Management and management techniques Books
Pearson Education Definitive Business Plan The
Book SynopsisRichard Stutely has handled business plans on every scale as a manager with HM Treasury (the UK finance ministry); a stockbroker and member of the London Stock Exchange; and subsequently as general manager of an international bank, where he saw business planning from a financial and funding perspective. Richard runs training courses, workshops, seminars and lectures for MBA students and corporate audiences. His books include The Definitive Guide to Business Finance, Brilliant Business The Economist Guide to Economic Indicators and The Economist Numbers Guide.Table of ContentsAbout the author Acknowledgements Foreword Introduction to the First Edition Introduction to the Revised Second Edition Introduction to the Third Edition Symbols used 1 What’s it all about? Have you heard the one about … Who should read this book A quick fix or a longer-term tool? What is a plan anyway? Why bother? Key objectives for your plan Your target audience Ten steps to a successful business plan Don’t trust consultants Who writes the business plan? How to use this book 2 A winning presentation A concise communication Computer software Make it feel good First thoughts on layout Creating an outline document 3 Getting down to it Why? When you don’t want to be a big fish What to do if you have several businesses Your list of contents The executive summary The conclusion Responsibilities – and the timetable Be a SWOT Where now? 4 Know yourself Taking stock Start with the basics The central objective Are you visionary? How did you arrive here? Some numbers to please the bankers Building up value The all-important management team Business organisation Business infrastructure Products and services Core competencies The next step 5 Know the world For or against you? The next steps Collecting information Understanding the world at large Business partners The market – what you are fighting for The industry – what you are up against Competitive advantages Now write about it Moving on 6 The core of your plan A strategy and an operating plan Portfolio strategy – what businesses should you have? Business strategies to satisfy your desires Strategies for department managers Resource requirements Strategic objectives Documenting the strategy Creating an operating plan Documenting the operating plan Onwards 7 About these numbers ‘The time has come’, the walrus said, ‘to speak of other things’ Varying views of t
£25.64
Pearson Education Brilliant Presentation
Book SynopsisRichard Hall is Chairman of RH&A and Showcase Presentations Limited. He has written several books for Pearson, including Brilliant Business Creativity, Brilliant Marketing and The Secrets of Success at Work. His background is in marketing and advertising and he now specialises in executive mentoring, team building and strategic consulting. Table of ContentsAbout the author Author's acknowledgments Introduction Part 1: CHANGES IN EXPECTATIONS 1 Changes, technology, the media and you 2 This is your career we’re talking about 3 Really understanding your audience Part 2: KNOWING YOURSELF HELPS YOU IMPROVE 4 Fear - how to understand and control it 5 The five levels of mastering presenting Part 3: THE PRESENTER'S TOOLKIT 6 The context of the presentation 7 How to write a brilliant story 8 How to give your story colour 9 How to illustrate your presentation 10 Giving a brilliant performance Part 4: HOW TECHNOLOGY AND TECHNIQUE IMPACTS ON PRESENTATIONS 11 Technology is here to make us more powerful 12 Technique: learning from the best – the X Factor Part 5: HOW TO BE COME BRILLIANT - PULLING IT ALL TOGETHER 13 Moving from good to brilliant &nb
£11.69
Pearson Education How to Change Absolutely Anything
Book SynopsisDamian Hughesis Professor of Organisational Psychology and Change for Manchester Metropolitan University. He's also the founder of LiquidThinker, which takes the methods used by great achievers and shows how to adopt them into life and business to achieve dreams and ambitions. His innovative approach has been praised by Sir Richard Branson, Muhammad Ali, Tiger Woods and Sir Alex Ferguson .He also runs a Manchester inner-city youth club and is the author of Liquid Thinking and Liquid Leadership (Capstone).Table of ContentsHow to Change Almost Anything Introduction 10 steps to change almost anything 1. Create the right first impression 2. Decide how you want to be perceived 3. Recognise the power of emotions 4. Address the four big needs 5. Understand your reaction to change 6. Anticipate how those around you will react to change 7. Examine your beliefs 8. Avoid belief traps 9. Be aware of where you’re sitting 10. Take action - Over to you... Personal Postscript
£9.49
Pearson Education FT Essential Guide to Leading Your Team
Book SynopsisGraham Yemm moved into consultancy after a career in the corporate arena which included several management positions. Graham now has his own business training company, Solutions 4 Training Ltd. www.solutions4training.com. He has been involved with developing and delivering a wide range of training programmes for clients in Europe, Russia, Malaysia and USA has run a variety of leadership, teambuilding and team working programmes, both in the UK and internationally. Table of ContentsPart 1 Planning Chapter 1 – Facing the challenges of leading your team Chapter 2 – What is a Team? Chapter 3 –Understanding of team roles and balance Chapter 4 – Your role as a leader Part 2 Doing it Chapter 5 – Setting the direction for your team: Chapter 6 – Monitoring and controlling performance: Chapter 7 – Communicating with your team: Chapter 8 – Getting the most from your team: Chapter 9 –Handling challenges within the team: Part 3 Reviewing it: the coaching part Chapter 10 – Pulling it all together
£14.24
Hodder & Stoughton Good Business
Book SynopsisThe bestselling and highly influential author of Flow gives his new vision for happiness and success in the workplace.Trade ReviewPraise for FLOW:'Flow requires a mind ... Mr Csikszentmihalyi illuminates the accuracy of what philosphers have been saying for centuries: that the way to happiness lies not in mindless hedonism but in mindfull challenge' * The New York Times *
£11.69
Little, Brown Book Group Compassionate Leadership
Book SynopsisForcing compliance is easy. Anyone can ''make'' another do a task or a job. It will get done, but when, and to what standard? High performance and, more importantly, sustained high performance can only come from engagement with and commitment to the job in hand.This book will introduce you to the art of compassionate leadership - the art of getting the best for and out of people through the fulfilment of self-worth. It will show leaders how to give their teams a real sense of purpose and direction in order to motivate and inspire them to perform at a high level. To illustrate his message, author Manley Hopkinson draws on his background as a board member of companies including ATLAS Consortium and Hewlett Packard Defence UK, his career as an inspirational speaker and his adventure experiences as skipper in the BT Global Challenge (a round the world yacht race) and The Polar Race (an expedition style race to the Magnetic North Pole).Trade ReviewA personal and most readable introduction to the fundamentals of good leadership , enlivened by the author's rich and varied experience. Anyone who aspires to be a leader will find in its pages both guidance and encouragement
£12.99
Little, Brown Book Group Gordon P Reverse Mentoring
Book SynopsisMost organisations today strive for goals such as employee diversity, inclusive leadership and younger and fresher ideas. But how do we get there?In her trailblazing Reverse Mentorship program, world-renowned executive coach and personal development advocate Patrice Gordon creates a safe and engaging culture by having senior leaders learn from junior employees. While typical mentoring programs arrange for a senior manager to teach the more junior employee, Reverse Mentoring is the opposite: it''s all about a leader leaning into their vulnerability, forming a relationship with an underrepresented employee, and amplifying the voice of marginalised people within the company.Reverse Mentoring offers various tips to make reverse mentorship work. Gordon explores the power of uncomfortable and awkward moments becoming key points of transformation when people have to pause, reflect and assess their past behaviours and current assumptions which are at odds with the topic at hand. She ultimately reveals how bringing more humanity into our organisations allows us to see one another and ourselves in a radically new light.''You can''t help but be excited about what the future will look like, if all businesses embrace Patrice''s passion for reverse mentorship; her passion for a world in which all businesses are 100% diverse, inclusive and equitable shines through on every page'' -from the Foreword by Holly Branson, Chief Purpose and Vision Officer of Virgin Group
£10.44
Cengage Learning, Inc Strategic Management Theory Cases
Book SynopsisTable of ContentsPart I: INTRODUCTION TO STRATEGIC MANAGEMENT. 1. Strategic Leadership: Managing the Strategy-Making Process for Competitive Analysis. 2. External Analysis: The Identification of Opportunities and Threats. Part II: THE NATURE OF COMPETITIVE ADVANTAGE. 3. Internal Analysis: Resources and Competitive Advantage 4. Building Competitive Advantage Through Functional-Level Strategy. Part III: STRATEGIES. 5. Building Competitive Advantage Through Business-Level Strategy. 6. Business-Level Strategy and the Industry Environment. 7. Strategy and Technological Innovation. 8. Strategy in the Global Environment. 9. Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing. 10. Corporate-Level Strategy: Related and Unrelated Diversification. Part IV: IMPLEMENTING STRATEGY. 11. Corporate Governance, Social Responsibility and Ethics. 12. Implementing Strategy through Organization. Part V: Cases in Strategic Management A. Analyzing a Case Study and Writing a Case Study Analysis B. 31 Cases ��� Expertly written by the authors, this section includes 11 short cases and 20 long cases, covering a wide range of industries, companies and topics.
£64.59
Cengage Learning, Inc Understanding Management
Book SynopsisExamine the issues impacting today's current, fast-shifting business environment and the necessary management solutions with Daft/Marcic's market-leading UNDERSTANDING MANAGEMENT, 12E. Even before recent upheavals, managers and organizations were buffeted by competitive, social, technological and economic change. Today's managers face more demands than ever before in the scramble to cope with the turbulence of recent events, ethical and social turmoil, mobile commerce, economic instability, globalization, cybersecurity threats, increasing government regulation and global supply chains. This edition helps you, as a future manager, find leading-edge solutions to significant problems -- whether everyday challenges or once-in-a-lifetime crises. Content extends beyond techniques traditionally taught to encompass a breadth of management skills and new competencies you can use to face today's issues. MindTap and Write Experience digital resources are also available to help you seize opportuniTable of ContentsPart I: INTRODUCTION. 1. Leading Edge Management Part II: THE ENVIRONMENT. 2. The Environment and Corporate Culture. 3. Managing in a Global Environment. 4. Managing Ethics and Social Responsibility. Part III: PLANNING. 5. Planning and Goal Setting. 6. Managerial Decision Making. Part IV: ORGANIZING. 7. Designing Organization Structure. 8. Managing Innovation and Change. 9. Managing Human Talent and Diversity Inclusion. Part V: LEADING. 10. Understanding Individual Behavior. 11. Leadership. 12. Motivating Employees. 13. Managing Communication. 14. Leading Teams. Part VI: CONTROLLING. 15. Managing Quality and Performance.
£68.99
Cengage Learning, Inc Entrepreneurship
Book SynopsisTable of ContentsPart 1: UNDERSTANDING THE IMPACT OF THE ENTREPRENEURIAL MINDSET. 1. Entrepreneurship: Evolutionary Development���Revolutionary Impact. 2. The Entrepreneurial Mind-Set in Individuals: Cognition, The Dark Side, Ethics. 3. The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship. 4. The Global Entrepreneurial Mindset: Social Entrepreneurship. Part 2: INITIATING ENTREPRENEURIAL VENTURES. 5. Innovation: The Creative Pursuit of Ideas. 6. Assessment of Entrepreneurial Opportunities. 7. Pathways to Entrepreneurial Ventures. 8. Sources of Capital for Entrepreneurs. Part 3: DEVELOPING THE ENTREPRENEURIAL PLAN. 9. Legal Challenges for Entrepreneurial Ventures. 10. Marketing Challenges for Entrepreneurial Ventures. 11. Financial Preparation for Entrepreneurial Ventures. 12. Developing an Effective Business Plan. Part 4: GROWTH STRATEGIES FOR ENTREPRENEURIAL VENTURES. 13. Strategic Entrepreneurial Growth-Scaling. 14. Valuation of Entrepreneurial Ventures. 15. Harvesting the Entrepreneurial Venture.
