information. 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 viii Acknowledgements xi Introduction: Creativity and the Creative Industries xiii 1 Defining Creativity 1 A Tale of Two Corridors 1 What Is Creativity? 2 What Creativity Is Not 7 Case Study: A Vision in a Dream? 10 Mapping the Great Divide: From Education to the Workplace 12 The Mythology of Genius 14 Case Study: The Genius and the Water-carrier 18 False Profits: The Creative Industries 19 2 From Individuals to Processes: Creative Teams and Innovation 23 From Individuals to Teams 23 Innovation and Teams 24 Beyond Specialization: Creative Work in the Creative Industries 26 Playing Many Parts: Creative Roles in the Creative Industries 28 Case Study: Repositioning Creativity in Advertising 30 Growing the Creative Team: Familiarization or Specialization? 33 Managing the Creative Team 34 Creative Tension and the Need for Trust 39 Creative Teams Need Uncreative People 42 3 Creative Systems: Implications for Management and Policy in the Creative Industries 45 The Cultural Geography of the Creative Industries 46 The Strength of Weak Ties 47 Case Study: Theatre as a Creative System 50 Implications for Management 52 Managing Creative Systems by ‘Brokering’ Knowledge 56 Implications for Policy 59 Systems and Sustainability 62 4 Managing Creative Work through Release and Control: The Myth of the Self-motivated Creative Worker 66 The World Turned Upside Down 66 Case Study: Changing Management Styles at the BBC 67 Whistle While You Work: Changing Theories of Employee Motivation 70 Out of Control: The Myth of the Self-motivated Creative Worker 72 The Isolation of Creative Work 74 Bounded Creativity: Creativity through Control and Constraint 76 Case Study: Musician for Hire – Boundaries for Musical Composition 78 False Freedom: The New Management Style in Practice 80 Case Study: Management in the Movies – Wise Children and Men in Suits 81 Beginnings and Endings 85 The Rules of the Game 87 5 Seeing the Pattern: Strategy, Leadership and Adhocracy 91 The Strategy Wars: Orientation versus Animation 91 Strategy and Creativity 92 Strategy in an Open System 96 Case Study: Emergent Patterns in Film Marketing 97 Strategy as Continuity in Change 102 Case Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in Strategy Formation 106 Strategy and Posthocracy: Being Decisive 108 Strategy as Process 111 6 Business Development and Organizational Change 116 What Is Organizational Change? 116 The Change Cycle 118 Incremental Change 121 Case Study: Creativity and Change at Marks and Spencer 122 The Aesthetics of Organizational Change: Organizational Integrity 126 Aligning Individual and Collective Change 129 Evolutionary Change 132 Creativity and Change 135 7 From Creative Marketing to Creative Consumption 138 Symbolic Goods 138 Postmodern Marketing 139 Case Study: Arts Marketing – From Products to Experiences 142 From Segments to Sub-cultures: Bringing the Audience Back in 145 The New Value Chain 147 Case Study: In Search of Oldton 149 Towards the Social Product 151 Letting Go 153 The Aesthetics of Marketing 155 8 The Politics of Creativity 159 Promoting the Creative Economy 159 Case Study: Creative New Zealand – The Branding of Creativity 163 From ‘Cultural’ to ‘Creative’ Industries 164 Creative Industries and Cultural Policy: Assumptions and Models 166 The Politics of Management 171 Creativity Is Difficult 172 Bibliography 176 Index 186
£28.50
John Wiley and Sons Ltd Value and Risk Management
Book SynopsisPublished on behalf of the Chartered Institute of Building and endorsed by a range of construction industry institutes, this book explains the underlying concepts of value and risk, and how they relate to one another. It describes the different issues to be addressed in a variety of circumstances and at all stages of a project''s life and reviews a number of commonly used and effective techniques, showing how these may be adapted to suit individuals'' styles and circumstances. * Published on behalf of the Chartered Institute of Building with cross-industry institutional support * Combines value and risk management which are often considered, wrongly, in isolation * Makes a complicated subject accessible to a wide audience of construction practitioners * Features checklists and proformas to aid implementation of best practice * Author has extensive practical experience of the subjectTrade Review* 'essential reading for all those who want to add value and reduce uncertainty in their development and construction projects' - Peter Rogers, Chairman, Strategic Forum for Construction 'I feel that this book is so important .it is very well written in a clear and concise prose. Even battle-hardened risk and value managers like myself will benefit from revisiting best practice, refreshing our tools and techniques and gaining new insights to stretch ourselves.' QS News 'Countless practical examples and anecdotes, some of these pertaining to international projects. Their high number and frequent usage reflect the author's wealth of experience while substantiating the practicality of concepts....The book is an excellent resource and I recommend it.' CME Jan 2007Table of ContentsForeword xi Preface xiii About the Author xvii Acknowledgements xviii 1 Key features and benefits 1 1.1 Why successful projects need value and risk management 1 1.2 Delivering success 1 1.3 Summary 7 2 Principles of value management 9 2.1 Essential attributes 10 2.2 A brief history 11 2.3 Language 13 2.4 Concepts 13 2.5 The family 15 2.6 Value management through the project cycle 17 2.7 The generic process 19 2.8 Value or cost – balancing benefits and investment 22 2.9 The value of time 25 2.10 Quality 26 2.11 Measuring value 29 3 Principles of risk management 33 3.1 Essential attributes 34 3.2 Evolution 35 3.3 Language 37 3.4 Concepts 37 3.5 The family 40 3.6 Risk management cycle 41 3.7 A generic risk management process 41 3.8 Risk to quality 43 3.9 Measuring risk 44 3.10 Contingency management 49 3.11 Time risk 49 4 An integrated approach to value and risk management 52 4.1 Why integrate? 53 4.2 The integrated process 57 4.3 Timing 58 4.4 Project stages and study types 61 4.5 Understanding the client’s business 66 4.6 Programmes of projects 69 4.7 Project launch studies 70 4.8 Summary of value and risk study types 72 4.9 Critical success factors 76 4.10 A framework for introducing value and risk management into an organisation 77 4.11 Embedding value and risk management in an organisation 81 4.12 Drawing on experience 83 4.13 Selecting the appropriate level of activity 86 5 People 88 5.1 The people and their roles 89 5.2 Collaboration versus confrontation 89 5.3 Stakeholder analysis and management 91 5.4 Team building 92 5.5 Partnering 92 5.6 Communications 95 5.7 The supply chain 97 5.8 Selecting the study team 100 5.9 The study leader 103 5.10 Styles of leadership 105 5.11 A study structure based on logic 105 5.12 Overcoming difficulties 107 5.13 Using conflict to advantage 110 5.14 Gaining consensus 111 5.15 Developing value and risk culture 112 5.16 Language 114 6 Concepts, standards and qualifications 117 6.1 Understanding value and risk 118 6.2 Understanding value 119 6.3 Understanding risk 140 6.4 Training and certification systems 150 7 Learning from others 154 7.1 Practice in other sectors 154 7.2 A value and risk approach to project development 155 7.3 Soft value management 161 7.4 Value management in manufacturing 164 7.5 Value management for public services 168 7.6 Risk and enterprise 174 7.7 The impact of partnering on value and risk 183 7.8 Just how mature are your organisation’s processes? 188 8 Study types 193 8.1 Types of study 194 8.2 Value management studies 194 8.3 Risk management studies 218 8.4 Combining value and risk reviews 226 8.5 Project reviews 227 8.6 European practice 230 8.7 The project cycle 230 8.8 Building on experience 231 9 Techniques for value and risk 234 9.1 The need for techniques 235 9.2 Preparation before a study 235 9.3 Invitation to participate 244 9.4 The workshop 245 9.5 Recording 250 9.6 The wrap-up meeting 250 9.7 Reporting 251 9.8 Reviewing progress 252 9.9 Whole-life costing 254 9.10 Stakeholder analysis 259 9.11 Partnering 263 9.12 Mind mapping 269 9.13 The Delphi technique 269 10 Value management techniques 271 10.1 Value management techniques 271 10.2 Function analysis 272 10.3 Function analysis system technique 274 10.4 Cost/worth 282 10.5 Multifunctionality 284 10.6 SMART methodology 285 10.7 Value drivers 287 10.8 Value profiling (or value benchmarking) 291 10.9 Option selection 292 10.10 Weighting techniques 293 10.11 Generating ideas for adding value (creative techniques) 295 10.12 Selecting the best ideas (evaluation) 300 10.13 Developing implementation proposals 305 10.14 Scenarios 306 10.15 Target costing 307 10.16 Function performance specification 308 11 Risk management techniques 311 11.1 Risk management techniques 311 11.2 Risk analysis and management 311 11.3 Identifying risks 314 11.4 Assessing risk 319 11.5 Managing risk 326 11.6 Optimism bias 335 11.7 Construction, design and management regulations 338 11.8 Risk breakdown structures 338 11.9 Failure modes and effects analysis 340 11.10 Hazard and operational studies (HAZOP) 341 12 Toolbox – checklists, forms and tables 343 12.1 Toolbox – summary 343 12.2 Briefing checklist 343 12.3 Information checklist 344 12.4 Study toolkit 345 12.5 Workshop invitation 346 12.6 Recording information generated during the workshop 346 12.7 Reports 348 12.8 Value management categories/prompt list 349 12.9 Risk identification prompt list 351 12.10 Value profiling proforma 354 12.11 Option evaluation matrix 355 12.12 Weighting tool 355 12.13 Paired comparison proforma 355 12.14 Proforma for whole-life cost estimating 356 12.15 Scenario building form 357 12.16 Whole-life cost checklist 357 12.17 HAZOP analysis sheet 357 12.18 Room layouts 358 Appendix A: Bibliography 362 Appendix B: Glossary 365 Index 376
£68.36
John Wiley and Sons Ltd Effective Healthcare Leadership
Book SynopsisEffective Healthcare Leadership integrates theory and practice to distil the reality of healthcare leadership today. It addresses the context and explores strategies for leadership and examines the leadership skills required to implement and sustain developments in healthcare.Table of ContentsForeword. List of Contributors. Introduction. SECTION 1. THE CHALLENGES OF LEADERSHIP IN HEALTHCARE. 1. The Context of Healthcare Leadership in Britain Today (Melanie Jasper). 2. What is Leadership? A Critical Overview of Frameworks, Models and Theories (Mansour Jumaa). 3. What is Effective Healthcare Leadership? A Case Study of the NHS in England (Mansour Jumaa). 4. Strategic Leadership for Healthcare Management (Mark Hodder and Stuart Marples). 5. Healthcare Governance Through Effective Leadership (Rob McSherry, Alyson Wadding and Paddy Pearce). SECTION 2. USING THE CLINLAP/LEADLAP MODEL FOR EFFECTIVE HEALTHCARE LEADERSHIP. 6. The CLINLAP Model - A Model for Nursing Management and Leadership Development (Mansour Jumaa). 7. Implementing the CLINLAP Model - A Case Study of Policy Change in Managing Deliberate Self-Harm (Janice Phillips, Helen Julu, Gülner Salih and Chris Gbolo). 8. Leadership Through Group Clinical Supervision (Jo Alleyne and Mansour Jumaa). 9. Leadership for Evidence-Based Practice (Mansour Jumaa, Ilkka Kunnamo and Melanie Jasper). 10. Leadership for Emotional Intelligence (Mansour Jumaa). SECTION 3. STRATEGIES FOR MAKING A DIFFERENCE IN HEALTHCARE LEADERSHIP. 11. Leading Change in Primary and Community Care (Lindsey Hayes). 12. Leading an Older Persons’ Outreach and Support Team Through Transformational Leadership (Nadia Chambers). 13. Leadership for Practice Development (Theresa Shaw). 14. Leadership in an Interprofessional Context: Learning from Learning Disability (Janet McCray). SECTION 4. CHALLENGES FOR LEADERSHIP IN THE FUTURE. 15. The Challenges for Leadership in the Future (Melanie Jasper). Index.