£71.99
Taylor & Francis Torkildsens Sport and Leisure Management
Book SynopsisFor nearly 40 years Torkildsenâs Sport and Leisure Management has been the most comprehensive and engaging introduction to sport and leisure management available to students at all levels. Now in its seventh edition, it is still the only textbook that covers all the key topics taught within contemporary sport and leisure management courses.This new edition includes expanded coverage of the practical managerial skills that students must develop if aiming for a career in the sport and leisure industry, from planning and managing people to marketing, entrepreneurship, and the law. It includes four completely new chapters on the global sport and leisure economy, historical development, cross-sector collaboration, and management consultancy, reflecting important developments in contemporary sport and leisure. This edition retains the hallmark strengths of previous editions, including in-depth discussion of the social and cultural context of sport and leisure; full analysis Trade Review'A comprehensive and extended version of this well-known and highly regarded sport and leisure management textbook, which provides both students and industry professionals with contemporary insights. The constantly evolving leisure and sport discipline is introduced, discussed, and illustrated through a range of impactful case studies and expellers, demonstrating up to date and global challenges to the field. These include the impacts of COVID 19 and ill-conceived environmental practices.'Dr Hazel Maxwell, Course Coordinator for the Bachelor of Health and Community Care (BHCC) course and Senior Lecturer at the University of Tasmania, Australia'The 7th edition of Torkildsen’s Sport and Leisure Management is a timely update on this classic, comprehensive text. It provides a good introduction to the subject, covering all the important areas. Students will enjoy reading and learning from the many examples throughout the book.'Assistant Professor Leng Ho Keat, National Institute of Education - Physical Education & Sports Science, Nanyang Technological University, SingaporeTable of ContentsPart I Introducing Sport and Leisure Management1 Introduction to Sport and Leisure2 Sport and Leisure: A Historical Perspective3 Trends in the Sport and Leisure Industry4 People’s Needs and Leisure DemandPart II Sport and Leisure Provision5 Government, Sport, and Leisure (Public)6 Sport and Leisure Provision in the Commercial Sector (Private)7 Sport and Leisure Provision in the Third Sector (Voluntary)8 Cross-Sector Collaboration9 Sport, Physical Recreation, and Physical Activity10 Leisure in the Home11 Planning for Sport and Leisure12 Global Economics of Sport and LeisurePart III Functions of Sport and Leisure Management13 Managing People in Sport and Leisure14 Marketing of Sport and Leisure15 Programming Sport and Leisure Services and Facilities16 Quality and Performance Management in Sport and Leisure17 Financial Management in Sport and Leisure18 Enterprise and Entrepreneurship in Sport and Leisure19 Law and Leisure Management20 The Importance and Management of Events21 Management Consulting in the Sport and Leisure Industry
£49.39
Taylor & Francis Ltd Crony Capitalism in US Health Care
Book SynopsisThe US political system has come to depend upon money too much. The US health care industry spends the most on political lobbying among all the 13 industrial sectors in the US economy. The government regulatory agencies at both federal and state levels have been captured by the health industry interest groups meaning that the regulatory agencies respond to the interests of the industry but not those of citizens.This book employs a broad theoretical framework of crony capitalism to understand US health care system dysfunction. This framework has not been applied before in any serious manner to understand the shortcomings in the US health care system. Specifically, the book examines the role of seven key players using this framework - politicians/interest groups, pharmaceutical companies, private health insurers, hospitals/hospital networks, physicians, medical device manufacturers, and the American public. Crony capitalism is a destructive force and is rampant in US health carTable of ContentsPart One. Explication of the U.S. health care system dysfunction 1. The Nature and Extent of the Problem 2. The Crux of the Problem 3. Medicine without Evidence Part Two. Key Players Contributing to the System Dysfunction 4. Politicians/Interest Groups 5. Pharmaceutical Companies 6. Private Health Insurers 7. Hospitals and Hospital Networks 8. Physicians 9. Medical Device Manufacturers 10. American Public Part Three. How to Fix the U.S. Health Care System Dysfunction 11. Addressing Crony Capitalism, the Root Cause of Dysfunction 12. Health Insurance, Payment, and Pricing Arrangements 13. Well-Informed Citizenry
£20.80
Taylor & Francis Ltd A Guide to IT Contracting
Book SynopsisSince A Guide to IT Contracting: Checklists, Tools, and Techniques first published, several alarming trends have developed in the technology contracting industry. These trends include: The Dawn of the As-Is Technology Product The Ever-Changing Product Where in the World Is My Data? To meet these challenges, the Second Edition helps business managers and lawyers explore alternate solutions from other vendors, conduct simultaneous negotiations with other vendors, and, generally, ensure prospective vendors understand they can lose the deal if they refuse to act reasonably.Distilling the most critical business and legal lessons learned through the author's decades of legal experience drafting and negotiating IT-related agreements, this single volume lets readers quickly access information on virtually every type of technology agreement. Structured to focus on a particular type of IT agreement,Table of ContentsChapter 1. Collecting Basic Deal InformationChapter 2. Software License AgreementsChapter 3. Nondisclosure AgreementsChapter 4. Professional Services AgreementsChapter 5. Statements of WorkChapter 6. Cloud Computing AgreementsChapter 7. Click-Wrap, Shrink-Wrap, and Web-Wrap AgreementsChapter 8. Maintenance and Support AgreementsChapter 9. Service Level AgreementsChapter 10. Idea Submission AgreementsChapter 11. Joint Marketing AgreementsChapter 12. Software Development Kit (SDK) AgreementsChapter 13. Key Issues and Guiding Principles for Negotiating aSoftware License or OEM AgreementChapter 14. Drafting OEM Agreements (When the Company is the OEM)Chapter 15. Original Equipment Manufacturer (OEM)AgreementsChapter 16. Health Insurance Portability and Accountability Act(HIPAA) ComplianceChapter 17. Reducing Security Risks in Information Technology ContractsChapter 18. Website Assessment AuditsChapter 19. Critical Considerations for Protecting IP in aSoftware Development EnvironmentChapter 20. Transactions Involving Financial Services Companies as the CustomerChapter 21. Source Code Escrow AgreementsChapter 22. Integrating Information Security into the Contracting Life CycleChapter 23. Distribution AgreementsChapter 24. Data AgreementsChapter 25. Website Development AgreementsChapter 26. Social Media PoliciesChapter 27. Critical Considerations for Records Management and Retention
£42.74
Taylor & Francis Managing Voluntary Sport Organizations
Book SynopsisContemporary sport could not function without the involvement of voluntary organisations, from local grass-roots clubs to international agencies such as the International Olympic Committee. This book presents the principles and practices necessary for effective management of voluntary sport organisations around the world.Table of ContentsPart 1: Introducing the Voluntary Sport Sector 1. The Voluntary Sport Sector 2. The Operating Environment of Voluntary Sport Organizations 3. The Governance of Voluntary Sport Organizations Part 2: The Management of Voluntary Sport Organisations 4. Strategy Development and Planning 5. Managing Human Resources 6. Managing Finances 7. Managing Performance 8. Managing Change 9. Managing Marketing Part 3: Issues in the Management of Voluntary Sport Organisations 10. Event Management 11. Voluntary Sport Organisations and the Law 12. Risk Management and Protection 13. Information Technology and Voluntary Sport Organizations 14. The Future of Management
£58.89
John Wiley & Sons Inc PresenceBased Coaching
Book SynopsisCoaches can become more effective in facing complex challenges by developing their coaching presence, rather than relying solely on external tools and techniques. This book reveals what presence is, why it is important, and how to develop and use your presence as an executive coach to evoke change in others as well as in yourself.Table of ContentsExercises, Practices, Exhibits, and Figures ix Foreword xi Acknowledgments xv The Author xvii Introduction 1 Core Assertions 3 How to Use This Book 4 My Promise 6 Reading as Experience 7 Part One Presence, Self-Generation, and the Role of Coaching 11 1 Presence 15 Presence Demystified 16 So, What is Presence? 19 Implications of Presence 22 Presence and the Products of Coaching 25 Challenges to Presence 28 Chapter Summary 34 2 How Humans Change: Conditioning, Identity, and Self-Generation 37 Conditioning 38 Identity 43 Becoming Self-Generative 49 How Coaching Supports Self-Generation and Sustainable Change 57 Living in Self-Generation 63 Chapter Summary 66 3 Coach as Development Partner 69 Performance Versus Developmental Coaching 70 Principles of Developmental Coaching 73 Three Integrated Structures for Development 75 Presence-Based Coaching: Foundations into Methodology 77 Chapter Summary 92 Part Two Inner Moves for Presence-Based Coaching 93 4 Orienting 95 A Coaching Model 97 Your Client 100 Purpose 105 Coaching Outcomes 108 Expanded Contexts 109 Chapter Summary 113 5 Holding 115 The Relational Field 116 Silence and Possibility 122 Chapter Summary 127 Part Three Generative Practices for Presence in Mind, Body, and Heart 129 6 Mind 133 Building the Observer 135 What ’s to Observe? 137 Working with Habits 140 Designing Self-Observations 142 Engaging in Self-Observation 145 Coaching Implications 147 Chapter Summary 148 7 Body 151 Assertions of Somatic Literacy 153 Centering 155 Building Somatic Awareness 157 Somatic Self-Observation 159 Working with Urges 161 Body Practices 161 Coaching Implications 164 Chapter Summary 165 8 Heart 167 Developing Compassion for Self and Others 169 Experiencing the Heart 171 Deciding Through the Heart 173 Gratitude 174 Connecting Through the Heart 175 Longing 177 Coaching Implications 179 Chapter Summary 180 Part Four Relational Moves for Presence-Based Coaching 181 9 Coach for Self-Observation and Realization 185 Reflect 186 Invite Internal Awareness 189 Focus the Field 193 Challenge Identity 198 Chapter Summary 201 10 Coach for Reorganization 203 Shift Perspective 204 Reorganize Around Center 208 Build Competency in Self-Regulation 212 Mobilize Commitment 216 Chapter Summary 218 11 Coach for Stabilization 221 Design Fieldwork 222 Work Jointly 237 Create New “Facts on the Ground” 239 Chapter Summary 241 12 Milestones: Entry, Continuation, Completion 243 Entry 244 Continuation 254 Completion, and Beginning 260 Chapter Summary 266 Coda 267 Appendix A: Table of Moves and Practices 271 Appendix B: Purpose Exercise 275 Appendix C: Annotated Bibliography 277 Appendix D: Web-Based Resources 285 Notes 287 Index 293
£44.65
John Wiley & Sons Inc The Stress Effect
Book SynopsisIn The Stress Effect, leadership expert Henry L. Thompson argues that stress is often the real culprit behind leadership failure: when leaders stress levels become sufficiently elevated - their ability to effectively use their emotional intelligence and cognitive ability in tandem to make wise decisions is significantly impaired.Table of ContentsIntroduction: Good Leaders Make Good Decisions Under Stress 1 1 How Leaders Make Decisions 11 2 How Cognitive Intelligence Influences Decision Making 49 3 Emotional Intelligence and Decision Making 81 4 Stress and Decision Making 109 5 How Stress Leads to Poor Decision Making 137 6 Increasing Stress Management Capacity 167 7 Developing Cognitive Resilience 193 8 Building Stress Resilient Emotional Intelligence 221 9 The Seven Best Practices to Prevent Stress 243 Conclusion 283 Notes 287 Acknowledgments 311 About the Author 315 Index 316
£17.25
John Wiley and Sons Ltd Effective Teamwork
Book SynopsisUpdated to reflect the latest research evidence, the third edition of Effective Teamwork provides business managers with the necessary guidance and tools to build and maintain effective teamwork strategies.Trade Review"The book provides an in-depth examination of the range of positive and negative factors which can affect team functioning. The ethics and values in team performance are considered and form a fundamental part within each section." (The British Psychological Society, 1 September 2012) Table of ContentsAcknowledgements xi Part 1 Team Effectiveness 1 1 Creating Effective Teams 3 Task and Social Elements of Team Functioning 6 Team Effectiveness 7 Key Revision Points 12 Further Reading 12 Web Resources 12 2 Real Teams Work 13 Why Work in Teams? 17 Barriers to Effective Teamwork 21 What is a Team? 27 What do Teams do? 29 How can we build Effective Teams? 31 Conclusions 35 Key Revision Points 37 Further Reading 37 Web Resources 38 Part 2 Developing Teams 39 3 Creating Teams 41 Personality and Ability 43 Teamwork Skills 49 Diversity of Team Members 52 Benefiting from Team Diversity 57 Implications of Diversity 58 Key Revision Points 59 Further Reading 59 Web Resources 59 4 Leading Teams 60 The Three Team Leadership Tasks 61 The Three Elements of Leading Teams 63 Tripwires for Team Leaders 77 Developing Team Leadership Skills 79 Self-managing or Shared Leadership Work Teams 84 Key Revision Points 85 Further Reading 85 Web Resources 86 5 Team Training 87 The Stages of Team Development 89 Types of Team Training Interventions 91 Conclusions 101 Key Revision Points 102 Further Reading 102 Web Resources 102 Part 3 Team Working 105 6 Setting Team Direction 107 Team Objectives 107 The Elements of Team Vision 113 Strategy for Teams 115 Key Revision Points 117 Further Reading 117 Web Resources 118 7 Team Playing 119 Interaction 120 Information Sharing 124 Influencing and Decision Making 125 Creating Safety in Teams 131 Key Revision Points 133 Further Reading 134 Web Resources 134 8 Team Quality Management 135 Groupthink 136 Team Pressures to Conform 138 Obedience to Authority 139 Team Defence Mechanisms 139 Commitment to Quality 141 Task Focus/Constructive Controversy 142 Encouraging Constructive Controversy in Teams 143 Conclusion 151 Key Revision Points 152 Further Reading 153 Web Resources 153 9 Creative Team Problem Solving 155 Team Innovation 156 Creative Problem Solving in Teams 160 Techniques for Promoting Creativity within a Team 162 Using Creativity Techniques in Team Meetings 166 Other Influences on Team Innovation 167 Key Revision Points 170 Further Reading 170 Web Resources 171 10 Team Support 172 The Emotional Life of Teams 174 Social Support 176 Support for Team Member Growth and Development 182 Balance between Home and Work Life 184 Social Climate 184 Conclusions 186 Key Revision Points 187 Further Reading 187 Web Resources 187 11 Conflict in Teams 188 Team Conflicts 188 Types of Team Conflict 189 Resolving Team Conflicts 189 Organizational Causes of Conflict 191 Interpersonal Conflicts 193 Difficult Team Members 195 Key Revision Points 198 Further Reading 198 Web Resources 198 Part 4 Teams in Organizations 199 12 Teams in Organizations 201 Introducing Team-based Working (TBW) 202 The Relationship between Teams and their Organizations 205 What do Teams need from their Organizations? 207 The Role of Human Resource Management (HRM) 209 What do Organizations require from Teams? 213 Bridging across Teams 216 Conclusions 219 Key Revision Points 219 Further Reading 220 Web Resources 220 13 Virtual Team Working 221 What is Virtual Team Working? 225 Advantages and Disadvantages of Virtual Teams 227 How to Develop Effective Virtual Team Working 228 Lifecycle of Virtual Teams 235 Conclusion 238 Key Revision Points 239 Further Reading 239 Web Resources 240 14 Top Management Teams 241 Task Design 243 Team Effort and Skills 245 Organizational Supports 248 Top Management Team Processes 251 Top Team Participation 254 Corporate Social Responsibility 255 Top Team Meetings 257 Conflict 262 CEO Leadership 263 Conclusions 266 Key Revision Points 268 Further Reading 268 Web Resources 268 References 269 Author Index 286 Subject Index 292
£30.35
Taylor & Francis Ltd Change Conflict and Community Challenging Thought
Book SynopsisThe cost to business of unresolved conflicts is high; tribunals, loss of productivity, resignations and damaged reputations are serious consequences for all concerned. With increased organizational change in the form of changes in leadership, restructuring, downsizing, matrix management, mergers, acquisitions and systems changes comes increased political activity and the potential for either increased learning and growth or tension and unproductive conflict.Change agents, HR practitioners and managers need to be skilled at empowering others to use or resolve conflict effectively for a more productive working environment and greater employee satisfaction. Change, Conflict and Community takes readers through the essential theory and hands-on practice of working with change and conflict by considering:* How we can increase our understanding of the tensions that often exist when change is ever present in the organizationTrade ReviewSeeing conflict and change as a source for learning might sound nice, but is hard to accept in the realities of our professional lives. Understanding change and how we deal with change on an individual and organisation level, is an important topic for managers, professionals and especially those of us who work in the area of learning and people development. I recommend this book to anyone who is as curious to improve our contribution to individual and organizational development Klaas Wassens, Director Executive Education & Development, RSM Erasmus University We cannot eradicate conflict and we cannot make change painless, but we can learn how to use natural tensions more constructively. This book offers new insights on the human side of change and helps business practitioners to understand that managing change is more than re-engineering a business process. Diane Moody, Head of Leadership and Change, ING GroupTable of ContentsList of FiguresList of TablesForewordAcknowledgementsChapter 1: IntroductionChapter 2: Making sense of changeChapter 3: Pattern pastChapter 4: Change and conflict – a chicken and egg debate?Chapter 5: Resolving conflictsChapter 6: From conflict to collaborationChapter 7: Learning through changeChapter 8: Energising the organisationChapter 9: Holistically healthy organisationsChapter 10:The bigger picture: communityIntroduction to Case StudiesCase studies1. Affinity Sutton2. Portsmouth NHS Trust3. Red Bee4. Hampshire Fire & Rescue Service5. O2 – “A better place”6. Organisational health from a Gestalt perspective7. A change agent’s story
£43.99
University Press of America Democratic Management
Book SynopsisThis book utilizes some of the values and principles of democracy into management practices. It develops the understanding of the value of true democratic management and designs its major practices as a comprehensive and unified whole. These practices include sharing the authority, ownership and the outcomes (cost and benefits) of the organization, providing open and close human relations, long term employment and allowing stakeholders, especially the employees, to participate in major managerial decisions directly. The book also shows the process of democratization of current educational, political, economical, social, technological, and global activities interdependently and wholly, in the long and short term, which is required for the development of true democratic management practices.Table of ContentsChapter 1 Preface Chapter 2 Acknowledgements Chapter 3 Introduction Chapter 4 Understanding of the Management Practices of the Past and Present: Desirable Total Quality and Competitiveness; Understanding Management; History of Management Development and Total Quality; Success and Failure and of Contemporary Management Practic Chapter 5 True Democratic Management Practices for Desirable Total Quality: True Democratic Management Practices; True Democratic Management Generates Desirable Total Quality Chapter 6 Democratization of Management and its Core Factors: Democratization of Management; Democratization of Management Education; Political Democratization; Economical Democratization; Democratization Through Technological Development; Utilization of Info Chapter 7 References Chapter 8 About the Author Chapter 9 Index
£66.00
John Wiley & Sons Inc Leadership For Dummies
Book SynopsisThis guide to leadership teaches the reader how to develop a successful communication style, how to foster excellence in their employees and encourage teamwork. It also shows how to determine a guiding principle or key objective and synthesize it into a model of leadership.Trade Review"A year had passed since our last strategy+business review of leadership book and CEO memoirs, so a trip to Borders was in order to see what was new in those categories. We discovered almost all the books in the management section had been published within the last calendar year (apparently most business books have a short shelf life). However, there was a notable exception: Leadership for Dummies (John Wiley & Sons, 1999), by Marshall Loeb and Stephen Kindel, was well stocked and in the same prominent place on the shelf as a year ago...and was now in its second printing. Perhaps the parlous state of America s corporate governance explains why Dummies has found such traction." (Strategy+Business, Fourth Quarter 2002)Table of ContentsIntroduction. PART I: What It Takes to Be a Leader. Chapter 1: A Marshal's Baton in Every Soldier's Knapsack. Chapter 2: Remember, They're Not Electing You Dictator for Life. Chapter 3: Building Your Leadership Muscles. Chapter 4: Which Hat Do I Wear? The Roles That Leaders Play. PART II: Leadership Is a Process. Chapter 5: Take the Lead? Me? Chapter 6: The Missions of the Leader. Chapter 7: The Responsibilities of a Leader. PART III: The Art of Leadership. Chapter 8: What Are the Skills of a Leader? Chapter 9: Harnessing Your Strengths and Weaknesses. Chapter 10: What about Expectations? Chapter 11: The Axioms of Leadership. Chapter 12: Managing as a Leader. Chapter 13: Leading When You Aren't Really the Leader. PART IV: Leadership in Everyday Life. Chapter 14: Volunteering Your Time and Skills. Chapter 15: Taking the Lead as a Volunteer. Chapter 16: Everyday Leadership: Training for Real Life. Chapter 17: Leading When You Coach. Chapter 18: Organizing Your Community: Lessons from Saul Alinsky. PART V: Leadership and Vision. Chapter 19: What's a Vision? Chapter 20: Developing a Vision. PART VI: Team Building. Chapter 21: Why Depend on Teams? Chapter 22: Creating a Winning Team. Chapter 23: Team Learning. Chapter 24: Spreading Team Knowledge Around. Chapter 25: When Followers Won't Follow. Chapter 26: Can the Situation Be Saved? Chapter 27: Leading across Cultures. PART VII: The Part of Tens. Chapter 28: Ten Mistakes That Every Leader Makes. Chapter 29: Ten Characteristics of a True Leader. Chapter 30: Ten Ways to Master Leadership Skills. Index. Book Registration Information.