£53.15
John Wiley and Sons Ltd The Three Faces of Leadership
Book SynopsisThe Three Faces of Leadership takes readers inside the minds of CEOs who have been celebrated by the Harvard Business Review over the last decade of the twentieth century. Drawing on interviews with these famous CEOs, Mary Jo Hatch, Monika Kostera and Andrzej K. Kozminski demonstrate how business leaders today use aesthetics, specifically storytelling, dramatizing and mythmaking, to lead their companies successfully. They look at how they inspire organizations through their creativity, virtue and faith, and thus show the faces of the artist and priest alongside the technical and rational face of the manager. The Three Faces of Leadership features clear and accessible explanations of the aesthetic philosophy of management: as applied to the concepts of creativity, imagination, courage, virtue, inspiration, faith and ethics. It presents techniques for developing these qualities as an essential part of leadership; together with the capacity to communTrade Review"Can business leaders today assume truly heroic standing, beyond the hype? This wonderfully stimulating book offers the most sophisticated and enlightening answer to this question that I have come across to date. Far from revealing the secrets of great business leaders, this book shows that as managers, as artists and even as prophets, such leaders learn to live with ambiguity and uncertainty without resorting to simple formulas and cliches." Professor Yiannis Gabriel, Imperial College, London "The stories of business leadership embodied and disembodied here take our understanding of leadership - and the importance of storytelling for leadership - into new landscapes. A thoughtful and provocative study." Keith Grint, Lancaster UniversityTable of ContentsPreface. Chapter 1: The Aesthetics of Leadership. Management As Art and Aesthetics. The Three Faces of Leadership. Art and Religion at the Foundation of Cultures. Taking An Aesthetic Approach to Leading. Overview of the Book. Chapter 2: Telling Business Stories. Stories and Storytelling. Storytelling in Organizations. The CEOs’ Tales. Reflexivity and Complexity in Organizational Storytelling. Developing Your Storytelling Skills. Chapter 3: Dramatizing Leadership. Theater Through the Ages. The Theater Metaphor in Organization Studies. Theater in The HBR Interviews: From Morality Play to Global Show. Dramatic Range. Putting On a Show. Chapter 4: Leading Mythologically. Myths and Archetypes. The HBR Pantheon of Business Leaders. The In Crowd: Hermes, Athena and Demeter. Old Favorites: Zeus, Ares and Hephaestus. Rare and Absent Gods. Mythogizing Yourself and Others. Chapter 5: Forming and Reforming the Institution of Management. Managerial Culture and Its Institutionalizing Force. Our Interview with HBR. HBR’s Role in Managerial Culture. Aesthetic Influences on the Institution of Management. Distinguishing Manager, Artist and Priest. Chapter 6: The Business Leaders as Artist and Priest. Business as Religion?. Using Faith to Redress Ethics in Business. The Vision to Change: Creation, Inspiration and Institutionalization. Aligning Manager, Artist and Priest. Postscript. Appendix A: List of stories and their locations in the HBR interviews. Appendix B: List of CEO Interviews. Bibliography. Additional Reading and Resources. Index
£53.99
John Wiley and Sons Ltd The Three Faces of Leadership
Book SynopsisThe Three Faces of Leadership takes readers inside the minds of CEOs who have been celebrated by the Harvard Business Review over the last decade of the twentieth century. Drawing on interviews with these famous CEOs, Mary Jo Hatch, Monika Kostera and Andrzej K. Kozminski demonstrate how business leaders today use aesthetics, specifically storytelling, dramatizing and mythmaking, to lead their companies successfully. They look at how they inspire organizations through their creativity, virtue and faith, and thus show the faces of the artist and priest alongside the technical and rational face of the manager. The Three Faces of Leadership features clear and accessible explanations of the aesthetic philosophy of management: as applied to the concepts of creativity, imagination, courage, virtue, inspiration, faith and ethics. It presents techniques for developing these qualities as an essential part of leadership; together with the capacity to communTrade Review"Can business leaders today assume truly heroic standing, beyond the hype? This wonderfully stimulating book offers the most sophisticated and enlightening answer to this question that I have come across to date. Far from revealing the secrets of great business leaders, this book shows that as managers, as artists and even as prophets, such leaders learn to live with ambiguity and uncertainty without resorting to simple formulas and cliches." Professor Yiannis Gabriel, Imperial College, London "The stories of business leadership embodied and disembodied here take our understanding of leadership - and the importance of storytelling for leadership - into new landscapes. A thoughtful and provocative study." Keith Grint, Lancaster UniversityTable of ContentsPreface. Chapter 1: The Aesthetics of Leadership. Management As Art and Aesthetics. The Three Faces of Leadership. Art and Religion at the Foundation of Cultures. Taking An Aesthetic Approach to Leading. Overview of the Book. Chapter 2: Telling Business Stories. Stories and Storytelling. Storytelling in Organizations. The CEOs’ Tales. Reflexivity and Complexity in Organizational Storytelling. Developing Your Storytelling Skills. Chapter 3: Dramatizing Leadership. Theater Through the Ages. The Theater Metaphor in Organization Studies. Theater in The HBR Interviews: From Morality Play to Global Show. Dramatic Range. Putting On a Show. Chapter 4: Leading Mythologically. Myths and Archetypes. The HBR Pantheon of Business Leaders. The In Crowd: Hermes, Athena and Demeter. Old Favorites: Zeus, Ares and Hephaestus. Rare and Absent Gods. Mythogizing Yourself and Others. Chapter 5: Forming and Reforming the Institution of Management. Managerial Culture and Its Institutionalizing Force. Our Interview with HBR. HBR’s Role in Managerial Culture. Aesthetic Influences on the Institution of Management. Distinguishing Manager, Artist and Priest. Chapter 6: The Business Leaders as Artist and Priest. Business as Religion?. Using Faith to Redress Ethics in Business. The Vision to Change: Creation, Inspiration and Institutionalization. Aligning Manager, Artist and Priest. Postscript. Appendix A: List of stories and their locations in the HBR interviews. Appendix B: List of CEO Interviews. Bibliography. Additional Reading and Resources. Index
£26.39
John Wiley and Sons Ltd Commercial Management of Projects
Book SynopsisThis is the first book to establish a theoretical framework for commercial management. It argues that managing the contractual and commercial issues of projects from project inception to completion is vital in linking operations at the project level and the multiple projects (portfolios/ programmes) level to the corporate core of a company. The book focuses on commercial management within the context of project oriented organisations, for example: aerospace, construction, IT, pharmaceutical and telecommunications in the private and public sectors. By bringing together contributions from leading researchers and practitioners in commercial management, it presents the state-of-the-art in commercial management covering both current research and best practice. Commercial Management of Projects: defining the discipline covers the external milieu (competition, culture, procurement systems); the corporate milieu (corTrade Review"A well structured book, and the first of its kind in the discipline of commercial management. I found the usage of multiple contributors very refreshing as they were chosen for their expertise in certain fields." Building Engineer 'A very valuable read. I can recommend the book for everyone interested in getting a current view of the discipline of commercial management' CME Jan 2007Table of ContentsContributors. Preface. Acknowledgements. 1. Commercial Management – Defining a Discipline (David Lowe and Roine Leiringer). PART 1: EXTERNAL MILIEU. Introduction to Part 1 (David Lowe and Roine Leiringer). 2. Competition (Headley Smyth). 3. Culture (Richard Fellows). 4. Procurement in the Context of Commercial Management (David Langford and Mike Murray). PART 2: CORPORATE MILIEU. Introduction to Part 2 (David Lowe and Roine Leiringer). 5. Corporate Governance and Shareholder Value (Marc Goergen and Luc Renneboog). 6. Strategies for Solutions (Andrew Davies and Michael Hobday). 7. The Effectiveness of Marketing Spend (Christopher Preece, Kristen Moodley and Michael Brown). 8. Trust and Commercial Managers: Influences and Impacts (Will Swan, Peter McDermott and Malik Khalfan). 9. Outsourcing (Jan Bröchner). PART 3: PROJECTS MILIEU. Introduction to Part 3 (David Lowe and Roine Leiringer). 10. Management of Uncertainty (Kalle Kähkönen). 11. Conflict Management and Dispute Resolution (Peter Fenn). 12. Performance Measurement (Malcolm Horner). 13. Value Management of Complex Projects (John Kelly). PART 4: PROJECT MILIEU. Introduction to Part 4 (David Lowe and Roine Leiringer). 14. The Governance of Project Coalitions - Towards a Research Agenda (Graham M. Winch). 15. Contract Management (Will Hughes). 16. Bidding (David Lowe and Martin Skitmore). 17. Strategic Purchasing and Supply Chain Management in the Project Environment - Theory and Practice (Andrew Cox and Paul Ireland). 18. Signals from site - Embodied Logic and Management Accounting on Construction Projects (Andrew Ross and David Hugill). 19. Afterword - Identifying and Defining a New Inter-Disciplinary Research Agenda for Commercial Management (David Lowe). Index.