£17.09
John Wiley & Sons Inc Managing Business Change For Dummies
Book Synopsis'Managing Business Change For Dummies' gives readers practical step-by-step advice for evaluating an organisation's change efforts, from start to finish.Table of ContentsIntroduction. PART I: Who, Me? Change? Chapter 1: Expect the Unexpected. Chapter 2: What Is Changing? PART II: Over Two-Thirds of Changes Fail -- Don't Let Resistance Put You in This Statistic. Chapter 3: Resistance: Looking at Losers and Winners. Chapter 4: Don't Shoot! Resisters Aren't Your Enemies. Chapter 5: Why People Will Always Resist. Chapter 6: If Knowledge Is Power, How Do I Get More Of It? Chapter 7: Managers Resist Change, Too. Chapter 8: Skills for Working with Resistance. Chapter 9: Assessment: How's Your Organization Doing with Resistance? PART III: Planning Your Change -- From Calamari to Tiramisu. Chapter 10: Making Sure That Your First Step Is The Right One. Chapter 11: Getting Your Act Together. Chapter 12: Describing Your Present World. Chapter 13: What Does Your Brave New World Look Like? Chapter 14: Creating Your Implementation Plan -- Even When You Don't Want To. Chapter 15: Now, What Do You Tell Your Employees? Chapter 16: Assessment: How's Your Management Doing with Planning for Change? PART IV: Leading the Charge. Chapter 17: The Many Faces of Leadership. Chapter 18: Making Communication Work for You. Chapter 19: Celebrate Successes. Chapter 20: Assessment: How's Your Management Doing with Leading the Charge? PART V: Taking Care of Yourself -- No One Else Will. Chapter 21: Five Keys to Mental Mastery. Chapter 22: Powerlifting for the Mind and Body. PART VI: The Part of Tens. Chapter 23: Ten Things That Every Change Winner Does. Chapter 24: Ten Barriers to Successful Change. Index. Book Registration Information.
£14.39
New Society Publishers The Farmers Office Second Edition
Book SynopsisThe Farmer's Office, Second Edition is the complete guide to starting, managing, and growing an agricultural or farm business. Fully updated and expanded to include tutorials on basic farm financial management, QuickBooks, business planning, navigating uncertainty, business growth, and thinking like an entrepreneur.Trade ReviewFilled with excellent, real-life examples, this is the best book I've seen on the business side of running a small farm. Written by someone who clearly has first-hand experience and understands how market farmers think, The Farmer's Office clearly illustrates the ups and downs and ins and outs of making the dream financially sustainable. This is a great book for both farmers just starting out, and experienced farmers looking to improve their businesses. —Josh Volk, Slow Hand Farm This book will guide you from setting up your farm, to how to make tough business decisions when things aren't going so great, and to scaling up when things take off again. Whether you love spreadsheets or barely tolerate them, you should read The Farmer's Office! —Dan Brisebois, the Farmer Spreadsheet Academy, host, The Seed Growers Podcast, farmer, Tourne-Sol Co-operative Farm Every farmer aspiring to sharpen their business management skills should have this book in their toolbox. This latest edition offers a comprehensive overview of what to track, how to use data to make decisions and, most importantly, how to move forward with a minimum of pain and anxiety. All of which is illustrated with updated case studies of real farmers confronting real business challenges and figuring it out. —Mary L. Peabody, business coach, University of Vermont Extension professor emeritus This comprehensive guide, filled with detailwwed graphs, spreadsheets, and charts, offers a clear pathway to mastering your finances and truly comprehending your farming enterprise. This isn't just another business book, it's a farming financial masterclass. —Michael Kilpatrick, farmer, The Farm on Central, educator, Growing Farmers If you're dreaming of starting a farm, then The Farmer's Office just became your first official "must read." I wish this book had existed thirty years ago when I started farming. —Forrest Pritchard, NYT bestselling author, Gaining Ground Julia's second edition is even better than the first. In addition to all its critically important and usable information, and its many new chapters, she's added an easy-to-use guide to help you decide what chapters are most important for where your business is now. —Dorothy Suput, founder, The Carrot Project Whenever I encounter a struggling farmer, I send them off to read Julia Shanks's book. This is a must-read for anyone working in agriculture. —Lennie Larkin, author, Flower Farming For Profit Farmers of every level of experience will find valuable ideas in this book. —Ellen Polishuk, Plant to Profit, author, Start Your Farm Julia Shanks's new edition of The Farmer's Office gives us vital tools that can help new as well as old and experienced farmers survive, evolve, and hopefully thrive! —Brett Grohsgal, owner/farmer, Even' Star Farm, co-author, The Farmers Market Cookbook Table of ContentsForeword Gratitude Preface Disclaimer How to Use This Book Chapter 1: Introduction—Why Bother Understand What Makes You Money (and Why) Invest in Your Business Plan for Growth Plan for Slow Periods Avoid Out-of-Control Debt Weather Covid-Like Pivots and Other Disruptions Keep Your Eye on the Prize Chapter 2: Building the Foundation: The Financial Statements and Basic Accounting The Income Statement—A Summary of the Operations The Balance Sheet—What You Have and How You Got It The Statement of Cash Flows—Where Cash Rules the Roost Tying It All Together Underlying Principles Chapter 3: Planning Your New Venture Chapter 4: The Business Planning Process Getting Started The Business Planning Process Business Plan Writing Guide Creating Financial Projections Chapter 5: Financing Your New Venture Save Money Borrow from Friends and Family Outside Organizations Financing Sources Preparing for Investors Chapter 6: Setting up a Bookkeeping System (and QuickBooks) QuickBooks (and Bookkeeping) Best Practices Choosing a Bookkeeping Software The Initial Setup QuickBooks: An Overview of Things You'll Do Reports in QuickBooks QuickBooks Terminology Chapter 7: Day to Day: Using QuickBooks for Cash Management Create Your Annual Budget by Month The Bank Feed Regular Bookkeeping—Every Day-ish (10 minutes) Review, Refine, and Stay on Target—Every Month (1 hour) Big Picture Planning - Year End (1 to 2 hours, plus cleanup) QuickBooks Quick Tips Chapter 8: Digging into the Numbers and Beyond Section 1: Calculating the Cost of Production Section 2: Allocating General Production Costs and Enterprise Analysis Section 3: Marketing and Pricing Strategies Section 4: Benchmarking Measuring Success: Keep Your Eye on the Prize Chapter 9: Stabilizing Your Business Managing the Hole Should You Stop or Persevere? Key Takeaways Chapter 10: Growing Your Business Establish Goals Is "Growth" the Right Strategy? Deciding How to Grow Growing Your Team Marketing Key Success Factors Chapter 11: Building Resiliency into Your Business Model The Process to Pivot Shifts vs. Pivots Building Resiliency into Your System Chapter 12: Cultivating the Entrepreneurial Mindset The Entrepreneurial Mindset Getting Comfortable with the Uncomfortable Money Shame Mental Models Time Management Being the Employer of Choice Decision-Making In Summary Epilogue: Final Words of Wisdom Appendix 1: Sample Income Statement Accounts Appendix 2: Sample Balance Sheet Accounts Appendix 3: The Business Plan Appendix 4: Suggested Accounts for Chart of Accounts Glossary Endnotes Index About the Author About New Society Publishers
£26.09
Shake Creative The ABCs of Plutonium Private Club Leadership
Book Synopsis
£90.25
Taylor & Francis Ltd Conflict Power and Organizational Change
Book SynopsisA capacity for learning, adapting, and changing is an important facet of organizational resilience. What is involved in generative organizational change? Is it an event, a process, or constantly ongoing? What makes organizational change good for the organization? Who has the power to decide what is good for the organization and its members? How is it decided? What if there is strong disagreement or conflict? How is that handled? What is the role of organizational members and leaders in these discussions? As these questions demonstrate, the triad of change, power and conflict are intimately linked. The purpose of this book is to explore the topics of change, power and conflict as they relate to the experiences of everyday organizational life. It will provide readers the opportunity to reflect critically on their own local experience and involvement in organizations and to glean actionable wisdom for meaningful engagement and impactful contributions to their organization(s) in Table of Contents1. The confluence of conflict, power, and change 2. Three points of focus 3. Conflict 4. Power 5. Change 6. The triad of conflict, power, and change
£19.99
Taylor & Francis Ltd Informal Leadership Strategy and Organizational
Book SynopsisAcross the spectrum of organizational operations, workplace interactions have proven to be one of the most difficult activities for leaders to manage effectively, especially during any level of change. In these circumstances, leadership strategies, especially related to change and leadership transition, consistently fail at an alarming rate. Additionally, employee engagement and team collaboration continue to be among the most elusive concepts for those in leadership to master.This book explores the influence of the informal leader on team member engagement during major change initiative in the organizational paradigm, with a special emphasis on leaders who are new to the team composite. This book examines the role of the informal leader in promoting or hindering team member engagement and organizational citizenship behaviors in change dynamics with a focus on change in the leadership structure and major initiatives. The relationship between the formal and informal leader is Table of ContentsIntroduction: The Challenge of Workplace Change 1 The Historical Groundwork 2 Leadership Engagement Understood 3 The Informal Leadership Paradigm 4 Team Development Effectiveness 5 Organizational Citizenship Behavior 6 Understand Workplace Culture 7 Effective Change Management 8 Informal Leadership Influence on Engagement
£19.99
Taylor & Francis Ltd Orchestra Management in Practice
Book SynopsisIntroducing the business models, organisational structures, and fundamentals of orchestras, this book takes readers on a journey through the evolution of orchestra management.The author explores the dynamics between artistic excellence and financial sustainability. Key aspects of orchestra management are examined in detail, including artistic programming, strategic planning, financial and compliance/legal matters, audience development, resilience and adaptability, governance and board relations, diversity and inclusion, partnerships, and the role of technology and innovation.With actionable resources, such as checklists, templates, and frameworks, for current and future orchestra leaders and managers, this comprehensive guide empowers readers in education and practice to navigate the complexities of orchestra management confidently and effectively.Trade Review"I have no doubt that this companion is an unprecedented contribution to comprehending the 'business' of orchestra management, an essential foundation for supporting these remarkable institutions in navigating the present and preparing for the future." Christopher Brenner, University of Music & Conservatorio della Svizzera italiana, Switzerland"As First Concertmaster of the Tonhalle Zürich Orchestra, I am actively engaged in both strategic and day-to-day artistic decisions for the ensemble. In this role, I find that Dr Salvaggio's book is proving to be an invaluable resource. Had this book been available a decade ago, it would have significantly increased my capacity to make well-informed decisions, not just artistically but also at the management level within the orchestral field."Klaidi Sahatchi, First Concertmaster, Tonhalle Zürich Orchestra"During my 6-year term as Qatar Foundations’s Vice President for Research, Development, and Innovation, Salvino served as my Chief of Staff, effectively managing a team of over 500 and diverse research projects. His new book is a synthesis of his love for classical music and his managerial expertise. It stands as a pivotal resource, offering transformative approaches to orchestral management in a rapidly changing, multicultural world. For those committed to best management practices and innovation within the orchestral field, this book is not just beneficial—it's essential."Dr Richard O'Kennedy, Former VP for Research, Development and Innovation, Qatar Foundation"Over my 30-year career devoted to playing, conducting and cultivating youth orchestras and choirs in Europe, North and South America, Asia, Oceania, and the Middle East, I could see firsthand the inner workings of orchestra management from the stage across diverse cultural landscapes. Dr. Salvaggio's insightful book peels back the curtain to reveal the complexities involved in running a successful orchestra in today's competitive cultural landscape. His research and framework provide an invaluable guide for current and aspiring orchestra managers and artistic directors striving for excellence across a variety of cultures and business backgrounds. Actually, to my knowledge, this is the first book that pays such a deep attention to the classical orchestra industry globally. An absolute must-read!” Giovanni Pasini, Principal Viola & Resident Freelance Conductor, Qatar Philharmonic Orchestra - Qatar Youth Orchestra - Qatar Concert Choir; Guest Principal of BBC Philharmonic and BBC Wales Orchestras, Australian Chamber Orchestra, La Monnaie (Bruxelles), Opéra de Lyon, RAI Italian Radio Orchestra, Toscanini Philharmonic Parma, Les Violons du Roi (Quebec), among others."As a freshly graduated master’s student in management, I found Dr. Salvaggio's new book to be hugely insightful to understand the business of arts & culture institutions. His in-depth global research on orchestras is remarkably unique and valuable. The book's detailed comparative analysis gives readers a panoramic understanding of orchestra management best practices across diverse continents and cultures. This will be an indispensable manual for any management student, also because, among other benefits, the practical resources provided at the end of the book are a goldmine to solve case studies, applicable not just for orchestras but for all arts and culture institutions and even beyond. Well-written, clear, and accessible, without jargon, the book is structured in a reader-friendly manner comprising separate boxes and tables that provide illuminating examples and case studies. In a nutshell: a manual second to none!"Patrick Billiottet, Former student at ESC La Rochelle and EM Lyon (France) business school"Dr. Salvaggio has undertaken a monumental task - rigorously analysing and comparing business and management models of classical orchestras across diverse global settings. His findings provide powerful insights into optimising these arts organisations amidst different cultural environments. Salvaggio makes an invaluable contribution, illuminating effective management strategies and best practices in finance, operations, marketing, artistic directions and more. Importantly, he also explores how arts and culture organisations can leverage the latest disruptive technologies to drive efficiency, expand reach and catalyse innovation. His book is essential reading for students and managers applying the latest thinking in applied economics and management to run a world-class musical institution."Dr Marco Delogu, Professor, Applied Economics, DISEA - State University of Sassari (Italy)Table of Contents1. Introduction 2. A Concise History of Orchestra Management 3. A Typical Orchestra Organisation and Functions 4. The Business Models of Classical Orchestras 5. The Fundamentals of Orchestra Management 6. Contemporary Issues in Orchestra Management 7. Tech Innovation in Modern Orchestra Management 8. The Ideal Profile of the CEO 9. Conclusion 10. Key Resources
£37.99
Cambridge University Press Business Management for the IB Diploma Coursebook
Book SynopsisA comprehensive second edition of Business Management for the IB Diploma, revised for first teaching in 2014. Designed for class use and independent study, this Coursebook is tailored to the thematic requirements and assessment objectives of the IB syllabus. It includes learning objectives and summaries; integrated Theory of Knowledge material; text in clear sections, following the IB syllabus structure and content specifications; clear, accessible English for students whose first language is not English; exam-style practice questions and a chapter on assessment and exam techniques. Written by two practising Business and Management teachers, Peter Stimpson and Alex Smith, it features the following topics: Business organisation and environment; Human resource management; Finance and accounts; Marketing; Operations management.Table of ContentsUnit 1. Business Organisation and Environment: 1.1. Introduction to business management; 1.2. Types of organisations; 1.3. Organisational objectives; 1.4. Stakeholders; 1.5. External environment; 1.6. Growth and evolution; 1.7. Organisational planning tools (HL only); Unit 2. Human Resource Management: 2.1. Functions and evolution of human resource management; 2.2. Organisational structure; 2.3. Leadership and management; 2.4. Motivation; 2.5. Organisational (corporate) culture (HL only); 2.6. Industrial/employee relations (HL only); Unit 3. Finance and Accounts: 3.1. Sources of finance; 3.2. Costs and revenues; 3.3. Break-even analysis; 3.4. Final accounts (some HL only); 3.5. Profitability and liquidity ratio analysis; 3.6. Efficiency ratio analysis (HL only); 3.7. Cash flow; 3.8. Investment appraisal (some HL only); 3.9. Budgets (HL only); Unit 4. Marketing: 4.1. The role of marketing; 4.2. Marketing planning (including introduction to the four Ps); 4.3. Sales forecasting (HL only); 4.4. Market research; 4.5. The four Ps (product, price, promotion, place); 4.6. The extended marketing mix of seven Ps (HL only); 4.7. International marketing (HL only); 4.8. E-commerce; Unit 5. Operations Management: 5.1. The role of operations management; 5.2. Production methods; 5.3. Lean production and quality management (HL only); 5.4. Location; 5.5. Production planning (HL only); 5.6. Research and development (HL only); 5.7. Crisis management and contingency planning (HL only); Examination Skills; Index.