£126.85
John Wiley and Sons Ltd Managers of Innovation
Book SynopsisInnovation is increasingly identified as the critical factor in ensuring economic competitiveness. Departments of state and quasi-governmental organizations in many countries including, Austria, Australia, Canada, France, Germany, The Netherlands, Sweden and the UK, have issued reports and calls to action; but implementation will continue to be problematic unless the points made in this book are taken into account. Drawing on 350 in-depth interviews with senior managers, this book presents an original theory about the characteristics of managers in good innovative organizations and poor innovative organizations. It pays close attention to the attitudes, understandings, assumptions and interpretations of managers, who are often the ultimate decision-makers when it comes to innovation. The text is supported by real-life, internationally-known cases such as Hewlett-Packard, Zeneca and the BBC, as well as voluntary sector cases such as Oxfam. It is also enricTrade Review"This is a rich and significant book on one of the most important issues facing managers today. Innovation is the key driver for the future of businesses and societies. There is an excellent balance of theory, empirical insight and implications for practice. Students, academics and business people will find this a major source of insights into the complexities of managing the innovation process."Ken Starkey, Nottingham University " By focusing on managers' own theories, Storey and Salaman break fresh ground in our understanding of the processes of organizational innovation, a topic that has national and practical, as well as theoretical, significance." David A. Buchanan, Leicester Business School "Important book. The authors highlight the utter centrality of managerial mindsets and orientations to organizational innovativeness. All the other factors that are crucial to organizational innovation hinge on the right managerial perspective." Deborah Dougherty, Rutgers University "Primarily designed as a student text, for those concerned with the subject, but would also be useful to help re-educated a large number of 'de-innovating' managers." Long Range PlanningTable of ContentsList of Figures and Tables. Preface. About the Authors. Part I: Introduction. 1. Innovation: Problems and Possibilities. 2. The Current State of Knowledge about Innovation. Part II: Managers' Accounts of Innovation. 3. From Tight Control to the Edge of Anarchy: Managing Innovation in Telecommunications. 4. Managing Creative Workers in an Innovative Way. 5. Contrasting Approaches to Innovation in Engineered Manufactured Goods. 6. Innovation in the Voluntary Sector. Part III: Synthesis. 7. Conclusions. Appendix: Research Methods. Bibliography. Index
£27.19
John Wiley and Sons Ltd Managers of Innovation
Book SynopsisInnovation is increasingly identified as the critical factor in ensuring economic competitiveness. Departments of state and quasi-governmental organizations in many countries including, Austria, Australia, Canada, France, Germany, The Netherlands, Sweden and the UK, have issued reports and calls to action; but implementation will continue to be problematic unless the points made in this book are taken into account. Drawing on 350 in-depth interviews with senior managers, this book presents an original theory about the characteristics of managers in good innovative organizations and poor innovative organizations. It pays close attention to the attitudes, understandings, assumptions and interpretations of managers, who are often the ultimate decision-makers when it comes to innovation. The text is supported by real-life, internationally-known cases such as Hewlett-Packard, Zeneca and the BBC, as well as voluntary sector cases such as Oxfam. It is also enricTrade Review"This is a rich and significant book on one of the most important issues facing managers today. Innovation is the key driver for the future of businesses and societies. There is an excellent balance of theory, empirical insight and implications for practice. Students, academics and business people will find this a major source of insights into the complexities of managing the innovation process."Ken Starkey, Nottingham University " By focusing on managers' own theories, Storey and Salaman break fresh ground in our understanding of the processes of organizational innovation, a topic that has national and practical, as well as theoretical, significance." David A. Buchanan, Leicester Business School "Important book. The authors highlight the utter centrality of managerial mindsets and orientations to organizational innovativeness. All the other factors that are crucial to organizational innovation hinge on the right managerial perspective." Deborah Dougherty, Rutgers University "Primarily designed as a student text, for those concerned with the subject, but would also be useful to help re-educated a large number of 'de-innovating' managers." Long Range PlanningTable of ContentsList of Figures and Tables. Preface. About the Authors. Part I: Introduction. 1. Innovation: Problems and Possibilities. 2. The Current State of Knowledge about Innovation. Part II: Managers' Accounts of Innovation. 3. From Tight Control to the Edge of Anarchy: Managing Innovation in Telecommunications. 4. Managing Creative Workers in an Innovative Way. 5. Contrasting Approaches to Innovation in Engineered Manufactured Goods. 6. Innovation in the Voluntary Sector. Part III: Synthesis. 7. Conclusions. Appendix: Research Methods. Bibliography. Index
£54.00
John Wiley and Sons Ltd Knowledge Management in Construction
Book SynopsisA key problem facing the construction industry is that all work is done by transient project teams, and in the past there has been no structured approach to learning from projects once they are completed. Now, though, the industry is adapting concepts of knowledge management to improve the situation.Trade Review'This book provides practical guidance and I consider it essential reading for all participants in the construction process.' Sir Michael Latham 'This book gives us many excellent examples of the importance of KM and how KM can be used and implemented in a project-based industry such as construction' Journal of Human Resource Costing & AccountingTable of ContentsChapter 1 INTRODUCTION. Chapter 2 NATURE AND DIMENSIONS OF KNOWLEDGE MANAGEMENT. 2.1 Introduction; 2.2 Why knowledge management now? The Drivers; 2.3 Nature of knowledge; 2.4 Extra organisational knowledge and absorptive capacity; 2.5 Key knowledge processes; 2.6 Conclusions. Chapter 3 CONSTRUCTION AS A KNOWLEDGE-BASED INDUSTRY. 3.1 Introduction; 3.2 Construction industry and knowledge intensive products and services; 3.3 Knowledge production in Construction; 3.4 Communicating and sharing knowledge; 3.5 Creating and sustaining a knowledge culture; 3.6 Conclusions. Chapter 4 THE BUSINESS CASE FOR KNOWLEDGE MANAGEMENT. 4.1 Introduction; 4.2 What does Knowledge Management mean to Construction?; 4.3 What Knowledge Management strategy should be adopted?; 4.4 Delivering Knowledge Management in practice; 4.5 A business case for Knowledge Management; 4.6 The Future. Chapter 5 ORGANISATIONAL READINESS FOR KNOWLEDGE MANAGEMENT. 5.1 Introduction; 5.2 Importance of knowledge lifecycle management (KLM); 5.3 Preparing the organisational context for KLM; 5.4 Conclusions. Chapter 6 TOOLS AND TECHNIQUES FOR KNOWLEDGE MANAGEMENT. 6.1 Introduction; 6.2 Knowledge management tools; 6.3 Selecting Knowledge management tools; 6.4 The SeLEKT approach; 6.5 Conclusions. Chapter 7 CROSS-PROJECT KNOWLEDGE MANAGEMENT. 7.1 Introduction; 7.2 Nature of projects; 7.3 Construction projects; 7.4 Cross project knowledge transfer; 7.5 Live capture and re-use of project knowledge; 7.6 Conclusions. Chapter 8 KNOWLEDGE MANAGEMENT AS A DRIVER FOR INNOVATION. 8.1 Introduction; 8.2 Knowledge management and innovations - building and maintaining capabilities; 8.3 Knowledge management and improved innovations: Issues of strategy, process, structure, culture and technology; 8.4 Managing knowledge for exploitations: Implications for managers; 8.5 Conclusions. Chapter 9 PERFORMANCE MEASUREMENT IN KNOWLEDGE MANAGEMENT. 9.1 Introduction; 9.2 Why measure the performance of knowledge management and knowledge assets; 9.3 Types of performance measures; 9.4 Measurement approaches; 9.5 Application tools; 9.6 Conclusions. Chapter 10 KM STATEGY DEVELOPMENT: A CLEVER APPROACH. 10.1 Introduction; 10.2 The CLEVER project; 10.3 The Clever Framework; 10.4 Utilisation and Evaluation of the Framework; 10.5 Conclusions;. Chapter 11 CORPORATE MEMORY. 11.1 Introduction; 11.2 Research Methodology; 11.3 Related Research; 11.4 Tacit knowledge, capture, sharing and reuse; 11.5 Tacit and explicit knowledge capture, sharing and reuse; 11.6 Conclusions. Chapter 12 BUILDING A KNOWLEDGE SHARING CULTURE IN CONSTRUCTION PROJECT TEAMS. 12.1 Introduction; 12.2 Case study; 12.3 Discussion; 12.4 Conclusions. Chapter 13 CONCLUDING NOTES. 13.1 Introduction; 13.2 Summary; 13.3 Benefits of knowledge management to construction organisations; 13.4 Issues in knowledge management implementation; Future directions
£97.16
John Wiley and Sons Ltd On Leadership
Book SynopsisIn this series of lectures, previously unpublished in English, and here translated from a French reconstruction and interpretation by noted scholar Thierry Weil, leading organizational scholar James March uses great works of literature to explore the problems of leadership.Trade Review"One of the most refreshing, insightful and thought-provoking books on leadership. This intelligent treatment opens up many new lines of inquiry and offers many new theoretical and practical insights." John Storey, The Open University Business School “This is a book for leaders, and for those of us who watch our leaders with appreciation, distaste, empathy, and frustration. Professor March shakes the foundations of how we think about leadership…This book will not offer you six easy steps to becoming an effective leader, but it will provoke, amuse, challenge, and irritate you. It will force you to think about leadership in ways that will destroy your innocence.” Joanne Martin, Stanford UniversityTable of ContentsForeword - Jean-Claude Thoenig. Preface - James G. March. Preface - Thierry Weil. 1. Introduction: an original approach to a hackneyed subject. The organization of the course. From oral to written presentation. Issues linked with leadership. 2. Othello: leadership and private life, innocence and cleverness, revenge and the social order. Prologue on the appreciation of leaders. Private life and public role. Can revenge serve the social order?. Cleverness, innocence, and virtue. Why do people act as they do?. The characters in Othello. 3. Saint Joan: are heretics mad or are they geniuses?. Exploitation and exploration. Can leaders selected for their reliability be turned into creative leaders?. Diversity and unity. Saint Joan. 4. War and Peace: ambiguity, incoherence, and irrelevance. Ambiguity and incoherence: The Love Song of J. Alfred Prufrock. Leaders confronted by ambiguity. A novel with a structure reflecting a view of history: irrelevance. The social order in War and Peace. What is power?. The powerlessness of power. Power and hierarchy. Power as seen by those who do not have it. Assuming the ambivalence of power. Identity and social order: the characters in War and Peace. Heroism and irrelevance. The social order based on merit. Why we are disappointed by our bosses. Why are bosses not particularly clever?. 5. Sex and leadership. The sexed nature of leadership in organizations. Sexuality and organizations. Private fantasies and social control of behavior. Sexual harassment. Sexual relationships. Ambiguous sexual behavior. The sexuality of leaders. Are efficient organizations feminine?. Efficient organizations with no heroic leader. 6. Don Quixote and the virtue of arbitrary commitment. A strange novel. Don Quixote and reality. Primary implications for leadership. Don Quixote's vision of life. Other lessons for leaders from Don Quixote. Great visions, great actions, and great expectations. Heroes to protect us from our own irrelevance. The stuff that dreams are made of. The pleasures of the process. 7. Plumbers and poets. What do leaders really do?. Appendix 1: INTELLIGENCE VERSUS REASON, an overview of James March's work. Miseries of Reason. The limitations of rationality or the critique of pure reason. The application of suitable procedures or the critique of practical reason. Thwarted learning or the critique of dialectic reason. The technology of foolishness or the critique of immediate reason. Splendors of Reason. The charms of orthodoxy. The rigorous and efficient use of reason. Systemic reason or the quest for intelligence. Redemption through enthusiasm. The collective need for individual gambles. How to make the challenge of exploration attractive. Beyond rationality: poetry, intuition, and enthusiasm. Institutions are not based on haggling alone. Insignificant actions. Optimism without hope. Mundane organizations and gardening. Appendix 1: Intelligence Versus Reason: An Overview of James March's Work. Appendix 2: Mundane Organizations and Heroic Leaders. Index
£54.90
John Wiley and Sons Ltd On Leadership