£46.08
Cambridge University Press International Business Strategy
Book SynopsisNow in its third edition, this core textbook for advanced undergraduate, graduate, and postgraduate students combines analytical rigour and managerial insight on the functioning and strategy of large multinational enterprises (MNEs). Verbeke and Lee develop an original conceptual model that supports student learning by providing an integrated perspective, rooted in theory and practice. The discussion also includes unique commentaries on seventy-four seminal articles published in theHarvard Business Review, theSloan Management Review,and theCalifornia Management Reviewover the past four decades, demonstrating how the key insights can be applied to real businesses engaged in international expansion programmes, especially as they venture into high-distance markets. This third edition has been thoroughly updated and features new sections on multinational entrepreneurship, strategic challenges in the new economy, and international business strategy during globally disruptive events, including the COVID-19 pandemic. Students will benefit from updated case studies, improved learning features, and a wide range of online resources.Trade Review'This revised edition of Alain Verbeke's textbook builds on the strengths of the very first edition, and continues to stand out from other textbooks in two respects. First, the analytical framework summarizing the nature of international business presented in the first half of the book is consistently used in all subsequent chapters. Second, this conceptual toolkit helps students to understand the complexities of international business in the real world.' Sjoerd Beugelsdijk, Professor of International Business, University of GroningenTable of ContentsList of figures; List of tables; About the authors; Foreword from Jean-François Hennart; Acknowledgements; List of abbreviations; Walkthrough; Introduction and overview of the book's framework; Part I. Core Concepts; 1. Conceptual foundations of international business strategy; 2. The critical role of firm-specific advantages; 3. The nature of home country location advantages; 4. The problem with host country location advantages; 5. Combining firm-specific advantages and location advantages in a multinational network; Part II. Functional Issues; 6. International innovation; 7. International sourcing and production; 8. International finance; 9. International marketing;10. Managing managers in the multinational enterprise; Part III. Dynamics of Global Strategy; 11. Entry mode dynamics 1: Foreign distributors; 12. Entry mode dynamics 2: Strategic alliance partners; 13. Entry mode dynamics 3: Mergers and acquisitions; 14. The role of emerging economies; 15. Emerging economy multinational enterprises; 16. Multinational entrepreneurship; 17A. International strategies of corporate social responsibility; 17B. International strategies of corporate environmental sustainability; Conclusion: The true foundations of global corporate success; Notes; Index.
£44.64
John Wiley & Sons Inc The 27 Challenges Managers Face
Book SynopsisFor every workplace problem - even the most awkward and difficult, this book shows how to tailor conversations to solve situations familiar to every manager. It offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout.Trade Review“In a large, complex organization, a culture of strong, highly engaged, and collaborative management is critical. There are not too many management challenges that are not addressed in The 27 Challenges Managers Face. Managers at all levels would be well served to have a copy on the shelf.” —David Zaslav, president and CEO, Discovery Communications “As someone whose early management career was shaped by Bruce Tulgan’s other books and programs, I’m not surprised to see this book applies to everyone, no matter what your position or stage in your leadership journey. The 27 Challenges Managers Face takes his prescriptive approach to a new level of relevance with specific tips to address the most common management challenges—right on!” —Kat Cole, president, Cinnabon “Bruce Tulgan’s decades of exhaustive research and the collected works that have resulted have had a profound impact on how I lead. His action-oriented ideas have genuine practical utility for leaders in any organization. The ideas in The 27 Challenges Managers Face comport perfectly with what I call engaged leadership and serve as the perfect antidote for what Bruce calls the epidemic of under-management in America today. This terrific new book is a powerful tool for all leaders.” —Kevin J. Jacobsen, Brigadier General, United States Air Force “Our nation could save billions in productivity losses and lawsuits resulting from poor management and employee disengagement if only it heeded the very practical step-by-step advice that Bruce Tulgan’s thoroughly researched book offers. Every chapter contains real life challenges (all 27 of them!) with fundamental solutions that enlightened managers must practice. Brilliant in its simplicity!” —Cari M. Dominguez, former chair, United States Equal Employment Opportunity Commission; and senior vice president, human resources and chief talent and diversity officer, Loma Linda University Health “Bruce Tulgan’s latest work addresses the fundamentals of management, undervalued in most companies today but essential to the successful operation of complex businesses. Highly integrated products demand accurate data, complete communication, concise direction, and timely decision-making from typically segmented teams and systems. Use The 27 Challenges Managers Face to take advantage of actual lessons learned.” —Larry A. Lawson, CEO and president, Spirit AeroSystems, Inc. “Bruce Tulgan’s latest book provides exceptional practical advice on how to execute the huge responsibility of leadership. The last chapter, renewing a commitment to effective management, will be particularly helpful to leaders who think they already know how to manage the first 26 challenges.” —Alan J. Kreczko, general counsel and executive vice president, The Hartford “Bruce Tulgan masterfully delivers a simple, transparent, and powerful message about the fundamentals of management. I have always been a fan of Tulgan’s work and we frequently reference his teachings throughout our training and development. The 27 Challenges Managers Face tackles everyday situations and provides powerful and effective solutions for producing winning results. I am excited to introduce this masterpiece to our team.” —Jim Mazany, president, Joe’s Crab Shack “Whether you have been managing people for 27 days or 27 years, Bruce Tulgan’s research and book will prove a practical and invaluable guide for meeting specific challenges and managing for success.” —Ray Kotcher, chairman and senior partner, Ketchum “Management is basic work, but hard work. We applied Bruce Tulgan’s principles of Management 101 to rapidly turn our organization into a focused execution machine. In The 27 Challenges Managers Face, Bruce provides a pocket guide and a comprehensive overview of how to manage, every day, for business impact. Whether you are an experienced manager or taking on your first direct reports, whether you are trying to be a better manager or improve an entire organization’s ability to manage and execute, Bruce’s guide is the manual you need.” —Geoffrey Crouse, CEO and president, Cord Blood Registry “The 27 Challenges Managers Face is a good read for managers and people who lead peopleTackle the recurring daily challenges of leading yourself and others by rediscovering fundamental principles of communication and management.” —Sylvia B. Vogt, president, Carnegie Bosch Institute, Tepper School of Business, Carnegie Mellon University “Bruce Tulgan will refocus you. His scholarly research and anecdotal style will make an immediate impact on developing talent. The 27 Challenges Managers Face is a must-read for any company that believes it is their people who make the difference.” —Keith A. Hoogland, president, Family Video “The 27 Challenges Managers Face is a must-read for every manager on your team. These fundamentals are the basis for running an outstanding organization, and Bruce Tulgan gives you the steps you need to develop a high performing organization. Every manager should read this book, whether you’ve been leading an organization for days or decades!” —Deb Dulsky, chief commercial officer, HomeServe USA “I’ve been a fan of Bruce Tulgan and his work for over 15 years. The 27 Challenges Managers Face is a very well written and insightful guide. Whether you’re a new or seasoned manager, Bruce’s book offers step-by-step guidance and practical advice. Bruce really nails it, and my only wish is that this book had been written years ago, when I first became a manager.” —Lorie Valle-Yañez, VP, chief diversity officer, MassMutual Financial Group “Like Studs Terkel before him, Bruce Tulgan was educated as a lawyer, but discovered his real passion in the study of how people work and manage. Bruce brings that passion to life with The 27 Challenges Managers Face and reminds us that Management 101 is easy to understand in theory, but easy to forget on Monday mornings.” —Hank Harris, president and CEO, FMI Corporation “The 27 Challenges Managers Face is a practical, smart, easy-to-use guide from one of the clearest thinkers in the field. Bruce Tulgan has done it again, creating a must-read compendium for handling the most common to the most vexing management challenges. It’s all here.” —Alan Greene, EVP, business head, US Investment Services and Institutional Investor Services, State Street Corporation “Bruce Tulgan was the original voice of reason about how to manage the next generation of leadership. In The 27 Challenges Managers Face, he provides an immensely insightful yet practical guide for managers of any generation. Bruce has always based his work on years of careful research, thousands of interviews and focus studies, and deep experience coaching managers from the front lines of fast food to the officers of the elite US military. He writes as he speaks, pulls no punches, is immensely entertaining, and always leaves his audience better prepared to succeed as managers.” —Joni Thomas Doolin, founder and CEO, People Report “The 27 Challenges Managers Face gives direct and straight-forward ways to handle challenges. Bruce Tulgan’s continued focus on the basic fundamentals, the importance of one-on-ones, and easy-to-understand examples is not only refreshing, but will yield results.” —Robert Werk, SVP, operations, CraftWorks Restaurants & Breweries “Bruce Tulgan has hit another home run! The 27 Challenges Managers Face is simple and easy to read, yet relevant and practical in application. This book is designed to be referenced again and again, to address the classic challenges of getting results through others. No matter how seasoned a manager is, these principles will help fulfill the responsibilities of leadership in the most effective way possible. A must-read and a must-practice for today’s new and experienced managers.” —Sharon McPherson, director of training, On The Border Mexican Grill & Cantina “In his always clear and insightful style, Bruce Tulgan puts forth practical and easy-to-follow solutions for the most common supervisory challenges facing all managers, regardless of industry. The 27 Challenges Managers Face is helpful for new supervisors and veterans of management alike. Bruce researched in the workplace to hear from real managers where their greatest challenges lay, and he shares the basic solutions in an appetizing and easy-to-digest way, making this a good reference book to keep on the shelf after reading.” —Doug Gammon, vice president, human resources and training, Black Angus Steakhouses “I honestly believe anyone interested in being a better manager could benefit from The 27 Challenges Managers Face. If they had a particular need for advice, they could pick the book up, look at the table of contents, and find help with a solution. I loved this book.” —Judy Irwin, vice president, human resources and training, Golden Corral “Based on decades of firsthand interview research, Bruce Tulgan’s coaching enabled our general managers and store managers to communicate more easily and effectively with, motivate, and develop their line staff, notably improving overall shop performance. The 27 Challenges Managers Face will help owners and managers connect authentically with staff, overcoming the chronic misperception by staff that they are not seen or understood, enabling a positive working atmosphere critical to growing your business.” —Doug Bell, president, Grasslands Uruguay, and retired president, Supercuts Owners Association “What sets Bruce Tulgan’s work apart from other management books is that he provides real world advice for real world management challenges. The 27 Challenges Managers Face, like his others, is meant to be consulted again and again. Don’t stick this one on your reference shelf; keep it close at hand, and watch your management performance improve.” —John Bissell, executive vice president, Greylock Federal Credit Union “The 27 Challenges Managers Face brings great insight for executives at any level and phase in their career. This is practical information you can use now to inform your strategies moving forward for the way you manage people and how you are managed, as well. A comprehensive primer on managing people with heart and integrity, while still getting bottom line results for your company, The 27 Challenges Managers Face is a book you should have within reach at your desk.” —Daniel Butler, vice president, community integration, National Retail Federation “First Bruce Tulgan gave us permission to manage, now he tells us when and how to execute the fundamentals, based upon years of experience and success. The 27 Challenges Managers Face is for the seasoned executive as well as the new manager and will make a lasting difference in your life and the lives of others.” —L. Gary Boomer, CEO, Boomer Consulting, Inc. “Bruce Tulgan forces managers to ask ourselves what our job truly is, and then enumerates simple—though in no way simplistic—steps for us to take to do that job. Management is work, and The 27 Challenges Managers Face removes the excuse so many of us use as a crutch when those who perform under us underperform—that the fault lies not in ourselves, but in our stars.” —Homer Robinson, president and CEO, Kaiserman Company “Once again, Bruce Tulgan has provided us with a back-to-basics fundamentals book, packed with research and practical solutions. The 27 Challenges Managers Face will be a go-to reference and solution guide for years to come. Bruce’s writing style invites the reader to embrace management challenges, and be much better for it.” —Carl George, CEO, Carl George Advisory, LLC, and former CEO, Clifton Gunderson LLP “Bruce Tulgan continues to be my guru of management! The 27 Challenges Managers Face provides examples and research and makes it easy to find the right material when facing a management issue. I’ll use it to coach other managers and help them improve their confidence and performance.” —Janet Kyle Altman, marketing principal, Kaufman Rossin “The 27 Challenges Managers Face is yet another example of Bruce Tulgan’s ability to identify the issues managers face and offer specific action steps to help them lead their organizations to success. Leaders, managers, and employees at all levels will benefit by reading this book, and based on their current situation, can decide which chapter to tackle first. The book is a great read and a resource all managers should turn to as situations arise.” —Howard C. Fero, professor of leadership, Albertus Magnus College, and coauthor, Lead Me Out to the Ballgame “Bruce Tulgan creates practical advice and solutions leaders can use to engage employees and deliver results. He understands the challenges modern managers face and, by helping them communicate more effectively, he prepares leaders to handle tough issues and help people achieve their highest level of performance.” —Jennifer Russo, director, corporate communications, Copper Group, Rio Tinto “Many of our managers at Westar Energy have found a mentor in Bruce Tulgan. As we work as a company on raising the level of conversation between managers and employees, we found that Bruce’s message of talk about the work was particularly useful. After two visits and a series of weekly online messages, it’s quite commonplace at Westar for our leaders to reference Bruce Tulgan.” —Diane Owen, lead training rep, Westar Energy “The 27 Challenges Managers Face exposes the root management problem, refreshingly admits that there is no easy fix, and then provides nuanced advice that can be individually tailored by each manager. Like others in the field, Bruce Tulgan offers numerous tips, but where Tulgan provides significant