Book SynopsisIn this series of lectures, previously unpublished in English, and here translated from a French reconstruction and interpretation by noted scholar Thierry Weil, leading organizational scholar James March uses great works of literature to explore the problems of leadership.Trade Review"One of the most refreshing, insightful and thought-provoking books on leadership. This intelligent treatment opens up many new lines of inquiry and offers many new theoretical and practical insights." John Storey, The Open University Business School “This is a book for leaders, and for those of us who watch our leaders with appreciation, distaste, empathy, and frustration. Professor March shakes the foundations of how we think about leadership…This book will not offer you six easy steps to becoming an effective leader, but it will provoke, amuse, challenge, and irritate you. It will force you to think about leadership in ways that will destroy your innocence.” Joanne Martin, Stanford UniversityTable of ContentsForeword - Jean-Claude Thoenig. Preface - James G. March. Preface - Thierry Weil. 1. Introduction: an original approach to a hackneyed subject. The organization of the course. From oral to written presentation. Issues linked with leadership. 2. Othello: leadership and private life, innocence and cleverness, revenge and the social order. Prologue on the appreciation of leaders. Private life and public role. Can revenge serve the social order?. Cleverness, innocence, and virtue. Why do people act as they do?. The characters in Othello. 3. Saint Joan: are heretics mad or are they geniuses?. Exploitation and exploration. Can leaders selected for their reliability be turned into creative leaders?. Diversity and unity. Saint Joan. 4. War and Peace: ambiguity, incoherence, and irrelevance. Ambiguity and incoherence: The Love Song of J. Alfred Prufrock. Leaders confronted by ambiguity. A novel with a structure reflecting a view of history: irrelevance. The social order in War and Peace. What is power?. The powerlessness of power. Power and hierarchy. Power as seen by those who do not have it. Assuming the ambivalence of power. Identity and social order: the characters in War and Peace. Heroism and irrelevance. The social order based on merit. Why we are disappointed by our bosses. Why are bosses not particularly clever?. 5. Sex and leadership. The sexed nature of leadership in organizations. Sexuality and organizations. Private fantasies and social control of behavior. Sexual harassment. Sexual relationships. Ambiguous sexual behavior. The sexuality of leaders. Are efficient organizations feminine?. Efficient organizations with no heroic leader. 6. Don Quixote and the virtue of arbitrary commitment. A strange novel. Don Quixote and reality. Primary implications for leadership. Don Quixote's vision of life. Other lessons for leaders from Don Quixote. Great visions, great actions, and great expectations. Heroes to protect us from our own irrelevance. The stuff that dreams are made of. The pleasures of the process. 7. Plumbers and poets. What do leaders really do?. Appendix 1: INTELLIGENCE VERSUS REASON, an overview of James March's work. Miseries of Reason. The limitations of rationality or the critique of pure reason. The application of suitable procedures or the critique of practical reason. Thwarted learning or the critique of dialectic reason. The technology of foolishness or the critique of immediate reason. Splendors of Reason. The charms of orthodoxy. The rigorous and efficient use of reason. Systemic reason or the quest for intelligence. Redemption through enthusiasm. The collective need for individual gambles. How to make the challenge of exploration attractive. Beyond rationality: poetry, intuition, and enthusiasm. Institutions are not based on haggling alone. Insignificant actions. Optimism without hope. Mundane organizations and gardening. Appendix 1: Intelligence Versus Reason: An Overview of James March's Work. Appendix 2: Mundane Organizations and Heroic Leaders. Index
£22.09
John Wiley and Sons Ltd Blunders in International Business
Book SynopsisThis new edition of Blunders in International Business is significantly updated and revised, full of interesting anecdotes, including dozens of new international business blunders. David Ricks has uncovered many informative and entertaining blunders that will make this book hard to put down. Features blunders from well-known corporations American Express, McDonalds, Toyota, GM, Sharwoods, Jolly Green Giant, Bacardi, Puff, AOL, BMW, and many others. Conserves its well-liked, concise format. Several well-known blunders from previous editions have been replaced in order to update the lessons learned. Table of ContentsPreface. 1. Introduction. The Role of Culture. The Role of Communication. Structure. 2. Production. Location/Layout. Product. Package. Color. Summary. 3. Names. Product Names. Company Names. Summary. 4. Marketing. Promotions. Pricing. Summary. 5. Translation. Carelessness. Multiple Meanings. Idioms. Summary. 6. Management. Cultural Differences. Labor Relations. Summary. 7. Strategic Management. Entry Mode. Supply Problems. Complex Problems. Additional Mistakes. Summary. 8. Other Areas of International Business. Legal. Finance. Market Research. Summary. 9. Lessons Learned. Adaptation. Nationalism. Promotion. Translation. Market Research. Conclusion. Notes. Index of Companies. Index of Places. Index of Products
£17.09
John Wiley and Sons Ltd International Council of Nurses
Book SynopsisNursing Leadership focuses on principles of effective leadership and leadership development in nursing, and is equally applicable for other professional groups. The book explores the importance of balancing leadership theory and knowledge with the development of leadership skills based on action-learning, and using a framework of three integrated components: the person who is the leader, the setting of leadership, and the followers. Nursing Leadership highlights the importance of preparing nurses for leadership in a global context in light of the challenge of changing health services and nursing roles. Nursing Leadership is brought to life with examples from the International Council of Nurses' experience with its Leadership for Change programme (LFC)' implemented in over fifty countries and in a variety of socio-political and cultural contexts. The book addresses principles of effective leadership that promote successful and sustainable ouTrade Review"Using real histories from participants on the ICN Leadership for Change programme, this book explores in depth the leadership challenges facing nurses internationally. Nurses from more than 50 countries have completed the programme and their achievements make amazing reading. This text embodies the best aspects of international nursing leadership and testifies to the influence the ICN has had on nursing worldwide. It should be read by every nurse who sees the need for change." Nursing Standard "This book is a useful, easy to read and informative text suitable for experienced nurses wishing to develop their own leadership knowledge and skills." Nursing Times, 2 October 2007 'The courage, wisdom and enthusiasm manifest in these exemplars makes the book quite unique and lifts it from being another (albeit very useful) leadership textbook into a league of its own... It is a worthwhile and enriching read and would be excellent material for professional practice subjects at both undergraduate and postgraduate level.' Journal of Advanced NursingTable of ContentsIntroducing this book. 1 Background: the challenge of change. 2 What leadership is not. 3 About leadership: the person who is a leader. 4 About leadership: the setting and the followers. 5 Developing leaders: designing a successful program. 6 The soul of leadership and leadership development. 7 Leadership in practice: outcomes for the person. 8 Leadership in practice: outcomes for the setting and the followers. 9 Sustaining leadership outcomes and getting longer term impacts. 10 Defining success and getting a good return on investment. 11 Making a difference
£55.05
John Wiley and Sons Ltd Construction Partnering and Integrated
Book Synopsis'As long as government continues to push collaborative working and best value, partnering will be in vogue' If you are implementing partnering in your organisation and don't know where to start, this book covers everything you'll need - explaining all aspects of the partnering relationship from scratch.Trade Review'It offers a straightforward, clear, and practical account of how to establish and maintain partnering and intergrated teamworking relationships.' CME Dec 2006Table of ContentsPreface. Chapter 1: The Culture Change. Chapter 2: Identifying the oorganisations’ Value Criteria. Chapter 3: Partnering Advisers and Facilitators. Chapter 4: Internal Partnering and Managing Change. Chapter 5: Selection Criteria and Weighting. Chapter 6: Selecting Supplier Partners. Chapter 7: Writing Effective Partnering Documentation. Chapter 8: Evaluating Client Partners. Chapter 9: Submitting Successful Partnering Bids. Chapter 10: Assessment, Evaluation and Award. Chapter 11: Developing the Integrated Team. Chapter 12: Trust. Chapter 13: Respect For People. Chapter 14: Communication. Chapter 15: Non-Technical Team Roles. Chapter 16: Mutual Objectives. Chapter 17: Issue Resolution. Chapter 18: Partnering Champions and the Core Groups. Chapter 19: Continuous improvement. Chapter 20: Benchmarking and Key Performance Indicators. Chapter 21: A Programme Of Partnering and Integrated Team Workshops. Chapter 22: Initial Partnering Workshop. Chapter 23: Continuous Improvement Review. Chapter 24: Post-project Review. Chapter 25: Value Management. Chapter 26: Risk Management. Chapter 27: Lean Thinking. Chapter 28: COLA – The Cross Organisational Learning Approach. Chapter 29: Implementing Best Value. Chapter 30: Sustainability. Chapter 31: Whole Life Costing. Chapter 32: Innovation. Chapter 33: Open book accounting. Chapter 34: Incentives and Award. Chapter 35: Partnering Contracts. Chapter 36: Involving Interested Parties and Inducting New Staff. Chapter 37: Avoiding the Pitfalls of Partnering. Chapter 38: Icebreakers and Team Building Exercises. References. Index.
£69.26
John Wiley and Sons Ltd Managing Construction Logistics
Book SynopsisEvery major industry except construction uses logistics to improve its bottom line Poor logistics is costing the construction industry at least GBP3 billion a year according to a report Improving Construction Logistics published by the Strategic Forum for Construction.Trade Review"I can commend this book to both industry professionals, to academics and to students in the field of construction management. I would recommend that potential readers not follow my example but rather follow the advice of the King in Alice in Wonderland and begin at the beginning and go on till you come to the end: then stop." (Australasian Journal of Construction Economics and Building, 1 April 2010) "Practical, clear and accessible. First book to address logistics in construction. Written by the industry-recognized logistics experts. Tackles issues of key concern: efficient use of labor; sustainability; waste and supply chain management." (Medicaster, 29 October 2010) "This guide emphasises the benefits of good logistics in construction and includes many detailed case studies. "I believe constructors ignore this book at their peril," says Peter Rogers CBE, chairman of the Green Building Council." (Construction Manager, September 2010)Table of ContentsForeword. Preface. About the Book. About the Authors. Dedication and Acknowledgements. Glossary of Abbreviations. Introduction. Section 1: Contextualising Logistics for Construction. 1 The Origins of Logistics. Definitions and origins of logistics. The military origins of logistics. Modern military logistics. Parallel lines: construction and the military. References. Section 2: Construction Logistics in Practice. 2 Construction Logistics in Practice. Development of logistics. Construction industry logistics. Comparing construction with manufacturing. Construction industry: traditional approach to logistics. Construction industry: dedicated approach to logistics. Cultural barriers to implementing integrated logistics in the construction industry. Resistance to change. Logistics constraints. References. 3 An Introduction to Practical Logistics. Planning is everything. Waste not, want not? Communication is the key. Standardisation and pre-assembly in construction. Creating professional logistics operations in the construction industry. Small sites. Practical completion. References. 4 Mobilisation and Resourcing the Team. Mobilisation and site set-up. Resourcing the logistics team. The background. Contractual norms and logistics management. Issues in current practice. The specialist construction logistics contractor. Employment and training. References. 5 Materials Delivery and Handling. Contractual issues and current practice. Getting materials to the site. Common user plant: tower cranes. Common user plant: lifts and hoists. The scope and potential of common user plant. Couriers. Alternative forms of transport. Distribution. Batching plants or concrete deliveries? Barcodes and radio-frequency identification. Consolidation centres. References. 6 Transport and Communications. Introduction to traffic management. Managing construction traffic on the highways. Managing access points. Car parking. Managing haul roads. Wheel washes. An overview of communications. The site logistics meeting. Learning from the site. Communication tools. Signage. References. 7 Managing Critical Risks. Importance of fire management. Causes of fire. The fire safety plan. Evacuation plans. Fire marshals and fire wardens. Contractual barriers to a seamless response. Introduction to first aid and occupational health. Creating the right level of first-aid provision. First-aid equipment. Dealing with emergencies. Occupational health. References. Further information. 8 Security. The remit of the security team. Managing access to site. Night security. Dogs. Alarms. Special measures. References. 9 Coordinating Infrastructure and Services. Catering. Temporary accommodation. Temporary services. References. 10 Waste Management and Good Housekeeping. Procurement of waste management services. What is waste? Challenges to good housekeeping on site. A professional approach to waste management. Potentials for further improvement. Housekeeping. Sanitary facilities. Achieving good housekeeping. References. Section 3: The Future of Construction Logistics. 11 Construction Consolidation Centres. Consolidation centre concept. Construction logistics consolidation centres: an outline. The benefits of using a consolidation centre. The challenges of pricing the logistics element of a contract. Change management. The consolidation centre methodology. Warehouse management systems. Materials identification and tagging systems. Value stream mapping. The cost benefits of a consolidation centre. Increasing the availability of materials. Advantages offered to materials suppliers: better use of delivery vehicles. Realising cost savings. Non-financial benefits of the consolidation centre. Increased accountability. Environment. The social benefits of good supply chain management and logistics techniques. Socially responsible supply chain management and logistics. Considering the future application of the consolidation centre methodology. Important considerations for the future. References. 12 Case Studies. Introduction. Case Study 1: Construction Logistics: The Heartbeat of a Project. Case Study 2: Prescription to Reduce Waste: AstraZeneca. Case Study 3: Consolidated Loads: The Answer to Space- and Access-constrained Sites. Case Study 4: Come Up and See Me Some Time: The Value of Occupational Health. Case Study 5: Terminal 5: Delivering Europe's Largest Construction Project Just in Time. Case Study 6: Security Services at Tate Modern and Tate Britain. Case Study 7: Refurbishment at Unilever House: Delivering Sustainability. Conclusion: The Argument for Change. Index.