added value is in his distinguishing between the application of solid management practices that generate real and lasting results and merely going through the motions.” —Steve Katz, principal, Fish & Richardson “Bravo! I use Bruce’s back-to-basics principles in managing my direct reports and am a big supporter of his work. The 27 Challenges Managers Face will be a great reference for managers as they come across various situations.” —George Wilson, president, Barriere Construction “The 27 Challenges Managers Face is essential reading for managers. Too many managers are operating on autopilot, waiting for a crisis to happen before reacting. Bruce Tulgan rightly emphasizes critical fundamentals, especially around effective communication, that stop the vicious cycle of managing by crisis. MBA students often ask us what the key elements of good management are—they’re contained in this cogent, well-argued book.” —Donald E. Gibson, Ph.D. , dean and professor of management, Charles F. Dolan School of Business, Fairfield University “Bruce Tulgan demonstrates how managers can break the cycle of firefighting and learn to perform meaningful management that benefits the manager, the employees, and the organization. A good manager will go back to The 27 Challenges Managers Face time and time again to keep the management structure operating smoothly and effectively.” —Colonel Craig Price, superintendent, South Dakota Highway Patrol “Bruce Tulgan hit a home run with this one! He speaks the truth and provides clear, concise management advice. The 27 Challenges Managers Face will become my desktop guidebook for helping leaders at all levels manage their way to more effective organizations and better results.” —Lisa Beutel, executive director, Center for Leadership, University of Dayton “The 27 Challenges Managers Face continues to deliver the effective and useful insight I expect from Bruce Tulgan. It is a must for your management toolbox!” —Jon Morrison, vice president, vehicle dynamics and controls, global, WABCO Vehicle Control Systems “The 27 Challenges Managers Face offers great insights into undermanagement. Many of my clients complain about bosses being too hands off, which results in employees who hate their jobs and want to leave because they don't have ongoing, quality communication and feedback from their managers. Each of the 27 scenarios are rich with nuggets on how to navigate the most common people management issues.” —Katie Weiser, former global director, training and development, Deloitte Consulting, and CEO, Katie Weiser Coaching. “Once again, Bruce Tulgan takes the essential but often overwhelming responsibility of getting work done through others and breaks it into understandable, common sense steps. The 27 Challenges Managers Face is another great tool.” —DJ Zarnick, vice president, human resources, The Henry M. Jackson Foundation for the Advancement of Military Medicine, Inc. “The 27 Challenges Managers Face covers a broad range of the most essential management topics. Based on research with hundreds of thousands of managers and presented in the inspirational way only Bruce Tulgan can do, this book is the equivalent of having your own mentor. Every manager will become a better manager for it.” —Jill Kilroy, assistant vice president, learning and development, Horace Mann Companies “The 27 Challenges Managers Face is a practical, research-based approach to managing one of an organization’s most important resources—people. Bruce Tulgan once again combines research and best practices to create a book of solutions. New and experienced managers alike will benefit.” —Tani Bialek, director, national learning and professional development, McGladrey LLP “The 27 Challenges Managers Face covers it all, with valuable insight for managers everywhere. It reminds us that to manage well is to manage often. Managing is a commitment, but one that delivers dividends daily, and Bruce Tulgan enthusiastically encourages us to re-commit ourselves to our colleagues and ourselves. The tools are simple, the work hard, and the rewards great.” —Jeffrey R. Katz, partner, Ropes & Gray LLP “Like any other skill, managing people requires a mastery of the fundamentals. In The 27 Challenges Managers Face, Bruce Tulgan presents situations we all face and reminds us how to apply those fundamentals. This book is a mandatory addition to every manager’s toolbox.” —Arturo M. Hernandez , VP, engineering, Grote Industries “At Chick-fil-A, we’ve always felt that those who lead must first serve. Bruce Tulgan’s book is a great reminder of how to serve well through managing well. So many of today’s challenges in organizations can find their beginning and end in the same place: people management. The 27 Challenges Managers Face is a great review of the fundamentals of great people management, and how to make them a part of your everyday life.” —Andy Lorenzen, senior director, organizational development, Chick-fil-A, Inc. “Bruce Tulgan’s research and findings provide a blueprint for managers in the intelligence community to tackle problems and fully engage their employees. I highly recommend The 27 Challenges Managers Face to all—not just managers, or those thinking about moving into management positions—because it provides effective, step-by-step solutions to the most common and enduring management challenges.” —Kristin Bertelli, chief, workforce strategy and planning, Central Intelligence AgencyTable of ContentsA Note on How to Use This Book 1 Chapter One The Fundamentals are All You Need 3 Chapter Two The Challenges of Being the “New” Manager 29 Management Challenge #1: When Going from Peer to Leader 37 Management Challenge #2: When Coming from the Outside to Take Over Leadership of an Existing Team 41 Management Challenge #3: When Bringing Together an Entirely New Team 47 Management Challenge #4: When You are Welcoming a New Member to Your Existing Team 51 Chapter Three The Challenges of Teaching Self-Management 57 Management Challenge #5: When Employees Have a Hard Time Managing Time 62 Management Challenge #6: When an Employee Needs Help with Interpersonal Communication 71 Management Challenge #7: When an Employee Needs to Get Organized 77 Management Challenge #8: When an Employee Needs to Get Better at Problem Solving 80 Chapter Four The Challenges of Managing Performance 88 Management Challenge #9: When You Have an Employee Who Needs to Increase Productivity 98 Management Challenge #10: When You Have an Employee Who Needs to Improve Quality 103 Management Challenge #11: When You Need an Employee to Start “Going the Extra Mile” 107 Management Challenge #12: When Your Employees are Doing “Creative” Work 110 Management Challenge #13: When the Employee You are Managing Knows More About the Work Than You Do 114 Chapter Five The Challenges of Managing Attitudes 118 Management Challenge #14: When an Employee Needs an Attitude Adjustment 125 Management Challenge #15: When There is Conflict Between and Among Individuals on Your Team 137 Management Challenge #16: When an Employee Has Personal Issues at Home 140 Chapter Six The Challenges of Managing Superstars 144 Management Challenge #17: When There is a Superstar You Need to Keep Engaged 153 Management Challenge #18: When You Have a Superstar You Really Want to Retain 158 Management Challenge #19: When You Have a Superstar You are Going to Lose for Sure: How to Lose That Superstar Very Well 165 Management Challenge #20: When You Need to Move a Superstar to the Next Level to Develop as a New Leader 170 Chapter Seven The Challenges of Managing Despite Forces Outside Your Control 175 Management Challenge #21: When Managing in an Environment of Constant Change and Uncertainty 179 Management Challenge #22: When Managing Under Resource Constraints 184 Management Challenge #23: When Managing Through Interdependency 188 Management Challenge #24: When Managing Around Logistical Hurdles 196 Management Challenge #25: When Managing Across Differences in Language and Culture 199 Chapter Eight The Challenges of Management Renewal 204 Management Challenge #26: When You Need to Renew Your Management Relationship with a Disengaged Employee 206 Management Challenge #27: When You Need to Renew Your Own Commitment to Being a Strong, Highly Engaged Manager 212 Epilogue 221 Acknowledgments 223 About the Author 227 Index 229
£18.69
John Wiley & Sons Inc Starting a Home Business For Dummies
Book SynopsisHow would you like to work for yourself in your own home? Sounds good right? The commute would be a breeze. Starting a small business from home can mean minimum fuss and minimum start-up costs - so it's no wonder that around 60% of new businesses are started from home.Table of ContentsIntroduction 1 Part I: Getting Started with Your Home Business 5 Chapter 1: Where the Heart Is: Welcome to the World of Home-Based Businesses 7 Chapter 2: Mirror, Mirror on the Wall, What’s the Best Business of All? 23 Chapter 3: The ABC of Starting Your Own Business 45 Chapter 4: Attracting Customers 67 Chapter 5: Creating a Sustainable Income in Challenging Times 95 Part II: Managing Your Money 113 Chapter 6: Keeping Track of Your Money 115 Chapter 7: The Price is Right: Deciding How Much to Charge 139 Chapter 8: Considering Taxes, Deductions and Benefits 159 Part III: Avoiding Problems 173 Chapter 9: Knowing Your Legal Do’s and Don’ts 175 Chapter 10: Using Outside Resources and Experts 191 Part IV: Making It Work: Moving Ahead 207 Chapter 11: Making the Internet Work for You 209 Chapter 12: Balancing Your Business and Your Life 229 Chapter 13: On a Roll: Growing Your Business or Selling Up 251 Part V: The Part of Tens 265 Chapter 14: Ten Tips for How to Succeed in Your Home-Based Business 267 Chapter 15: Ten Enduring Home Business Opportunities 275 Chapter 16: Ten Things to Do When Times Are Tough 283 Index 291
£16.99
John Wiley & Sons Inc How to Measure Anything Workbook
Book SynopsisThe invaluable companion to the new edition of the bestselling How to Measure Anything This companion workbook to the new edition of the insightful and eloquent How to Measure Anything walks readers through sample problems and exercises in which they can master and apply the methods discussed in the book.Table of ContentsPreface ix About the Author xi Part I Questions 1 Chapter 1 The Challenge of Intangibles 3 Learning Objectives 3 Chapter Overview 3 Questions 4 Chapter 2 An Intuitive Measurement Habit: Eratosthenes, Enrico, and Emily 9 Learning Objectives 9 Chapter Overview 9 Questions 10 Chapter 3 The Illusion of Intangibles: Why Immeasurables Aren’t 15 Learning Objectives 15 Chapter Overview 15 Questions 16 Chapter 4 Clarifying the Measurement Problem 23 Learning Objectives 23 Chapter Overview 23 Questions 24 Chapter 5 Calibrated Estimates: How Much Do You Know Now? 31 Learning Objectives 31 Chapter Overview 31 Questions 32 Chapter 6 Quantifying Risk through Modeling 39 Learning Objectives 39 Chapter Overview 39 Questions 40 Chapter 7 Quantifying the Value of Information 47 Learning Objectives 47 Chapter Overview 47 Questions 48 Chapter 8 The Transition: From What to Measure to How to Measure 55 Learning Objectives 55 Chapter Overview 55 Questions 56 Chapter 9 Sampling Reality: How Observing Some Things Tells Us about All Things 61 Learning Objectives 61 Chapter Overview 61 Questions 62 Chapter 10 Bayes: Adding to What You Know Now 69 Learning Objectives 69 Chapter Overview 69 Questions 70 Chapter 11 Preference and Attitudes: The Softer Side of Measurement 77 Learning Objectives 77 Chapter Overview 77 Questions 78 Chapter 12 The Ultimate Measurement Instrument: Human Judges 87 Learning Objectives 87 Chapter Overview 87 Questions 88 Chapter 13 New Measurement Instruments for Management 93 Learning Objectives 93 Chapter Overview 93 Questions 94 Chapter 14 A Universal Measurement Method: Applied Information Economics 99 Learning Objectives 99 Chapter Overview 99 Questions 100 Part II Answers 105 Chapter 1 The Challenge of Intangibles 107 Chapter 2 An Intuitive Measurement Habit: Eratosthenes, Enrico, and Emily 109 Chapter 3 The Illusion of Intangibles: Why Immeasurables Aren’t 111 Chapter 4 Clarifying the Measurement Problem 115 Chapter 5 Calibrated Estimates: How Much Do You Know Now? 117 Chapter 6 Quantifying Risk through Modeling 119 Chapter 7 Quantifying the Value of Information 125 Chapter 8 The Transition: From What to Measure to How to Measure 129 Chapter 9 Sampling Reality: How Observing Some Things Tells Us about All Things 131 Chapter 10 Bayes: Adding to What You Know Now 135 Chapter 11 Preference and Attitudes: The Softer Side of Measurement 137 Chapter 12 The Ultimate Measurement Instrument: Human Judges 139 Chapter 13 New Measurement Instruments for Management 141 Chapter 14 A Universal Measurement Method: Applied Information Economics 143
£21.25
John Wiley & Sons Inc Business Networking For Dummies
Book SynopsisGrow your business, build your career, find more customers, and build a valuable support network of likeminded business people. Networking is a crucial skill for all professionals and business owners.Table of ContentsForeword xv Introduction 1 About This Book 2 Foolish Assumptions 2 Icons Used in This Book 3 Beyond the Book 3 Where to Go from Here 3 Part I: Getting Started with Business Networking 5 Chapter 1: Getting to Grips with Networking Basics 7 Understanding Business Networking 7 Starting with ‘Why?’ 8 Noting the ‘why’ of networking 9 Figuring out your ‘why’ 10 Talking to Strangers (Ignore Your Parents’ Advice) 11 Knowing Who Uses Networking 12 Realising It’s Not All Funny Handshakes and Old Boys Clubs 15 Finding Networking Opportunities 15 Following Networking Guidelines 16 Networking in a Nutshell: Different Formats 17 Understanding unstructured networking meetings 17 Seeking out structured networking meetings 18 Networking formats you’re likely to encounter 18 Business networking and referral marketing – same difference? 19 Chapter 2: Exploring Different Aspects of Networking 23 Networking for the Employed 23 Building your skillset using networking 25 Meeting people in the same industry to swap ideas 27 Keeping up to date with trends in your industry 28 Meeting your next boss – career building and future proofing 28 Networking for the Business Owner 29 Promoting your business 29 Finding trusted suppliers: Real-life Google 31 Keeping up to date with trends in business 33 Creating your virtual team: The future of business 33 Networking as Marketing 34 Clarifying your marketing aims 35 Reaping the benefits of business networking 35 Networking Meets Social Media 36 Seeing the relevance 36 Making the most of social media 37 Chapter 3: Setting (Realistic) Expectations 39 Recognising Why You Need to Set Expectations 39 Thinking about what You Expect to Get Out of Networking 40 Coping with your first networking event 41 Knowing That Networking Isn’t Without Effort 42 Keeping track of your schedule 43 Being patient 44 Chapter 4: Making Use of Networking Organisations 47 Finding the Right Organisation for You 48 Start locally 49 Match your business to the prospect 49 Finding Independent Networking Clubs 50 Contacting your local chamber of commerce 51 Finding local independent networking groups 51 Joining Commercial Networking Organisations (in the UK) 52 4Networking 54 BNI 54 Business Scene 55 FSB 55 NRG 56 Women-only networking organisations 56 Coming across Co-working 56 Co-working hubs 57 KindredHQ 57 Regus 58 Specialist and Niche Networking Organisations and Groups 58 Understanding the Politics of Networking Groups 59 Running Your Own Networking Club 60 Remembering Why You Got Involved 62 Chapter 5: Networking at Trade Shows 65 Knowing What to Expect from a Trade Show 65 The Great British Business Show 66 The Welsh Business Shows 66 New Start Scotland 67 Finding Local and National Trade Shows 67 Making Your Trade Show Experience a Success 68 Networking at trade shows, big or small 69 Becoming part of the crowd 70 Feeling the Need for Speed Networking 71 Doing something different 71 Following up 72 Part II: Face-to-face Networking 73 Chapter 6: Attending Networking Meetings 75 Finding Time to Network 75 Recognising that networking is real work 76 Networking to suit you and your business 77 Using your time twice 78 Deciding What to Wear and What to Take with You 79 Making sure that you understand the dress code 79 Thinking about the impression you want to make 80 Being prepared with business cards – and plenty of them 81 Taking promotional material 81 Knowing What Time to Arrive 82 Checking the meeting timings 82 Entering as an early bird or fashionably late? 82 Calming Your Nerves 83 Knowing why your nerves may be your biggest asset 85 Keeping on top of first-time jitters 86 Managing your nerves and appearing confident 87 Knowing what time to go home 89 Chapter 7: Making Connections in Open Networking 91 Understanding Open Networking 91 Introducing Yourself to People You Don’t Know 92 Recognising that everyone’s in the same boat 92 Choosing who to approach 93 Making an Impression 95 The handshake 96 Starting a conversation 98 Answering ‘So, what do you do?’ 100 Chapter 8: Nailing the Introductions Round 103 Getting the Scoop on the Introductions Round 103 Remembering that you’re trying to get the interview, not the job 105 Avoiding the elevator pitch error 105 Standing Out from the Crowd 107 Preparation, preparation, preparation 107 Think about what they might be buying, not what you’re selling 108 Using soundbites 109 Using props 110 Understanding body language 111 Can you hear me? 114 Injecting your introduction with passion and confidence 116 Rules to Follow and Things to Avoid 116 Introducing Sample Templates for Your Introduction 117 The attention grabber 118 The third-party endorsement 122 Remembering What You Planned to Say 125 Chapter 9: Handling One-to-Ones 127 Getting the Scoop on One-to-Ones 127 Having a one-to-one with everyone 128 Getting the Most from One-to-Ones 129 Where to have a one-to-one 129 When to have a one-to-one 130 Asking open questions 132 Are you listening or waiting for your turn to speak? 