£60.75
University of Toronto Press Industrial Relations
Book SynopsisIndustrial relations, which in the past have focused almost entirely on union-management relations, have recently been expanded to include such new areas of interest as manpower and poverty problems. At the University of Toronto a new Centre for Industrial Relations has been established, a research-oriented institution whose primary objective is to further scholarly investigations into all phases of industrial relations. To launch the new Centre a conference was held with distinguished Canadian and international authorities invited to discuss the challenges and responses for Industrial Relations in the next decade, from various points of view. This volume, based on the papers presented, will be a welcome contribution to knowledge in this challenging field.In Part I, "An International Perspective," David A. Morse considers the conference's general theme in terms of its world-wide ramifications. Part II, "Collective Bargaining in an Age of Change," is devoted mainly to a discus
£19.79
University of Toronto Press Leading the Modern University
Book SynopsisLeading the Modern University documents the challenges and solutions that five successive York University presidents encountered from the very early 1970s up to 2014.Trade Review‘What an interesting, well written, and relevant book, developed in collaboration with her presidential colleagues. Each president, in turn, describes aspects of the office deemed fit for public consumption, each in their unique voice and perspective.’ -- Victoria Handford * Canadian Journal of Higher Education vol 47:01:2017 *"Marsden’s book is comprehensive and informative. I fully recommend it to anyone who is passionate about post-secondary education and who hopes to understand the forces continuing to shape university leadership." -- Gervan Fearon, Brock University * University of Toronto Quarterly, vol 87 3, Summer 2018 *Table of ContentsList of Figures List of Tables Acknowledgements. Contributors. List of Acronyms and Abbreviations Introduction Lorna R. Marsden 1: Background to the Events of 1973 at York University Lorna R. Marsden 2: York University: As Seen Through the Eyes of a President, 1974-1984 H. Ian Macdonald 3: The Economy is the Secret Police of Our Desires: York University 1985-1992 Harry Arthurs 4: Tales of York: 1992-1997 Susan Mann 5: Years of Transition: 1997-2007 Lorna R. Marsden 6: This is Our Time: Into a New Era at York University, 2007-2014 Mamdouh Shoukri 7: York's Crises Resolved: The Future Is Secure Lorna R. Marsden Works Cited
£30.60
University of Toronto Press Inventories and the Business Cycle
Book SynopsisThis study falls into two parts. Part I contains a theoretical analysis of the relation of inventories and inventory fluctuations to the business cycle. It begins with a brief survey of the treatment of inventories in the literature of business cycles. Then a theoretical model of the economic system is developed as a basis for judging the nature and importance of inventory fluctuations in the economy. Part II is a study of inventory fluctuations in Canada over the period from 1918 to 1950 and provides some inductive verification of the preceding theoretical argument. The behaviour of inventories in ten important manufacturing industries is analysed in detail. This part also contains analysis of the movement of total inventories and of the behaviour of inventories in the main industrial subdivisions of the economy. Finally a brief chapter relates these findings to the theoretical analysis of Part I.Canadian Studies in Economics, No. 10.
£14.24
John Wiley and Sons Ltd Managing Corporate Social Responsibility
Book SynopsisManaging Corporate Social Responsibility offers a strategic, communication-centred approach to integrating CSR into organizations. Drawing from a variety of disciplines and written in a highly accessible style, the book guides readers in a focused progression providing the key points they need to successfully navigate the benefits and implications of managing CSR. Chapters are organized around a process model for CSR that outlines steps for researching, developing, implementing, and evaluating CSR initiatives Emphasizes stakeholder engagement as a foundation throughout the CSR Process Model Discusses ways to maximize the use of social media and traditional media throughout the process Offers international examples drawn from a variety of industries including: The Forest Stewardship Council, Starbucks Coffee, and IKEA. Draws upon theories grounded in various disciplines, including public relations, marketing, media, commTable of ContentsContents in Detail ix Acknowledgments xiii 1 Conceptualizing Corporate Social Responsibility 1 2 Strategic CSR 29 3 CSR Scanning and Monitoring 51 4 Formative Research 63 5 Create the CSR Initiative 89 6 Communicate the CSR Initiative 109 7 Evaluation and Feedback 137 8 CSR Issues 153 References 165 Index 177
£62.96
John Wiley and Sons Ltd Managing Corporate Social Responsibility
Book SynopsisManaging Corporate Social Responsibility offers a strategic, communication-centred approach to integrating CSR into organizations. Drawing from a variety of disciplines and written in a highly accessible style, the book guides readers in a focused progression providing the key points they need to successfully navigate the benefits and implications of managing CSR. Chapters are organized around a process model for CSR that outlines steps for researching, developing, implementing, and evaluating CSR initiatives Emphasizes stakeholder engagement as a foundation throughout the CSR Process Model Discusses ways to maximize the use of social media and traditional media throughout the process Offers international examples drawn from a variety of industries including: The Forest Stewardship Council, Starbucks Coffee, and IKEA. Draws upon theories grounded in various disciplines, including public relations, marketing, media, commTable of ContentsAcknowledgments xiii 1 Conceptualizing Corporate Social Responsibility 1 Box 1.1: The Sullivan Principles 2 Corporate Social Responsibility: Seeking Parameters 5 Defining CSR 6 Box 1.2: Definition of CSR 8 Benefits and Costs of CSR 9 Two Sides of CSR Cost-Benefit Analysis 9 CSR Costs for Corporations 10 CSR Costs for Society 12 CSR Benefits for Corporations 13 CSR Benefits for Society 14 Winning and Sustaining Support for CSR 14 Other Conceptual Questions about CSR 16 CSR: Modern or Historic? 16 Box 1.3: Forest Stewardship Council (FSC) Standards 19 Forms of CSR 20 Where Is CSR’s Home? 22 Should CSR Standards Be Localized or Globalized? 24 Conclusion 27 2 Strategic CSR 29 Characteristics of the Corporation 31 Stakeholder Expectations and the Importance of Organizational Identification 32 Reputational Benefits of CSR 35 Perceived Motives for CSR Initiatives 38 General Strategic Guidance: Approaching the CSR Process as Change Management 44 Everyone Loves a Good Story 45 The CSR Process Model: A Brief Preview 47 3 CSR Scanning and Monitoring 51 Issues Management 53 Scanning and CSR 54 Prioritizing CSR Concerns 54 Monitoring and CSR 57 Scanning and Monitoring in Concert 58 Stakeholder Engagement’s Role in Scanning and Monitoring 58 Conclusion and Critical Questions 60 4 Formative Research 63 Researching Stakeholder Expectations for CSR 67 Box 4.1: MyStarbucksidea CSR Suggestions 68 The Expectation Gap Approach 69 Box 4.2: IKEA Child Labour Code of Conduct 71 Origins of Expectation Gaps 73 Box 4.3: Pinkwashing Detection 75 Relevance of Operant Conditioning Theory to Stakeholder Challenges 77 The Alignment Approach 80 The Counterbalance: Corporate Concerns 85 Conclusion and Critical Questions 85 5 Create the CSR Initiative 89 Selecting the CSR Initiatives: Appreciating the Contestable Nature of CSR 90 Differing CSR Expectations among Stakeholders 90 Stakeholder Salience 91 Box 5.1: Stakeholder Salience 92 What Constitutes CSR? 92 Stakeholder Participation in Decision Making 94 Organizational Justice in the Engagement Process 96 The “Right Amount” of CSR 98 When Employees Challenge CSR: Considering Internal Stakeholders 99 Preparing for Negative Stakeholder Reactions: Message Mapping 101 Developing CSR Objectives 101 Box 5.2: Message-Mapping Template 102 Process versus Outcome Objectives 103 Conclusion and Critical Questions 105 6 Communicate the CSR Initiative 109 CSR Promotional Communication Dilemma 110 Box 6.1: Overview of Corporate-Activist Partnerships 116 Communication Channels for CSR Messaging 116 Overview of Communication Channels for CSR 117 Box 6.2: Social Media Overview 118 Employees as a Communication Channel 122 External Stakeholders as a Communication Channel 123 Strategic Application of Social Media to CSR Communication 124 The Overall CSR Promotional Communication Strategy 128 Annual Reports and CSR Communication 128 Conclusion and Critical Questions 133 7 Evaluation and Feedback 137 Evaluation 138 Assurance and CSR Evaluation 141 Stakeholder Engagement in the Evaluation Process 142 Box 7.1: Musgrave Group Assurance Statement 2006 143 Box 7.2: Basic ROI Formula 145 Considering Return on Investment 145 Feedback 146 Feedback from Stakeholders on the CSR Process 147 The Communication Audit 148 Conclusion and Critical Questions 148 8 CSR Issues 153 Overarching Concerns for CSR Initiatives 154 Responsibility for CSR Initiatives 155 Limitations from Industry, Culture, and Law 157 Industry Standards 157 The Culture and Socioeconomic Context 158 Box 8.1: Culture and Activism 160 The Legal Context 161 Beyond Limitations 161 Parting Thoughts 162 References 165 Index 177
£28.45
John Wiley and Sons Ltd The Handbook of Crisis Communication
Book SynopsisThe Handbook of Crisis Communication is a comprehensive examination of the latest research and critical issues in crisis communication. It includes a thorough discussion of the theory and method behind crisis communication, as well as the latest insight into practice in the field.Trade Review"The inherent fascination of an unfolding crisis combined with an engaging style make the handbook, although occasionally dense, a thoroughly engaging read and an essential resource for anyone interested in the field of crisis communication. Summing Up: Highly recommended. Students, upper-division undergraduate and up; researchers; faculty; professionals." (Choice, 1 July 2012)Table of ContentsNotes on Contributors ix Preface xxvii Acknowledgments xxix Introduction 1 Robert L. Heath Part I Crisis and Allied Fields 15 1 Parameters for Crisis Communication 17 W. Timothy Coombs 2 Crisis Communication and Its Allied Fields 54 W. Timothy Coombs 3 Crisis Communication Research in Public Relations Journals: Tracking Research Trends Over Thirty Years 65 Seon-Kyoung An and I-Huei Cheng Part II Methodological Variety 91 Case Studies 4 Organizational Networks in Disaster Response: An Examination of the US Government Network’s Efforts in Hurricane Katrina 93 Gabriel L. Adkins 5 Regaining Altitude: A Case Analysis of the JetBlue Airways Valentine’s Day 2007 Crisis 115 Gregory G. Efthimiou Textual Analysis 6 The Press as Agent of Cultural Repair: A Textual Analysis of News Coverage of the Virginia Tech Shootings 141 Mohamad H. Elmasry and Vidhi Chaudhri Content Analysis 7 Are They Practicing What We Are Preaching? An Investigation of Crisis Communication Strategies in the Media Coverage of Chemical Accidents 159 Sherry J. Holladay Experimental 8 Examining the Effects of Mutability and Framing on Perceptions of Human Error and Technical Error Crises: Implications for Situational Crisis Communication Theory 181 W. Timothy Coombs and Sherry J. Holladay 9 How Do Past Crises Affect Publics’ Perceptions of Current Events? An Experiment Testing Corporate Reputation During an Adverse Event 205 J. Drew Elliot 10 Crisis Response Effectiveness: Methodological Considerations for Advancement in Empirical Investigation into Response Impact 221 Tomasz A. Fediuk, Kristin M. Pace, and Isabel C. Botero Part III The Practice 243 11 “We tell people. It’s up to them to be prepared.” Public Relations Practices of Local Emergency Managers 245 Robert Littlefield, Katherine Rowan, Shari R. Veil, Lorraine Kisselburgh, Kimberly Beauchamp, Kathleen Vidoloff, Marie L. Dick, Theresa Russell-Loretz, Induk Kim, Angelica Ruvarac, Quian Wang, Hyunyi Cho, Toni Siriko Hoang, Bonita Neff, Teri Toles-Patkin, Rod Troester, Shama Hyder, Steven Venette, and Timothy L. Sellnow 12 Thirty Common Basic Elements of Crisis Management Plans: Guidelines for Handling the Acute Stage of “Hard” Emergencies at the Tactical Level 261 Alexander G. Nikolaev Part IV Specific Applications 283 Organizational Contexts 13 Oil Industry Crisis Communication 285 Michelle Maresh and David E. Williams 14 Educational Crisis Management Practices Tentatively Embrace the New Media 301 Barbara S. Gainey 15 FEMA and the Rhetoric of Redemption: New Directions in Crisis Communication Models for Government Agencies 