134 Making notes to follow up with 134 Taking notes like a pro 135 Knowing What to Do After the Meeting 136 Chapter 10: Breezing Through the Ten-Minute Speaker Slot 137 Recognising the Opportunity 137 Reaping the benefits 139 Understanding stock value 140 Planning and Preparing 140 Looking at Different Networks, Different Opportunities, Different Approaches 141 Using ten minutes to talk about your business 141 Using ten minutes not to talk about your business 145 Structuring Your Presentation 151 Questions and answers 151 Checking your timings 152 Coping when the day comes 152 Chapter 11: Following Up 155 Following Up to Win 155 Ouch! Dealing with Your Piles 156 Making the most of business cards 157 Using CRM systems 160 Evaluating email marketing software 161 Following Up Successfully 162 Thinking about your follow up 163 Being creative 164 Reminding People about Your Business 166 Asking for business 166 Asking for referrals 168 Part III: Networking Online and Using Social Media 171 Chapter 12: Networking Online 173 Introducing Online Networking 174 Finding Business Networking Forums 175 Joining an Online Community 175 Becoming Part of Any Community 178 Advertising is Okay (Sometimes) 179 Calling First Means That You Often Get the Job 180 Establishing Yourself as the ‘Go-To Guy’ in the Community 181 Chapter 13: Using Social Media to Keep Relationships Alive 183 Venturing into Social Media 183 Realising that the times, they are a-changing 184 Entering social media 185 Winning Friends and Influencing People 185 Finding common ground 186 Forming meaningful relationships 186 Going local, regional, national or international 187 Joining in other people’s conversations 188 Staying in Your Contacts’ Field of Vision 189 Going beyond: Following up with social media 190 Thinking business? Think personal as well 192 Spotting easy referral opportunities 196 Getting Maximum Value from Blogging by Hardly Writing a Word 196 Curating information about your industry or profession 198 Remembering it’s about conversation not content 199 Chapter 14: Networking Using Different Social Media Platforms 203 Choosing the Right Platform for Your Business 203 Twitter 204 Facebook 207 LinkedIn 208 Google+ 209 Blogs 210 Instagram 210 Vine 211 Foursquare 211 Pinterest 212 Taking the Next Steps in Social Media 212 Chapter 15: Joining Up Your Online and Offline Networking 215 Acknowledging that People are People – However You Connect 215 Finding Your Strongest Connections 217 Meeting People Before You Meet Them 219 Researching your prospects 220 Listening online, then speaking on the phone 221 Part IV: Turbo-charging Your Networking 225 Chapter 16: Using Networking to Build Your Business 227 Standing Out in Networking 227 Putting in the effort 228 Remembering that networking isn’t easy 229 Engaging your brain and engaging your network 230 Finding better ways to advertise than shouting to strangers 231 Boosting Your Business with Personal Branding 233 Learning from Evian’s posh bottles 234 Being a product of the product 236 Using Networking as an Excuse 238 Getting to your ideal prospects using networking 238 Using networking for businesses that can’t cold call 240 Chapter 17: Building Networking into Your Business Strategy 241 Circles Within Circles: It Isn’t Just About Who You Know 241 Staying in Touch When You Said You Would 243 Finding people to talk to 243 Growing your network as people come and go 244 Thinking Outside the Limited Company 245 Building Your Virtual Team 247 Settling Into a Routine and Knowing What Works for You 248 Part V: Measuring Your Success 249 Chapter 18: Networking or Notworking? 251 Measuring your Return on Investment 251 Recognising and recording the value in every meeting 252 Finding the hidden value in networking 253 Adjusting Your Mindset to Spot the Benefits 254 Listening to your intuition 255 Keeping an open mind 256 Acknowledging that networking is always working 257 Chapter 19: Revisiting Your Approach 259 Using Networking as a Sounding Board 259 Nobody’s asking you for a one-to-one 260 Business is dribbling in 261 You’re getting one-to-ones but nobody’s buying 263 You view knock backs negatively 263 Using Your Networking Contacts to Advise You 264 Launching new products to your networking crowd 265 Trying new pitches 266 Tailoring your approach to your environment 267 Discovering the secret to turning around your networking experience 267 Keeping Faith with Networking 268 Part VI: The Part of Tens 271 Chapter 20: Ten Ways to Improve Your Networking Results 273 Do More Networking 273 Become Part of Your Group’s Team 274 Volunteer for the Ten-Minute Slot 274 Take an Honest Look at Your 40-Second Introduction 274 Attend Meetings of Other Networking Groups 275 Phone People 275 Run a Mini-Seminar after a Networking Event 275 Use Social Media 276 Make it Easy for People to Buy from You 276 Understand that Networking is Working 277 Chapter 21: Ten Networking Gaffes to Avoid 279 Talking Only About Yourself 279 Overrunning 280 Being Late 280 Whispering during Other People’s Introductions 280 Ridiculing or Disrespecting Your Competitors 281 Adding People to Your Mailing List without Permission 281 Judging a Book by Its Cover 282 Not Following Up 282 Treating Networking as a One-Off Sale 282 Forgetting to Smile 283 Index 285
£11.69
John Wiley & Sons Inc Youve Been Framed
Book SynopsisReframe wealth management to achieve sustainable success in financial services You''ve Been Framed is a step-by-step guide for achieving ultimate profitability and sustainability for your financial advisory firm. Whether you''re a savvy entrepreneur ready to dominate your competitors, or a more experienced advisor moving toward selling your practice, this guide will help you proactively reframe your business. You''ll learn how to grow your pipeline of prospects, win the next generation of clients, and deepen your business so it can thrive without youleaving you free to pursue what matters to you. Build your business on a holistic foundation of wealth management and assemble the team that will take you to the top as you develop a whole new perspective from which to offer your services. Transform your role from directive advisor to trusted advocate. Completely shift the paradigm, and make yourself the de facto solution to your clients'' wealth management issues. WTable of ContentsForeword Mark C. Tibergien ix Acknowledgments xi Introduction 1 Part I You Gotta Believe 13 Chapter 1 You’ve Been Framed! 15 Chapter 2 What the Best in the Business Don’t Want You to Know: The Five Wealth Management Reframes 29 Chapter 3 Death of a Salesman/Saleswoman and Rise of the Wealth Advisor 51 Chapter 4 The Big, Fat Lie 69 Chapter 5 Lone Ranger to Leader™ 83 Part II Five Steps to Reframing Your Business 101 Chapter 6 Discovering Your Current Frame: The ClientWise Conversation™ 103 Chapter 7 Defining Your New Frame by Discovering Your Value 133 Chapter 8 Building Your New Frame 161 Part III Now What? 187 Chapter 9 Teaching Others How to Frame You: Renewing Relationships 189 Chapter 10 Sharing the Frame: It’s All About Advocacy 207 Conclusion Ten Signals of a Successful Reframe 239 Additional Resources 249 About the Author 253 Index 255
£23.24
John Wiley & Sons Inc The Skilled Facilitator
Book SynopsisHelp groups deliver results with an updated approach to facilitation and consulting The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Trainers, and Coaches, Third Edition is a fundamental resource for consultants, facilitators, coaches, trainers, and anyone who helps groups realize their creative and problem-solving potential. This new edition includes updated content based on the latest research and revised models of group effectiveness and mutual learning. Roger M. Schwarz shows how to use the Skilled Facilitator approach to: boost improvement processes such as Six Sigma and Lean, create a psychologically safe learning environment for training, and help coaches work with teams and individuals in real-time. This edition features a new chapter that explains how to facilitate virtual teams using conferencing technology. Facilitation skills are essential in many kinds of work, and if you are looking to bring your skills up to date it is Table of ContentsPreface to the Third Edition xvii What The Skilled Facilitator is About xvii Who This Book is For xix How the Book is Organized xix Features of the Book xxii What’s Different in the Third Edition xxiii Part One The Foundation 1 1 The Skilled Facilitator Approach 3 The Need for Group Facilitation 3 Most People Who Need to Facilitate Aren’t Facilitators 3 Is This Book for You? 4 The Skilled Facilitator Approach 8 Experiencing the Skilled Facilitator Approach 10 Making the Skilled Facilitator Approach Your Own 11 Summary 12 2 The Facilitator and Other Facilitative Roles 13 Choosing a Facilitative Role 13 Basic and Developmental Types of Roles 23 Serving in Multiple Facilitative Roles 25 When It’s Appropriate to Leave the Role of Facilitator 25 The Group is Your Client 28 What is Your Responsibility for the Group’s Results? 29 Summary 33 3 How You Think is How You Facilitate: How Unilateral Control Undermines Your Ability to Help Groups 35 How You Think: Your Mindset as an Operating System 36 Two Mindsets: Unilateral Control and Mutual Learning 37 How You Think is Not How You Think You Think 37 The CIO Team Survey Feedback Case 38 The Unilateral Control Approach 41 Values of the Unilateral Control Mindset 41 Assumptions of the Unilateral Control Mindset 45 Unilateral Control Behaviors 46 Results of Unilateral Control 50 Give-Up-Control Approach 55 How Unilateral Control Reinforces Itself 55 How Did We Learn Unilateral Control? 56 Moving from Unilateral Control to Mutual Learning 57 Summary 58 4 Facilitating with the Mutual Learning Approach 59 The Mutual Learning Approach 59 Values of the Mutual Learning Mindset 61 Assumptions of the Mutual Learning Mindset 75 Mutual Learning Behaviors 77 Results of Mutual Learning 80 The Reinforcing Cycles of Mutual Learning 84 Are There Times When Unilateral Control is the Better Approach? 85 Summary 86 5 Eight Behaviors for Mutual Learning 87 Using the Eight Behaviors 87 Behavior 1: State Views and Ask Genuine Questions 89 Behavior 2: Share All Relevant Information 94 Behavior 3: Use Specific Examples and Agree on What Important Words Mean 97 Behavior 4: Explain Reasoning and Intent 99 Behavior 5: Focus on Interests, Not Positions 101 Behavior 6: Test Assumptions and Inferences 103 Behavior 7: Jointly Design Next Steps 114 Behavior 8: Discuss Undiscussable Issues 117 Learning to Use the Behaviors 119 Summary 120 6 Designing and Developing Effective Groups 121 How a Team Effectiveness Model Helps You and the Teams and Groups You Work With 122 The Difference between Teams and Groups—and Why It Matters 122 How Interdependence Affects Your Work with Teams and Groups 127 The Team Effectiveness Model 128 What’s Your Mindset as You Design? 132 Team Structure, Process, and Context 133 Team Structure 134 Team Process 139 Team Context 143 Interorganizational Teams and Groups 150 Helping Design or Redesign a Team or Group 150 Summary 153 Part Two Diagnosing and Intervening with Groups 155 7 Diagnosing and Intervening with Groups 157 What You Need to Diagnose 158 What You Need to Intervene 160 The Mutual Learning Cycle 160 Summary 163 8 How to Diagnose Groups 165 Step 1: Observe Behavior 165 Step 2: Make Meaning 171 Step 3: Choose Whether, Why, and How to Intervene 178 Challenges in Diagnosing Behavior and How to Manage Them 186 Summary 192 9 How to Intervene with Groups 193 Key Elements of the Intervention Steps 193 Using the Mutual Learning Cycle to Intervene: An Example 196 Step 4: Test Observations 198 Step 5: Test Meaning 200 Step 6: Jointly Design Next Steps 203 How to Move through the Intervention Steps 205 Choosing Your Words Carefully 209 Summary 212 10 Diagnosing and Intervening on the Mutual Learning Behaviors 213 How Mutual Learning Behaviors Differ from Many Ground Rules 213 Contracting to Intervene on Mutual Learning Behaviors 214 Intervening on the Mutual Learning Behaviors 218 Behavior 1: State Views and Ask Genuine Questions 220 Behavior 2: Share All Relevant Information 220 Behavior 3: Use Specific Examples and Agree on What Important Words Mean 221 Behavior 4: Explain Reasoning and Intent 222 Behavior 5: Focus on Interests, Not Positions 223 Behavior 6: Test Assumptions and Inferences 225 Behavior 7: Jointly Design Next Steps 227 Behavior 8: Discuss Undiscussable Issues 230 Summary 231 11 Using Mutual Learning to Improve Other Processes and Techniques 233 Using Mutual Learning to Diagnose and Intervene on Other Processes 233 Diagnosing and Intervening When Groups are Using a Process Ineffectively 235 Diagnosing and Intervening on Processes That are Incongruent with Mutual Learning 237 Diagnosing and Intervening on Processes That Espouse Mutual Learning: Lean and Other Continuous Improvement Approaches 244 Summary 246 12 Diagnosing and Intervening on Emotions—The Group’s and Yours 249 The Challenge 249 How People Generate Emotions 250 How Groups Express Emotions 252 Managing Your Own Emotions 254 Deciding How to Intervene 256 Intervening on Emotions 259 Helping People Express Emotions Effectively 259 Helping People Reduce Defensive Thinking 259 Helping the Group Express Positive Emotions 265 When People Get Angry with You 267 Learning from Your Experiences 267 Summary 268 Part Three Agreeing to Work Together 269 13 Contracting: Deciding Whether and How to Work with a Group 271 Why Contract? 272 Five Stages of Contracting 272 Stage 1: Making Initial Contact with a Primary Client Group Member 274 Stage 2: Planning the Facilitation 283 Stage 3: Reaching Agreement with the Entire Group 293 Stage 4: Conducting the Facilitation 295 Stage 5: Completing and Evaluating the Facilitation 295 Summary 297 14 Working with a Partner 299 Deciding Whether to Partner 299 Dividing and Coordinating the Labor 306 Allocating Roles within Your Division of Labor 308 Developing Healthy Boundaries between You and Your Partner 310 Debriefing with Your Partner 314 Summary 314 15 Serving in a Facilitative Role in Your Own Organization 317 Advantages and Disadvantages of the Internal Facilitative Role 317 How Your Internal Facilitative Role is Shaped 320 Shaping Your Facilitative Role 321 Changing Your Facilitative Role from the Outside In 329 Summary 330 Part Four Working with Technology 333 16 Using Virtual Meetings 335 Choosing Which Type of Virtual Meeting Technology to Use—If Any 336 The Challenges That Virtual Meetings Create 339 Designing and Facilitating Virtual Meetings to Meet These Challenges 341 Summary 345 Notes 347 Acknowledgments 361 About the Author 363 About Roger Schwarz & Associates’ Work with Clients 365 The Skilled Facilitator Intensive Workshop 367 Index 369
£35.15
John Wiley & Sons Inc Everything DiSC Manual
Book Synopsis
£36.09
John Wiley & Sons Inc The Lean Book of Lean
Book SynopsisAn essential guide to bringing lean to your business and your life The Lean Book of Leanprovides a succinct overview of the concepts of Lean, explains them in everyday terms, and shows how the general principles can be applied in any business or personal situation. Disengaging the concept of Lean from any particular industry or sector, this book brings Lean out of the factory to help you apply it anywhere, anytime. You''ll learn the major points and ideas along with practical tips and hints, and find additional insight in the illustrative examples. Lean is all about achieving the desired outcome with the minimum amount of fuss and effort, and this book practises what it preaches concise enough to be read in a couple of sittings, it nonetheless delivers a wealth of information distilled into the essential bits you need to know. The Lean Book of Lean discards unnecessary specialisation and minute detail, and gets to the point quickly, so you can get started riTable of ContentsAcknowledgements xi Preface xiii 1 Introduction to Lean 1 The definition of Lean 1 Lean – the natural order of living 3 The shopping trip 3 2 The Core Lean Principles 7 Be customer demand-driven 8 Maximise flow 11 Identify and eliminate waste 13 Declare war on variation 16 Organise your people around outcomes you want 19 Equip your people with the right skills 21 Clear and simple measures and controls 22 Defining your “Ideal State” 24 In conclusion 25 3 More About Flow 27 Know your limitations (aka constraints) 28 Take good care of your constraint 31 Feed meeeeeee!!! 31 Keeping going 33 The Whack-a-Mole game of constraints 34 The dish of the day is ... 35 And our latest offering is ... 35 Entropy 36 Continuous improvement 36 And the moral of all this ... 38 Some everyday examples of flow – or the lack of it! 38 Traffic lights vs. roundabouts 39 The DIY enthusiast 41 The airport check-in 44 In conclusion 46 4 Lean Enterprise vs. Lean Manufacturing 47 Planning vs. execution 48 Priorities and decisions 54 Supplier relationships 56 What can we now provide? 57 Getting the best deal 58 Support functions 59 Finance 60 Engineering 61 HR 62 In conclusion 62 5 Organising for Lean 65 Turning tradition upside down 65 Getting ahead in a PCO 70 The football team 73 Theory vs. reality 74 The unfortunate but inevitable consequences 75 In conclusion 76 6 Measuring the Right Stuff and Metrics 79 What’s important? 81 Individual performance vs. team outcomes 85 The balanced scorecard 88 Controls 89 Decision trees 92 In conclusion 98 7 Lean vs. Six Sigma 99 Basis for change 100 Incremental vs. transformational 101 What comes first, Lean or Six Sigma? 103 In conclusion 104 8 The Lean Mindset 107 It’s not just about what you know 107 Lean critical mass 108 Lean leadership 111 Discipline 113 Leadership vs. management 113 Knowing the difference between accountability and responsibility 114 Consistency 114 Engagement 114 Asking the right questions 115 Process thinking 115 Transparency and visibility 116 Certification? 117 5S as a foundation for Lean 119 In conclusion 120 9 The Dreaded Business Case! 121 Business case, benefits case, case for action, best guess, what? 121 The financial justification 122 The kick in the backside 124 The motivational speech 125 Is it worth talking about? 125 Getting management bought in 125 Some business case bear traps 126 The devil’s in the detail 127 Fit for purpose 128 Where are the big fish hiding? 130 The cherry picker 130 In conclusion 131 10 Keys to Success and Sustainability 133 Top reasons for failure 133 How to avoid them 136 Buy-in at all levels 136 Get the fundamentals in place 140 Working on the right stuff 141 Life doesn’t stand still 144 In conclusion 145 11 A Few Key Tools 147 Diagnostic tools 147 5 Whys 148 Value stream mapping 148 Root cause analysis 154 Voice of the Customer 158 Implementation tools 160 Standardisation 160 “IS–IS NOT” thinking 166 Good day vs. bad day 168 Kaizen Events 170 If you don’t have rhythm, you can’t dance! 175 How it works 176 In conclusion 181 12 A Few Words On Technology 183 What’s good, what’s not 184 Closing the gaps 185 In conclusion 190 13 Getting Help 193 We are not alone 193 Partnering with other companies 194 Best practice reference visits 195 Forums, blogs and social media 198 Institutions 199 Don’t try this at home! 200 Reasons to hire and not to hire a consultant 201 Getting the right help 204 In conclusion 207 14 Results, What to Expect and What is Possible 209 Financial benefits 210 Revenue enhancement 210 Cost reduction 211 Cash flow 213 Non-financial benefits 214 Safety 214 Job satisfaction 214 Environment 216 Avoidance of whatever 216 So what’s in it for me? 217 In conclusion 218 15 In Conclusion 221 Appendix – Glossary 223 Afterword 245 Index 247
£18.99
John Wiley & Sons Inc Writing Business Bids and Proposals For Dummies
Book SynopsisTable of ContentsIntroduction 1 Part 1: Understanding Proposal Development 7 CHAPTER 1: Introducing Bids and Proposals 9 CHAPTER 2: Understanding Different Types of Proposals 25 Part 2: Focusing on Your Customer 53 CHAPTER 3: Building Customer Relationships 55 CHAPTER 4: Giving Your Customers What They Ask For (And More) 77 CHAPTER 5: Sizing Up Your Competition 103 Part 3: Planning Your Approach 123 CHAPTER 6: Developing Your Proposal Process 125 CHAPTER 7: Setting Yourself Apart From Your Competitors 155 CHAPTER 8: Keeping Your Proposal on Track 169 Part 4: Creating Your Proposal 193 CHAPTER 9: Developing Your Proposal 195 CHAPTER 10: Applying the Principles of Good Writing: Structuring Your Argument 221 CHAPTER 11: Making Your Proposals Look Good 251 CHAPTER 12: Getting Your Proposal Out the Door 275 Part 5: Taking Your Proposal to the Next Level 297 CHAPTER 13: Using Tools and Templates to Accelerate Your Proposals 299 CHAPTER 14: Leading Proposal Teams Effectively 323 CHAPTER 15: Making Each Proposal Better than the Last 345 Part 6: The Part of Tens 363 CHAPTER 16: Ten Templates for Building Your Proposal 365 CHAPTER 17: Ten Common Misconceptions about Bids and Proposals 371 Appendix: Online Resources 379 Index 383
£16.99
John Wiley & Sons Inc The Art of Startup Fundraising
Book SynopsisStartup money is moving online, and this guide shows you how it works. The Art of Startup Fundraising takes a fresh look at raising money for startups, with a focus on the changing face of startup finance. New regulations are making the old go-to advice less relevant, as startup money is increasingly moving online. These new waters are all but unchartedand founders need an accessible guide. This book helps you navigate the online world of startup fundraising with easy-to-follow explanations and expert perspective on the new digital world of finance. You''ll find tips and tricks on raising money and investing in startups from early stage to growth stage, and develop a clear strategy based on the new realities surrounding today''s startup landscape. The finance world is in a massive state of flux. Changes are occurring at an increasing pace in all sectors, but few more intensely than the startup sphere. When the paradigm changes, your processes must change with it. This book shows you how startup funding works, with expert coaching toward the new rules on the field. Learn how the JOBS Act impacts the fundraising model Gain insight on startups from early stage to growth stage Find the money you need to get your venture going Craft your pitch and optimize the strategy Build momentum Identify the right investors Avoid the common mistakes Don''t rely on the how we did it tales from superstar startups, as these stories are unique and applied to exceptional scenarios. The game has changed, and playing by the old rules only gets you left behind. Whether you''re founding a startup or looking to invest, The Art of Startup Fundraising provides the up-to-the-minute guidance you need.Trade Review“The Art of Startup Fundraising is an easy read with a lot of good advice on how to raise capital. One of the biggest hurdles of early stage companies is fundraising. Entrepreneurs are not experts in this arena which makes this book a worthwhile read.” - TONY HSIEH, author of Delivering Happiness and CEO of Zappos “The Art of Startup Fundraising is a must read for anyone who even considers starting a business. Fundraising is hard. This book gives you the roadmap to get where you are going. Alejandro Cremades speaks with wisdom and from experience.“ - TIM DRAPER, Founder of Draper Associates, DFJ, and Draper University "The Art of Startup Fundraising should be a mandatory reading for entrepreneurs that are looking to raise capital. This book will enable Alejandro to help many more early stage companies answer the tough questions when fundraising." - MARCO LANDI, Former Chief Operating Officer at Apple and Chairman at Atlantis Ventures "Raising capital is often the most daunting and least understood aspects of starting a new business and there are few people more experienced than Alejandro Cremades to act as a guide. The Art of Startup Fundraising unlocks key secrets of fundraising for newly minted entrepreneurs." - JEFF STIBEL, Chairman of BrainGate, Inc. and Vice Chairman of Dun & Bradstreet, Inc.; New York Times bestselling author of Breakpoint and Wired for Thought "This book provides a clear, concise tour of the fundraising game. With his crowdfunding and entrepreneurial expertise in full display, Cremades does a terrific job making a complicated process simple and accessible." - JEFF BUSSGANG, General Partner at Flybridge Capital Partners and Senior Lecturer at Harvard Business School “Raising money is perhaps the most daunting challenge faced by any startup. For the uninitiated, it is also mystical process filled with an increasingly complex array of investment options and practical considerations. As one of the finest entrepreneurs I know, Alejandro has put together an authoritative guide that should be required reading for all nascent entrepreneurs, as well as veterans looking to brush up on the latest the field has to offer.” - TYLER WRY, Professor at The Wharton School “For many entrepreneurs finding the right investor for their venture can be a daunting task. Alejandro's experience with equity crowdfunding gives a unique perspective on the fundraising game. The Art of Startup Fundraising is very insightful for entrepreneurs looking to close a round of financing and changing the world.”- ANYNDYA GHOSE, Professor at NYU Stern School of Business “Entrepreneurs need to be amazing at recruiting, selling and fundraising. The Art of Startup Fundraising provides the essential toolkit for mastering a core skill for any entrepreneur.” - GIL PENCHINA, serial entrepreneur and prolific angel investor “The Art of Startup Fundraising is a practical and comprehensive resource for entrepreneurs to use again and again. It captures what startups need to do to be successful in the rapidly evolving financing world, while also providing tips on the fundamentals of building businesses that don’t change over time.” - MARIANNE HUDSON, Executive Director at Angel Capital Association “It doesn't matter how great of a business you can build. If you can't raise money, you're toast. Master this book.” - ILYA POZIN, Forbes Contributor and CoFounder of Pluto TV and CoFounder of Coplex “There is no perfect approach to raising investment for a startup, but there is a certain tribal knowledge out there, that most of us had to learn through several failed attempts. The Art of Startup Fundraising captures every bit of advice (and then some!) that I would give to any entrepreneur looking for funding.” - PAUL MURPHY, Partner at Betaworks and CoFounder of Playdots “Alejandro's The Art of Startup Fundraising is a must read for any entrepreneur. Clear and concise, he outlines in today's startup community the steps to successfully fundraise. This is the golden era for entrepreneurs, any good idea with proof of concept can get access to money. Know your options!” - ANGELO J. ROBLES, Founder and CEO of Family Office Association “One of the biggest crimes in the startup community is to watch good ideas and good teams to go unfunded because the Fundraising process isn’t friendly to first-time entrepreneurs. The Art of Startup Fundraising is Alejandro’s contribution to the ecosystem that does a masterful job filling in knowledge gaps and giving entrepreneurs the best chances of raising the capital they need.”- FRANK ROTMAN, Founding Partner at QED Investors "The Art of Startup Fundraising delivers a smooth ride on the bumpy road of raising capital and starting a business. Alejandro Cremades delivers up-to-date details and a clear vision - an important guide for any entrepreneur who seeks to build and scale a business today.” - JEANNE M. SULLIVAN, Co-founder, StarVest Partners "Fundraising can be an incredibly frustrating experience for startup founders because they are at a fundamental disadvantage: they know very little about the process, and investors know a lot. Luckily, Alejandro has taken the time to assemble a detailed blueprint of how it works behind the scenes that will help any founder level the playing field and navigate the process like a pro. If you are raising money for your startup, don't start without reading this book."- PEDRO TORRES-PICON, Founder and Managing Director at Quotidian Ventures "The Art of Startup Fundraising translates art into science. By sharing proven formulas, strategies, and case studies that work, Alejandro Cremades provides a needed service to future entrepreneurs." - JOSH COHEN, Managing Partner at City Light Capital“This ought to be a reading requirement for all entrepreneurs when building a business and raising capital. This is a very well written and informative book, written by a man who is a testament to dedication and creativity when confronted with the challenges of being an entrepreneur and raising capital.” - CARTER CALDWELL, serial entrepreneur and Principal at Cross Atlantic Capital Partners“Alejandro is on the bleeding edge of equity crowdfunding today. When he talks about fundraising, startups listen.”- ANDREW ACKERMAN, Managing Director at Dreamit Ventures “Starting a company is full of ups and downs for an entrepreneur and foremost among them can be how to raise money for it. There is no magic bullet to make the process easy, but Cremades comes close in the Art of Startup Fundraising by at least making it intuitive and accessible.“ - WESTON GADDY, Principal at Bain Capital Ventures“Raising capital can be tough. Alejandro provides a step-by-step guidebook to all entrepreneurs that rather spend their time thinking about changing the world instead of thinking of how to raise funds.” - TOBIAS P. SCHIRMER, Managing Partner of JOIN Capital"A superb book on fundraising. Alejandro's guidance should arm entrepreneurs with the necessary tools to close with success a meaningful round of financing." - ELLEN WEBER, Executive Director at Robin Hood Ventures“Raising money is hard. But start-up founders all over the world can make it exponentially easier by educating themselves on the process of raising equity capital before they dive into it. The practical, hands-on advice from Alejandro Cremades in this book provides a solid foundation in that self-education process. Delivered in an approachable format with a key lesson to take-away every few pages, “The Art of Startup Fundraising” is essential reading for entrepreneurs everywhere.” - ALLEN TAYLOR, Managing Director at Endeavor “There are very few complete resources available to entrepreneurs today to help them navigate the world of fundraising. Alejandro Cremades does a great job of explaining and demystifying the fundraising process. The Art of Start-up Fundraising will, without question, provide entrepreneurs with a great jump off point.”- SID PAQUETTE, Managing Director, OMERS VenturesTable of ContentsForeword by Barbara Corcoran xiii Acknowledgments xvii 1 Everything Started with Onevest 1 2 Raising Capital for Your Startup 5 Speeding Up the Machine 5 It’s Not as Easy as Reading an Article on TechCrunch 6 The 18- to 24-Month Plan 7 Milestones 8 Breaking Even 9 Expectations of Investors 9 Outperform the Competition 11 Marketing 12 Storytelling 13 Leveraging Help 15 Divide and Conquer 16 The Rollercoaster of Emotions 17 Learn to Love Rejection 18 Connect the Dots 19 The Pros and Cons of Raising Capital 21 Don’t Underestimate the Need for Capital 22 3 Setting Yourself Up for Success 25 Investors Don’t Want to Invest 25 The Core of Your Business 26 Experienced and Talented Management 27 Organize Your Corporate Structure with a Legal Team 28 Helpful Advisors 29 Building Momentum 31 Team Alignment 31 Show Your Competitive Advantage 32 Know Your Terms 33 Vision 34 Attracting Investors Requires Patience 35 4 Crafting the Pitch 37 The Business Plan Problem 37 Get the Message Straight and Your Team behind It 38 The Elevator Pitch 40 The Pitch Deck 41 Awesome, Effective Pitch Deck Design 43 The One Pager 45 5 The Due Diligence Package 47 The Interview and the Visit 61 Find Balance 62 6 Sources of Capital 65 Bootstrapping 65 Credit Cards 67 Business Loans 68 Friends and Family 69 Crowdfunding 71 Angel Investors and Super Angels 74 Angel Groups 76 Family Offices 77 Venture Capital 78 Venture Debt 80 7 Understanding the VC Game 81 Defining Roles in a VC Firm 81 The Process of Getting Funded by a VC 83 How VCs Monetize 84 VC Involvement in Your Company 85 Understanding the Value a VC Brings 85 Cutting through the VC Noise 86 Differences between Venture Capital and Private Equity 86 8 Investment Rounds Explained 89 Friends and Family 89 Micro Seed Round 92 Seed Round 95 Series A Round 97 Series B, C, D Investment Rounds 99 Initial Public Offering (IPO) 100 Research is Critical 102 9 Deciding Investment Amounts and Prospects 103 Needed, Realistic, and Ideal Investment Levels 103 Your Valuation versus Market Valuation: The Asking Price 105 Persuading Investors with a Financial Forecast 106 Identifying Prospective Investors 108 Six Ways to Contact Investors 109 Creating a Buzz around Your Startup 111 10 PR: Creating a Storm and Building Momentum 113 The Rainmaker Code 113 Journalist Outreach 114 Self-Distributed Press Releases 116 More Buzz-Building Tactics for Smart Startups 119 11 What to Look For in an Investor 123 Why Selecting the Right Investors is So Critical 123 Three Factors You Should Be Looking For in Investors 124 Three Factors to Avoid in Investors 126 Six Key Questions to Ask Potential Investors 128 Speed is a Two-Way Street 128 Arming Yourself with Answers 129 12 Term Sheets and Terms 131 Term Sheets 101 131 Terms within Term Sheets That You Need to Know 140 Term Sheet Tactics 143 Smart Term Sheet Strategies 144 If Things Don’t Go Forward 145 13 Closing the Deal 147 The Importance of Urgency 147 Creating a Completion Schedule 148 Managing Expectations 149 Updating Your Investors 151 Closing the Deal is Not the End of the Deal 152 14 Avoiding Common Fundraising Mistakes 153 Failing to Connect 153 Clarity and Doing What You Say 155 Self-Sabotage in the Deal-Making Process 158 15 Understanding the JOBS Act 161 The Game Changer 161 The JOBS Act 162 Implications for Startups and Raising Money Online 173 Implications for Individual Investors 174 16 Recommended Tools for Fundraising 177 Using the Right Tools 177 Organization 178 Research 181 Social Media 182 Outsourcing 183 Sales and Administration 184 Finding Your Investors 185 17 Red Flags 187 Key Red Flags for Startups 187 Glossary 193 About the Author 197 Index 199