319 Elizabeth Johnson Avery and Ruthann W. Lariscy Crisis Communication and Race 16 Effective Public Relations in Racially Charged Crises: Not Black or White 335 Brooke Fisher Liu 17 Public Relations and Reputation Management in a Crisis Situation: How Denny’s Restaurants Reinvigorated the Firm’s Corporate Identity 359 Ali M. Kanso, Steven R. Levitt, and Richard Alan Nelson Part V Technology and Crisis Communication 379 18 New Media for Crisis Communication: Opportunities for Technical Translation, Dialogue, and Stakeholder Responses 381 Keri K. Stephens and Patty Malone 19 Organizational and Media Use of Technology During Fraud Crises 396 Christopher Caldiero, Maureen Taylor, and Lia Ungureanu 20 Organizational Use of New Communication Technology in Product Recall Crises 410 Maureen Taylor Part VI Global Crisis Communication 423 21 Crisis Communication, Complexity, and the Cartoon Affair: A Case Study 425 Finn Frandsen and Winni Johansen 22 Crisis Communication and Terrorist Attacks: Framing a Response to the 2004 Madrid Bombings and 2005 London Bombings 449 María José Canel and Karen Sanders 23 Negotiating Global Citizenship: Mattel’s 2007 Recall Crisis 467 Patricia A. Curtin 24 Celebrating Expulsions? Crisis Communication in the Swedish Migration Board 489 Orla Vigsø Part VII Theory Development 509 25 Crisis Communicators in Change: From Plans to Improvisations 511 Jesper Falkheimer and Mats Heide 26 Contingency Theory of Strategic Conflict Management: Directions for the Practice of Crisis Communication from a Decade of Theory Development, Discovery, and Dialogue 527 Augustine Pang, Yan Jin, and Glen T. Cameron 27 Crisis-Adaptive Public Information: A Model for Reliability in Chaos 550 Suzanne Horsley 28 Communicating Before a Crisis: An Exploration of Bolstering, CSR, and Inoculation Practices 568 Shelley Wigley and Michael Pfau 29 Who Suffers? The Effect of Injured Party on Attributions of Crisis Responsibility 591 Sun-A Park and María E. Len-Ríos 30 The Dialectics of Organizational Crisis Management 607 Charles Conrad, Jane Stuart Baker, Chris Cudahy, and Jennifer Willyard 31 Exploring Crisis from a Receiver Perspective: Understanding Stakeholder Reactions During Crisis Events 635 Tomasz A. Fediuk, W. Timothy Coombs, and Isabel C. Botero 32 Credibility Seeking through an Interorganizational Alliance: Instigating the Fen-Phen Confrontation Crisis 657 Timothy L. Sellnow, Shari R. Veil, and Renae A. Streifel Part VIII Future Research Directions 675 33 Future Directions of Crisis Communication Research: Emotions in Crisis – The Next Frontier 677 Yan Jin and Augustine Pang 34 Complexity and Crises: A New Paradigm 683 Dawn R. Gilpin and Priscilla Murphy 35 Considering the Future of Crisis Communication Research: Understanding the Opportunities Inherent to Crisis Events through the Discourse of Renewal 691 Robert R. Ulmer, Timothy L. Sellnow, and Matthew W. Seeger 36 Toward a Holistic Organizational Approach to Understanding Crisis 698 Maureen Taylor 37 What is a Public Relations “Crisis”? Refocusing Crisis Research 705 Michael L. Kent 38 Crisis and Learning 713 Larsåke Larsson 39 Pursuing Evidence-Based Crisis Communication 719 W. Timothy Coombs Afterword 726 Name Index 728 Subject Index 732
£41.75
O'Reilly Media Hot Seat
Book SynopsisThe most mysterious role at a startup is that of the CEO. What exactly does the CEO do, anyway? The CTO builds the product. The VP Sales sells the product. But what is the CEO thing all about? Hot Seat: The Startup CEO Handbook pulls back the curtain on the executive suite
£22.39
APress Remote Engineering Management
Book SynopsisManaging an engineering team is hard, managing a remote engineering team is even harderbut dedicating effort to setting up a proper remote-first environment will allow for your team to thrive.Table of ContentsChapter 1: Defining “remote”To set a base of understanding across all readers, we’ll start by explaining what hybrid and remote setups are,how they differ, and the different variations of both environments.• Hybrid• RemoteChapter 2: HiringWe’re starting off with hiring because that’s the first part of the new employee lifecycle (engaging with thecompany before they work there). This is something that’s tricky to get right no matter what the environment,but there are a lot of nuances specific to remote work that are incredibly important to know about in order tobe successful with it.• The screening call• The panel interview• What to do when technology fails• A new set of biasesChapter 3: OnboardingThis is the next step in the employee lifecycle, so a logical follow-up to hiring in the previous chapter.Onboarding is something I care deeply about, and I talk about all of the thought and care required to make it agood experience for new hires.• Preparing before the first week• The first week• Going forwardChapter 4: MeetingsWe go over how to run great meetings in a remote setting, and specifically go over certain types of meetingswhere the techniques can be carried over to any other type of meeting. These are the most expensive toolsavailable for managers to communicate, so they’re very important to get right.• How to run a virtual meeting• Running retrospectives• Team building• One-on-ones• The “stand-up”Chapter 5: DeploysDeploying code is one of those highly process-oriented tasks that all engineers run through often, but littlethought is put into anything other than the technical aspect of it. This chapter covers the human emotionsinvolved in deploys, and how to manage them to make sure each deploy goes smoothly.• Making sure everyone is on the same page• Managing the emotional chaos of deploysChapter 6: Communication strategiesOne of the most questioned part of remote work, is how will you stay in touch with your team and knowwhat’s going on? It must be impossible without sitting next to them! That’s not the case, and this chapterexplains how to go about communication as a team to make sure everyone’s always on the same page.• Staying updated• Types of calls• Video on or off?• The benefits of voice-only• Embracing asyncChapter 7: Feedback & promotionsAt least once a year, giving thoughtful feedback and putting people up for promotions is a manager’s full-timejob. If you aren’t paying attention throughout the year, this can be really tough. This covers the strategies toemploy to make sure that you’re giving great (and relevant) feedback, and not falling victim to certain biaseswhich result in some people not getting the promotions they deserve.• Giving feedback that matters• Ensuring that promotions are fairChapter 8: Diversity & inclusionIt’s so important to make sure that everyone feels comfortable on the team and that their work is valued.Remote work introduces a lot of new ways of putting people at a disadvantage (for example, lower internetquality from poor infrastructure making it more difficult to join meetings from home) and it’s critical thatmanagers are aware of these things to make work more accessible to all.• Biases introduced by remote work• Setting everyone up for successChapter 9: Warning signsOne of the difficulties of not being co-located with your team, is that it’s trickier to pick up on a change ingeneral wellbeing and day-to-day emotions that may help signal burnout. This goes over ways of picking up onthose signs, and similarly, how to properly figure out when projects aren’t going the way they should be.• How to spot burnout on your team• How to spot projects veering off trackChapter 10: Saying goodbyeAs a final chapter it felt appropriate to close off with the end of the employee lifecycle: leaving the company.This talks about how to terminate employees with empathy, how to announce when someone is leaving, andhow to manage off-boarding.• Employee termination• Announcing departures• Off-boarding
£46.74
University of Toronto Press Intrapreneurship
Book SynopsisAs an employee, you suspect that your best ideas are valuable and could greatly benefit your organization. Management also recognizes that a company's ability to compete is contingent on how well it leverages its employees' ideas. So, why are individuals at all levels of organizations typically poor advocates for ideas? Intrapreneurship provides an engaging guide for both managers and employees on how to direct the flow of ideas and foster a culture of entrepreneurship within their company's existing structure.Based on Kevin C. Desouza's research and experience consulting with thirty global organizations, Intrapreneurship outlines ways to mobilize all types of ideas – including blockbusters with the potential to create radically new external products and services, and more incremental innovations for improving internal processes. With practical frameworks and real life examples for both employees and managers, Intrapreneurship Trade ReviewAre you frustrated with the fact that companies often talk about the need to generate and collect their employee's ideas, but in reality they lack tangible tools and processes to efficiently leverage these ideas into real projects and products? Despair no more! In his new book Kevin C. Desouza shows us how innovative companies do not only promote generation of ideas, but encourage the entrepreneurial spirit of their employees by supporting their efforts to develop and commercialize their ideas, both internally and also externally. This book is a must for all managers who are struggling to design effective innovation processes and for employees who want to learn the science, and art, of pursuing ideas to their full potential inside their organization. -- Miloš Ebner, Chief Innovation Officer, Trimo‘As competition intensifies globally, no corporation can afford to ignore the potential of corporate entrepreneurs, or "intrapreneurs," to drive growth and continual renewal. Kevin C. Desouza provides a new look and important contribution to the field of innovation, and he does so in a way that should be of keen interest to executives, intrapreneurs, and aspiring intrapreneurs across industries. Not only does Desouza explore new territory, he does so in a highly readable, applied manner drawing from both research and practice. Intrapreneurship will enable employees and managers to overcome typical, and costly, roadblocks faced when transforming ideas into commercially viable products and services.‘ -- Robert Wolcott, Co-Founder and Executive Director, Kellogg Innovation Network, Northwestern University‘Innovation is a key strategic priority for most large companies, and most executives today have realized they cannot just give responsibility for innovation to their R&D group or their business development team they need to make innovation everyone's job. But how do you do that? The evidence suggests most companies actually do a terrific job of killing off the entrepreneurial endeavours of their would-be innovators, through their standardized procedures and risk-averse mentalities. Kevin C. Desouza's book, Intrapreneurship, provides the solution. He gives guidance to the people with bright ideas, to help them build support and get their ideas taken seriously, and he offers advice on how to manage and organize a company to give these would-be intrapreneurs as much support as possible. Drawing from his own practical experience as well as decades of academic research, Desouza's book is a must-read in companies that care about making innovation everyone's job.‘ -- Julian Birkinshaw, Professor, London Business School; Co-Founder, Management Innovation Lab (MLab); Fellow, Advanced Institute of Management Research (UK); and author of Reinventing Management ‘Intrapreneurship offers a fresh and timely perspective on how to harness and not kill the power of innovation that exists inside every organization including nonprofits. In his book, Desouza masterfully weaves academic research together with real life stories across industries to show us how to foster innovation and turn the best ideas into reality. His fusion of innovation and implementation into a single, pragmatic intrapreneurship framework is where the magic happens. This book is a must read for employees and leadership alike whether you are trying to increase profits, save the world, or both.‘ -- Neal Myrick, Director, Groundwire‘You cannot stay competitive and lead your industry unless you mine the potential within your own organization. Kevin C. Desouza makes the case for identifying and empowering talent to steward innovation from within. Intrapreneurship will help you tap your company's greatest potential.‘ -- Scott Belsky, CEO of Behance, National Bestselling Author of Making Ideas HappenTable of ContentsForeword by Tom Davenport Preface Chapter 1: The Value Proposition for Designing an Intrapreneurial Organization Chapter 2: Intrapreneurship: A Process Framework Chapter 3: Idea Generation and Mobilization Chapter 4: Advocacy and Screening Chapter 5: Idea Experimentation Chapter 6: Idea Commercialization Chapter 7: Diffusion and Implementation of Ideas Chapter 8: Intrapreneurship: From Concept to Sustained Competitive Advantage
£24.29
Cornell University Press The Next Frontier of Restaurant Management
Book SynopsisThe Next Frontier of Restaurant Management brings together the latest research in hospitality studies to offer students, hospitality executives, and restaurant managers the best practices for restaurant success. Alex M. Susskind and Mark Maynard draw on their experiences as a hospitality educator and a restaurant industry leader, respectively...Trade Review"Alex Susskind and Mark Maynard have combined powers to create an invaluable guide to managing the sometimes chaotic and always challenging environment of a restaurant, from the practicalities of lighting to the intangibles of guest experience. This coupling of data-driven research with anecdotal storytelling, informed by two rich careers in different corners of the industry, make for a compelling and dynamic account that speaks to readers working the floor as much as those in the classroom." -- Danny Meyer, CEO, Union Square Hospitality Group, Founder of Shake Shack, and author of Setting the Table"The Next Frontier of Restaurant Management is of the highest quality and appropriate for Service Management courses at the graduate level." -- Richard Ghiselli, Purdue University"Both authors have extensive restaurant backgrounds. I highly recommend this book for Services Marketing, Human Resources, Strategic Management, Catering, and general seminar-type courses." -- Mark Bonn, Florida State University
£22.79
Stanford University Press The Power of Being Divisive: Understanding
Book SynopsisIn the last decade, research on negative social evaluations, from adverse reputation to extreme stigmatization, has burgeoned both at the individual and organizational level. Thus far, this research has largely focused on major corporate risks. Corporate public relations and business executives intuitively know that a negative image deters important relationships—from customers and partners, to applicants, stakeholders, and potential funding. At the same time, business is conducted in an age of heightened connection, including digital platforms for criticism and a 24-hour news cycle. Executives know that some degree of public disapproval is increasingly unavoidable. Negative social evaluations can also put social actors on the map. In the era of identity politics, many political leaders express controversial views to appeal to specific audiences and gain in popularity. Through network and signaling effects, being controversial can potentially pay off. Thomas J. Roulet offers a framework for understanding not only how individuals and organizations can survive in an age of increasing scrutiny, but how negative social evaluations can surprisingly yield positive results. A growing body of work has begun to show that being "up against the rest" is an active driver of corporate identity, and that firms that face strong public hostility can benefit from internal bonding. Synthesizing this work with his original research, and drawing comparisons to work on misconduct and scandals, Roulet addresses an important gap by providing a broader perspective to link the antecedents and consequences of negative social evaluations. Moreover, he reveals the key role that audiences play in assessing these consequences, whether positive or negative, and the crucial function of media in establishing conditions in which public disapproval can bring positive results. Examples and cases cover Uber and Google, Monsanto, Electronic Arts, and the investment banking industry during the financial crisis. Trade Review"Thomas Roulet has very compellingly articulated the power of divisiveness in channeling negative social evaluations and perceived stigma to empower us into action and success, something that I have experienced personally in my professional life. Highly relevant and a must-read for professionals as well as researchers grappling with the velocity and impact of social perceptions in the increasingly digital world."—Navdeep Arora, former Senior Partner, McKinsey & Company"A careful and forensic analysis of why and how attacks by others on your capability or your character can in fact be positive and productive forces. The book takes us through a journey of in-groups, echo chambers, social trolls, post-truth narratives, and permanent peer evaluation to bring us fresh insights into the addictive practice of picking each other apart."—Rupert Younger, Director, Oxford University Centre for Corporate Reputation"This is a must-read for organization and management theory scholars. It provides a comprehensive analysis of the overlapping literatures that address how organizations are influenced by negative social evaluations. Roulet puts forward—convincingly—the strikingly counterintuitive idea that under certain conditions negative evaluations are beneficial—and, in contrast, that positive evaluations can have negative consequences for the targeted actors. How this happens, and the potential implications for society, are thought-provoking and often worrying. This is a timely and important book."—Royston Greenwood, Professor Emeritus, Alberta School of Business, University of Alberta, and Professorial Fellow, University of Edinburgh Business School"While not explicitly a management book, this is a fascinating study of the social-media fuelled and fast-changing landscape of public opinion, and the possible ways in which that might be beneficial."—Financial Times"Roulet's framework provides an important starting point for understanding how organizations and their members might survive in a world where everyone's a critic with easy access to a social platform."—Kimberly D. Elsbach, Administrative Science QuarterlyTable of ContentsIntroduction: A Framework to Understand Negative Social Evaluations 1. Where It All Begins: Understanding the Antecedents of Negative Social Evaluations 2. Resisting Hostility: Resilience to Negative Social Evaluations 3. Going Beyond Resilience and Capitalizing on Negative Social Evaluations 4. Practical Implications for Individuals, Organizations, and Society Conclusion: Conclusion
£30.60
Stanford University Press The Great Skills Gap: OptimizingTalentfor the
Book SynopsisAn extraordinary confluence of forces stemming from automation and digital technologies is transforming both the world of work and the ways we educate current and future employees to contribute productively to the workplace. The Great Skills Gap opens with the premise that the exploding scope and pace of technological innovation in the digital age is fast transforming the fundamental nature of work. Due to these developments, the skills and preparation that employers need from their talent pool are shifting. The accelerated pace of evolution and disruption in the competitive business landscape demands that workers be not only technically proficient, but also exceptionally agile in their capacity to think and act creatively and quickly learn new skills. This book explores how these transformative forces are—or should be—driving innovations in how colleges and universities prepare students for their careers. Focused on the impact of this confluence of forces at the nexus of work and higher education, the book's contributors—an illustrious group of leading educators, prominent employers, and other thought leaders—answer profound questions about how business and higher education can best collaborate in support of the twenty-first century workforce.Trade Review"Few topics have generated as much attention as the future of work, yet we have given almost no attention to the bigger role that higher education plays in supporting careers. The Great Skills Gap is the first book to take on that question by offering a comprehensive assessment of the challenges and opportunities facing higher education from all perspectives. A must-read for those interested in its future." —Peter Cappelli, George W. Taylor Professor of Management, Director of Center for Human Resources, University of Pennsylvania"The Great Skills Gap explores how higher education institutions and employers can tackle the difficult problem – but crucial obligation – of preparing our workforce for lifelong, productive careers in a world of ever-increasing disruption and reliance on digital skills. Wingard and Farrugia challenge us to reimagine existing models of higher education and corporate learning to address long-term talent needs while building a broader, more inclusive talent pool with the digital resilience to thrive in work and life." —Mariana Garavaglia, Chief People & Business Operations Officer at Peloton, Board Member at Wiley & Sons"The Great Skills Gap shows us what we can have if employers, educators, and policymakers collaborate – a future of meaningful learning and rewarding careers for a diverse workforce. Only the partnership of educators and employers makes possible the charting of learning pathways combining liberal arts education with technological skills needed for the digital age. By collaborating to make transparent these pathways in learner-centered systems of credentials, we lay the foundation for broader access to learning and the promotion of diversity and inclusion in the workplace." —Leah VanWey, Dean of the School of Professional Studies and Professor of Sociology, Brown University"Talent development executives must address the skill readiness of adults at many career stages. This outstanding collection of expert perspectives examines many facets of the partnership between higher education and business. The authors and editors inspire imperatives for future improvement, especially as related to post-traditional students. An essential read." —Ann E. Schulte, Vice President of Global Talent Development, The Procter & Gamble Company"The Great Skills Gap provides critically needed focus and breadth exploring one of the most urgent education, business, and public policy challenges we face today: how we innovate, scale, and orchestrate new hybrid education and work strategies for dynamic reinvention. This is a timely and important resource for business, education, labor, and government leaders." —Jeff Schwartz, US Leader of Future of Work, Deloitte Consulting LLP, author of Work Disrupted"The Great Skill Gap: Optimizing Talent for the Future of Work is a worthy bookshelf addition for anyone concerned about meeting the labour needs of tomorrow: employers, continuing education instructors, undergraduate educators, workers themselves, and even legislators."—Eric A. Sader, International Review of EducationTable of ContentsPart I Introduction —Neil Irwin 1. Equipping a New Generation with the Skills Needed in the Automation Age —Susan Lund, Bryan Hancock 2. The Role of Citizen Developers in Developing Technological Literacy —Lance Braunstein 3. The Future of Work: Four Difficult Questions I Need to Ask Myself as an Employer —Matthew Pittinsky 4. Why Geography is So Important —Michael L. Ulica 5. Enabling a High-Performing, Human-Centered Organization in Pfizer's Upjohn Division —Amrit Ray, Lu Hong, Trish White 6. How the Future of Work Impacts the Workforce of Technical Organizations —Gregory L. Robinson 7. Corporate Learning and Development Has a Vital Role to Play in the Robotics Revolution—Is It Ready? —Uli Heitzlhofer Part II Introduction —Joseph Wiliams 8. Supporting Unlearning to Enable Upskilling —Chris Dede 9. Higher Education's Changing Faces: Serving STEM Learners for a Lifetime —Yakut Gazi, Nelson Baker 10. The Future of Business Education: New Economies of Automation, Certification, and Scale —Anne Trumbore 11. "Back to the Future": Fragile Workers, Higher Education, and the Future Knowledge Economy —Earl Lewis, Alford Young Jr., Justin Shaffner, Julie Arbit 12. Evolution of the Liberal Arts —Christopher Mayer 13. The Evolution of Liberal Education in a Technology-Mediated, Global Society —Kelly J. Otter 14. The Core and the Adult Student —David Schejbal 15. Perpetual Learning as Alumni Engagement: Renewing the Social Contract —Matthew Rascoff, James DeVaney Part III Introduction —Lauren Weber 16. Harnessing the Power and Potential of Diversity and Inclusion —Stephanie Bell-Rose, Anne Ollen 17. Public Education and the Future of Work —Ross Wiener 18. Developing Workers for the Workplace: How Businesses and Higher Education Can Alleviate Worker Barriers to Retraining or Upskilling —X. Susan Zhu, Alexander Alonso, Johnny C. Taylor 19. Past is Prologue: Apprenticeship and the Future of Work —Mary Alice McCarthy 20. Bachelor's-Level Registered Apprenticeship for Engineers: Possibilities and Challenges —Daniel Kuehn 21. The Agility Imperative: The Future of Work and Business-Higher Education Partnerships —Jason A. Tyszko, Robert G. Sheets 22. Demand for the "Blended Digital Professional" —Brian K. Fitzgerald, Isabel Cardenas-Navia, Janet Chen 23. A Coherent Approach to Connect Education and the Future of Work —LaVerne Srinivasan, Elise Henson, Farhad Asghar Conclusion —Jason Wingard, Christine Faruggia
£34.00
Stanford University Press The College Devaluation Crisis: Market
Book Synopsis Employers are stepping in to innovate new approaches to training talent that increasingly operates independently of the higher education sector. The value proposition of the college degree, long the most guaranteed route to professional preparation for work, is no longer keeping pace with rapidly evolving skill needs that derive from technological advancements impacting today's work force. If the university system does not engage in responsive restructuring, more and more workplaces will bypass them entirely and, instead, identify alternative sources of training that equip learners with competencies to directly meet dynamic needs. The College Devaluation Crisis makes the case that employers and other learning and development entities are emerging to innovate new approaches to training talent that, at times, relies on the higher education sector, but increasingly operates independently in order to satisfy talent needs more agilely and effectively. Written primarily for managers, the book focuses on case studies from leading companies, including Google, Ernst & Young, and General Assembly, to illustrate their innovative strategies for talent development across varying levels of individual education, age, and background. The book also addresses professionals on the university side, urging readers to consider the question: Will higher education pivot and adapt, or will it resist change and, therefore, be replaced?Trade Review"This book is powerful, with fascinating case studies used throughout to unravel the forces prompting transformation within the university. A must-read for both academics and those interested in strategy and transformation in business and higher education."—Tanya Menon, Fisher College of Business, Ohio State University"This book provides a refreshing blend of academic analysis, historical context, and contemporary trends to address the challenges facing higher education institutions to adapt to the rapidly changing needs of the work environment. A must-read for university faculty, staff, and administrators."—Laura Galloway, Associate Dean, University of Massachusetts Global"Few outlays today, for individuals and families, are larger than a college education. Getting the effectiveness of the output re-calibrated to the investment is a critical question for kitchen tables and board rooms alike. The College Devaluation Crisis brings rigor, vision, and practical solutions to the debate."—Bill Strahan, Executive Vice President, Human Resources, Comcast"Unlike most contemporary critiques, The College Devaluation Crisis does not stop at recounting all that is wrong with formal higher education but indicates where the solutions may lie. Drawing from his unique professional journey, Dr. Jason Wingard explores a number of innovative solutions and partnerships that are helping increase the value of higher education for students and employers and issues a much-needed call to change."—Ángel Cabrera, President, Georgia Institute of Technology"The slow-moving student debt disaster and the emerging skills gap issues underscore that our higher education system needs a new measuring stick: outcomes. Dr. Jason Wingard has focused on that for years, which instantly makes The College Devaluation Crisis an essential part of this reimagination."—Randall Lane, Editor and Chief Content Officer, Forbes"The College Devaluation Crisis provides a thought-provoking examination of higher education and job readiness against the backdrop of a rapidly shifting labor market. Dr. Jason Wingard leaves corporations and institutions with potential solutions to provide employees with the relevant skills to succeed in today's economy."—Gregory Davis, Managing Director and Chief Investment Officer, Vanguard"Dr. Jason Wingard asks important questions about how well American higher education prepares students for the demands of our twenty-first century economy. Filled with instructive case studies, his analysis highlights the emergence of a complicated educational ecosystem—one filled with pitfalls and opportunities that educators should understand and watch closely."—Daniel Colman, Dean, Continuing Studies, Stanford University"Companies who consistently and effectively enable their employees to embrace lifelong learning as a superpower will be the ones to lead the pack. Dr. Jason Wingard fearlessly investigates: how best will that happen? In traditional spaces? Or through more innovative approaches? This book asks the hard questions necessary to inspire you to find just the right answer."—Pamay Bassey, Chief Learning & Diversity Officer, Kraft Heinz"[The College Devaluation Crisis] is well written, and the model for evaluating the programs described allows for an 'apples to apples' comparison of programs and their complementary elements, contributing to broader solutions to meet the challenges institutions face.... Recommended."—D. E. Williams, CHOICETable of Contents1. The College Degree:False Panacea or Freighted Promise? 2. The Arc to the "Golden Age" and Emerging Decline 3. Competitive Models: Traditional Versus Alternative 4. College Partnerships 5. Employer Partnerships 6. Solo Disruptors 7. Bridge-Builders 8. Emergent Themes in Alternative Learning 9. Evolving Trends in the Future of Learning
£23.39
Stanford University Press No-Excuses Innovation: Strategies for Small- and
Book SynopsisThe case for innovation and a clear, targeted strategy for planning and implementation that will help small- and medium-sized mature enterprises (SMMEs) thrive through reinvention and renewal. In contrast to large companies, SMMEs are on their own to win or lose in the marketplace. They may lack the relative economies of scale and scope, available to large companies, to understand and invest in innovation. Often they are in a position of sustained disadvantage with no perceived path of renewal. As SMMEs approach maturity, it is common for them to choose to only maintain what they believe to be the safety of maturity attained rather than to opt for a strategy that also includes constant reinvention and renewal. But as Bruce A. Vojak and Walter B. Herbst argue, this path of seemingly least risk and least resistance can be the most detrimental to the company in the long run. The real risk is to not innovate. No-Excuses Innovation makes the case to owners, advisors, executives, and leaders—as well as those in the trenches—of the value of innovation: why it's worthy of investment and what it can do for the health and longevity of a company. This book also details how innovation, and thus reinvention and renewal, can be most effectively and efficiently implemented. With case studies and narrative examples drawn from their time in industry and the academy, the authors present a valuable strategy guide specific to SMMEs and to one of the biggest existential dilemmas they encounter.Trade Review"As a retailer, it was always evident that those who don't constantly innovate with new product, new merchandising, and store design eventually failed. This book shows how change and innovation are crucial for any success in business."—Gordon Segal, Founder, Crate & Barrel"With over 3 decades of buying and building over 50 companies in consumer and commercial markets, I can attest that this book should be mandatory for anyone wanting success in growing their business."—Keith Jaffee, Chairman of Middleton Partners, CEO of Banyan Acquisition Corp (NYSE)"It is a real treat that the authors provide valuable insight not only into their own creative genius, but that of others as well. No-Excuses Innovation illustrates that innovation is the most important factor underlying economic growth and prosperity."—Morton Schapiro, Professor and President, Northwestern University"No-Excuses Innovation shows how consistent innovative development can help business leaders enhance value, set themselves apart in the minds of investors, create better employee engagement, and, as a result, generate higher business valuations. A must-read for business owners considering ownership transition."—Kenneth Serwinski, Chairman, Prairie Capital Advisors, Inc."Both grandmasters in the field, Vojak and Herbst bring a confluence of wisdom in their understanding of the pathways to innovation and the barriers to renewal for small and medium-sized companies. A brilliant business book that will compel fresh dreams and unpack the secrets towards a company's sustainable growth."—Robert T. Schwartz, FIDSA, DMI, Dean, Schools of Arts, Design and Business, Mount Mary University"No-Excuses Innovation simply "revs-up" the reminder of our role in innovation. This is a quick "go-to" guide, helping to steer the vital evolutionary process of our company in today's "disruptive" world. Pick it up and GO!"—Rick Delawder, President, SWD Inc.; past Chair of the Illinois Manufacturing AssociationTable of ContentsIntroduction 1. The Case for Innovation 2. Design Thinking 3. Emotional Design 4. Innnovation Processes and Tools 5. The Innovators and Those Who Manage Them 6. Strategic Innovation Management 7. Midtronics: An Exemplar of SMME Innovation 8. A Call to Action
£23.39
Stanford University Press Unleash Your Complexity Genius: Growing Your
Book SynopsisThere is a complexity paradox that we all need to understand. We humans have a natural inclination towards connection, engagement, and creativity – all necessary skills to thrive in complexity. The problem is that the stress caused by uncertainty and ambiguity makes it difficult to tap into this inclination when we need it the most. This book offers a set of practices that help you not only understand complexity but actually hack into your own nervous system to bring your natural capacities back online. By paying close attention to your body, redefining your emotional experiences, and connecting more deeply to others, you can transform the anxiety, exhaustion, and overwhelm that complexity creates. Better still, as you unleash your natural complexity genius, you create the conditions for those around you to flourish in an uncertain world.Trade Review"The arrival of Unleash Your Complexity Genius is perfectly timed to help us navigate the moment. Compassionate and actionable, this wonderful book can help you access and use your innate genius for handling the complexity all of us find ourselves confronting today. I promise that you will find yourself taking a calming deep breath within the first few pages. But don't stop there, or you'll miss valuable tips for navigating your most perplexing challenges with humility and grace."—Amy C. Edmondson, Professor at Harvard Business School; author of The Fearless Organization"Imagine you could be in a fabulous workshop, taught by world-renowned facilitators, who are gifted at holding a space for your learning. Now imagine you can experience the workshop as quickly or slowly as you like, and you can re-take any part of it you want to do over. That is your opportunity in Unleash Our Complexity Genius. Don't just "read" this book. Open the cover and enter the workshop!"—Robert Kegan, Chief Knowledge Officer, The Developmental Edge, LLC"Simple yet powerful insights into how to find and unlock your own genius for dealing with complexity. Using GEMs, you will learn how to be yourself, deliver bigger outcomes, and make whatever you do enjoyable. Jennifer has worked closely with my leadership team, and I can attest for the applicability and efficacy of her advice."—Vinod Kumar, CEO, Vodafone Business"In today's world, effective leadership requires thriving in an increasingly complex world. Unleash Your Complexity Genius is an invaluable guide to proven practices to grow as a leader and be energized by facing complexity. I have benefitted immensely from these concepts in my own leadership journey and my work with these extraordinary authors."—Vas Narasimhan, CEO, Novartis"Jennifer and Carolyn continue to do incredible work to help us handle our complex, confusing and uncertain lives. Combining their expertise in adult development, biology and neurology with their experience in organisational and human behaviour, this book offers enlightening case studies, pinpoint diagnoses, and valuable advice. Even more generously, they have developed multiple practices to help brain and body reach peak fitness for this challenge of our times."—Nick Studer, CEO, Oliver WymanTable of Contents1. It's not just out there, it's in here: your nervous system meets complexity 2. Start with the present: The genius of noticing 3. Adjust yourself first: the genius of breathing, moving, and sleeping 4. Create the conditions for things to change: The Genius of experimenting 5. Emotions are the new facts: the Genius of laughing and wondering 6. Connections matter more than competence: the Genius of loving
£11.39