£17.85
John Wiley and Sons Ltd Handbook for the Architectural Manager
Book SynopsisThe essential resource for becoming more effective in the highly competitive architectural marketplace Handbook for the Architectural Manager offers architects a comprehensive resource that brings together critical information on four interlinked areas: managing the architectural office, projects, stakeholders, and learning. Unlike other books on the topic that only stress management of the business or the management of projects, this book offers a guiding framework that encompasses the architectural manager's role in developing the practice's competitive strategies and overseeing the project portfolio. Written by noted experts in the field, Handbook for the Architectural Manager is grounded in current research in which, for the first time, the components of architectural management have been analyzed systematically, tested, and developed for practical application. Designed to explore typical architectural management issues, the book provides clear and concise direction with practicTable of ContentsPreface ix 1 Introduction 1 1.1 An Argument for a Management Framework 1 1.2 Agenda 4 1.3 Structure 4 1.4 Value 5 2 Architecture and Management 7 2.1 Setting the Scene 7 2.2 Architecture and Management 7 2.2.1 Architectural Practice 8 2.3 Design 9 2.3.1 Design as an Activity (Process) 9 2.3.2 Design as Collaboration (Co-design) 10 2.3.3 Design as Learning 10 2.3.4 Design as an Output (Product) 11 2.3.5 Types of Design and Management Challenges 11 2.4 The Management of Design 12 2.4.1 In Construction 12 2.4.2 In Architecture 13 2.4.3 Comparing Roles 13 2.5 The Business of Architecture 14 2.5.1 The Challenge of Uniqueness 15 3 Architectural Management 17 3.1 Setting the Scene 17 3.2 Architectural Management: What it is 17 3.2.1 The Meaning of Architectural Management 18 3.2.2 A Practical Definition of Architectural Management 19 3.3 Benefits of Adopting Architectural Management 20 3.4 Levels of Application 21 3.5 The Architectural Manager 23 3.5.1 What does the Architectural Manager do? 23 3.5.2 Knowledge and Skills 25 3.5.3 Who is Best Qualified to Practise or Lead Architectural Management? 26 3.6 Ensuring Consistency 27 3.7 Self-reflection 28 3.8 Managing Expectations 28 3.9 Taking on the Architectural Manager Role 30 4 Architectural Management Framework 33 4.1 Setting the Scene 33 4.2 The Essentials 33 4.2.1 Architectural Offices 33 4.3 Strategic Concerns: People and Processes 34 4.3.1 People 34 4.3.2 Processes 36 4.4 Practical Concerns: Managing Resources 36 4.4.1 Less is More 37 4.4.2 Managing Design Effort 37 4.4.3 Staff Deployment 37 4.4.4 Identifying Good Habits and Eliminating Inefficiencies 38 4.4.5 Balancing Risk and Reward 39 4.4.6 Ensuring Consistency 40 4.5 A Practical Framework 41 4.6 How to use the Framework 41 5 Managing the Business 43 5.1 Business Model 44 5.2 Organisation Design 47 5.3 Marketing 48 5.4 Human Resource Management 51 5.5 Information Technology Utilisation 54 5.6 Workplace Design and Management 55 5.7 Ethics and Legal Issues 57 5.8 Knowledge Management 60 5.9 Growth Planning 61 5.10 Financial Management 62 6 Managing Projects 67 6.1 Design Excellence 68 6.2 Design Management 70 6.3 Project Management 72 6.4 Construction Management 75 6.5 Facilities Management 77 6.6 Property ‘Real Estate’ Development 78 6.7 Interior Design 80 6.8 Architectural Support Services 82 6.9 Investments and other Business Ventures 83 6.10 Quality Management 84 7 Managing Stakeholders 87 7.1 Stakeholder Identification 88 7.2 Stakeholder Analysis 90 7.3 Stakeholder Communication 92 7.4 Stakeholder Engagement 94 7.5 Conflict Management 96 7.6 Value Management 97 7.7 Managing the Firm’s Social Responsibility 99 7.8 Managing Sustainability 100 7.9 Client Education 102 7.10 Managing Client Requirements 102 8 Managing Learning 105 8.1 The Learning Firm 106 8.2 Managing Individual Learning 108 8.3 Managing Group Learning 110 8.4 Managing Organisational Learning 113 8.5 Managing Inter-Organisational Learning 115 8.6 Managing Continuing Professional Development 117 8.7 Measuring Effectiveness 119 8.8 Measuring the Architectural Manager’s Leadership Skills 121 8.9 Analogical Comparison with Others 123 8.10 Collaborating with Professional Bodies 125 9 Practical Application 129 9.1 The Sole Practitioner 129 9.1.1 Scenario 129 9.1.2 Applying Architectural Management – Managing Learning 130 9.1.3 Reflection and Measuring Performance 130 9.2 The Small Office 131 9.2.1 Scenario 131 9.2.2 Applying Architectural Management – Managing Projects 132 9.2.3 Reflection and Measuring Performance 132 9.3 The Medium-sized Office 133 9.3.1 Scenario 133 9.3.2 Applying Architectural Management – Managing the Business 134 9.3.3 Reflection and Measuring Performance 134 9.4 The Large Office 135 9.4.1 Scenario 135 9.4.2 Applying Architectural Management – Managing Stakeholders 135 9.4.3 Reflection and Measuring Performance 137 9.5 And Finally…it is Your Turn 137 Further Reading 139 Architectural Management 139 Design Management for AEC 139 Generic Design Management 140 References 141 Index 143
£59.36
John Wiley & Sons Inc Objectives and Key Results
Book SynopsisEverything you need to implement Objectives and Key Results (OKRs) effectively Objectives and Key Results is the first full-fledged reference guide on Objectives and Key Results, a critical thinking framework designed to help organizations create value through focus, alignment, and better communication.Table of ContentsIntroduction xiii Acknowledgments xix Chapter 1: Introduction to OKRs 1 The History of OKRs 1 What Are Objectives and Key Results (OKRs)? 6 Objectives 8 Key Results 8 Organizational Challenges, and Why You Need OKRs 13 Benefits of OKRs 20 Notes 26 Chapter 2: Preparing for Your OKRs Journey 29 Why Are You Implementing OKRs? 29 Executive Sponsorship: A Critical Component of Your OKRs Implementation 31 Where to Develop Your OKRs 33 Special Cases 36 An OKRs Development Plan 37 Key Lessons for Successful Transformation 41 The Building Blocks of OKRs: Mission, Vision, and Strategy 42 Roadmap Strategy 53 Notes 59 Chapter 3: Creating Effective OKRs 61 Omaha 61 Creating Powerful Objectives 62 Tips for Creating Objectives 64 Objective Descriptions 68 Characteristics of Effective Key Results 69 Tips for Creating Key Results 73 Types of Key Results 76 Scoring OKRs 80 How Often Do We Set OKRs? 85 How Many OKRs Do We Have? 86 Do OKRs Stay the Same from Quarter to Quarter? 88 Can OKRs Change during the Quarter? 89 The Process to Set OKRs 90 Notes 95 Chapter 4: Connecting OKRs to Drive Alignment 97 A Critical Link 99 Connecting OKRs 99 How to Connect OKRs 100 Creating Alignment 108 Confirming the Alignment of Connected OKRs 113 Closing Thoughts on Connecting 114 Notes 115 Chapter 5: Managing with OKRs 117 The Cycle: Monday Meetings, Mid-Quarter Check-Ins, and Quarterly Reviews 118 Updating OKRs at the End of the Quarter 128 Software and OKRs 129 Let’s Play 20 Questions! 137 Notes 138 Chapter 6: Making OKRs Sustainable 141 Don’t Think of OKRs as a Project 141 Who Owns the OKRs Process? 142 OKRs and Performance Reviews 144 OKRs and Incentive Compensation 147 Top 10 OKRs Issues 151 How Not to Implement OKRs . . . and Where Consultants Can Help 156 Concluding Thoughts 159 Notes 160 Chapter 7: Case Studies in OKRs Use 161 Flipkart 162 Career Builder 167 Zalando 171 Sears Holdings Corporation (SHC) 175 Go Noodle 185 Tax Slayer 190 Note 194 About the Authors 195 Index 197
£31.20
John Wiley & Sons Inc Winning with Data
Book SynopsisCrest the data wave with a deep cultural shift Winning with Data explores the cultural changes big data brings to business, and shows you how to adapt your organization to leverage data to maximum effect.Table of ContentsIntroduction ix Chapter 1 Mad Men to Math Men: The Power of the Data-Driven Culture 1 Operationalizing Data: Uber’s Competitive Weapon 2 The Era of Instant Data: You Better Get Yourself Together 4 Data Supply Chains: Buckling Under the Load 6 Management by Opinion: The Illusion of Knowledge 8 Our Vantage Points 10 Chapter 2 Four Problems with Data Today: Breadlines, Obscurity, Fragmentation, and Brawls 15 Data Breadlines for the Data-Poor 15 Data Obscurity: The Failure of the Card Catalog 17 Rogue Databases and Analysts: The Data Fragmentation Problem 19 Data Brawls: When Miscommunication Devolves into Arguments 21 Chapter 3 Business Intelligence: How We Got Here 23 Business Intelligence Is Born: The First Query 23 Databases for the Masses: Oracle Commercializes Codd’s Invention 24 Legacy BI: A Three-Layer Cake 26 Google’s Answer to Huge Data: Vanilla Boxes 27 600 Petabytes per Day: HiPal at Facebook 30 Extreme Data Collection: The New Normal 32 Looker: Weaving the Data Fabric 33 Chapter 4 Achieving Data Enlightenment: Gathering Data in the Morning and Changing Your Business’s Operations in the Afternoon 37 Not Just Another Person with an Opinion 37 Aligning Sales Teams in Real Time 48 Scaling Sales Teams with Data 50 Determining Customer Satisfaction at Every Point in the Buyer Journey 52 The Rosetta Stone: Developing a Shared Data Language 55 The One Equation That Defines the Business 57 Brutal Intellectual Honesty: Speaking Data to Power 60 Putting Pride in Its Place: How Data Transforms Cultures 66 Chapter 5 Five Steps to Creating a Data-Driven Company—From Recruiting to Regression, It All Starts with Curiosity: Changing the Culture 71 It All Starts with Curiosity 71 Why You Should Stop Listening to Your Boss 72 How to Recruit Curious People 76 Chapter 6 From Hacks to Harmony: The Typical Progression of Data-Driven Companies 83 Step 1: Ask Your Friend, the Engineer 84 Step 2: Bastardize an Existing Solution 84 Step 3: Access Raw Data 85 The Crux of the Problem 85 Bring Your Own BI: The Five Letters That Will Change the Data World 86 The Power of a Unified Data-Modeling Layer 89 The Final Step: A Data Fabric 92 Chapter 7 Data Literacy and Empowerment: The Core Responsibilities of the Data Team 95 The Illusion of Validity: How to Avoid Data Biases 95 Correlation versus Causation 98 How Facebook and Zendesk Engender Data Literacy 100 Walking the Data Gemba: Training by Walking Around 104 Chapter 8 Deeper Analyses: Asking the Right Questions 109 When Data Confounds Our Intuition: How to Handle Ambiguity 112 Data Is Useless Unless You Can Act on It 115 Defining New Opportunities by Creating New Metrics That Matter 120 The Fastest Growing Media Site of All Time 122 How to Run a Data-Backed Experiment: Step by Step 124 Chapter 9 Changing the Way We Operate 129 Change Begins with a Story 129 Deliver Data with Panache: Structuring Presentations to Inspire 133 Chapter 10 Putting It All Together 141 Acknowledgments 145 Appendix: Revenue Metrics 147 Index 155
£17.09
John Wiley & Sons Inc Running a Food Truck For Dummies
Book SynopsisDrive your food truck business to success While food trucks may not be the new kid on the block anymore, it's a segment that continues to swell and there's still plenty of room for growth.Table of ContentsIntroduction 1 Part 1: Rolling into the Food Truck Industry 5 CHAPTER 1: Food on Wheels: The Lowdown on Food Trucks 7 CHAPTER 2: Deciding What Kind of Food Truck Is Right for You 17 CHAPTER 3: Understanding and Researching Your Local Food Truck Market 39 Part 2: Getting Your Food Truck Ducks in a Row 53 CHAPTER 4: Writing a Food Truck Business Plan 55 CHAPTER 5: Securing Financing for Your Food Truck 79 CHAPTER 6: Understanding Business Structures, Licenses, and Other Legal Stuff 93 CHAPTER 7: Parking and Presenting Your Food Truck 111 Part 3: Preparing to Open Your Service Window 125 CHAPTER 8: Creating Your Food Truck Menu 127 CHAPTER 9: Finding a Commercial Kitchen for Your Food Truck 143 CHAPTER 10: Purchasing and Managing Supplies 155 CHAPTER 11: Hiring and Training Your Food Truck Team 169 CHAPTER 12: Setting Up Your Office and Managing Money Matters 195 Part 4: Keeping Your Food Truck Running Smoothly 209 CHAPTER 13: Running a Safe, Clean Food Truck and Keeping It on the Road 211 CHAPTER 14: Evaluating the State of Your Food Truck Business 237 Part 5: Generating Buzz and Growing Your Food Truck Business251 CHAPTER 15: Mastering Food Truck Marketing and Public Relations 253 CHAPTER 16: Handling the Art of Social Media 269 CHAPTER 17: Attracting and Retaining Your Customers 291 CHAPTER 18: What’s Next? Determining the Future of Your Food Truck Business 305 Part 6: The Part of Tens 319 CHAPTER 19: Ten Myths about Food Trucks 321 CHAPTER 20: Ten Tips for Preventing Food Truck Failure 327 CHAPTER 21: Ten Tips for Dealing with Food Truck Health Inspections 335 Index 341
£17.09
John Wiley & Sons Inc The Employee Experience
Book SynopsisEver notice how companies with the best service also have the happiest employees? That s no accident. Do you want to build a strong, successful organization? Start by ignoring your customers. Really. Instead, focus first on creating a better employee experience, or EX.Table of ContentsDedication and Acknowledgements vii Foreword ix Introduction xi Part I Great Expectations 1 You’re Digging in the Wrong Place 3 2 The Expectation Gap 21 3 Ask Your Doctor about Expectation Alignment Dysfunction 43 4 An Intentional Framework 67 Part II Three Contracts 5 The Brand Contract 91 6 The Transactional Contract 111 7 The Psychological Contract 131 Part III Trust 8 Moments of Truth 153 9 Engagement MAGIC® 175 10 Building the EXtraordinary 191 Appendix Comparing the Three Contracts: Brand, Transactional, and Psychological 199 Notes 201 Index 209
£20.40
John Wiley & Sons Inc The Storytelling Edge
Book SynopsisA terrific and timely book that makes a compelling case for fundamentally rethinking how your business communicates. Recommended!Jay Baer, founder of Convince & Convert and author of Hug Your HatersOnce upon a time, storytelling was confused with talking at people. Not anymore. Shane and Joe are your narrators in a journey that will transform how you talk to other human beings to be more believable, relevant, compelling and unforgettable.Brian Solis, experience architect, digital anthropologist, best-selling author Shane Snow and Joe Lazauskas spend the overwhelming majority of their time thinking, writing, and theorizing about brand storytelling - so you don''t have to. They''re smart and they know this topic inside out (and sideways). Read their book. While I can''t guarantee you''ll rise to Shane and Joe''s ridiculously obsessive level, you will be infinitely better prepared to tell your own brand''s story. Promise!RebeTable of ContentsAcknowledgments xiii About the Authors xv Introduction xvii Stories Matter xviii Businesses Need to Tell Good Stories xix Workers and Leaders Need to Tell Good Stories xx Who Are We? xx Why This Book? xxii 1 The Power of Story 1 Jacques and the Beggar 4 And Now for Shane’s Favorite Ryan Gosling Story 5 Our Brains Are Built for Story 8 Stories Help Us Remember 10 Stories Generate Empathy—at the Chemical Level 12 Stories Bring Us Together 14 With Great Power . . . 19 2 The Elements of Great Storytelling 23 Element 1: Relatability 25 Element 2: Novelty 29 What Movie Popularity Data Tell Us about Novelty 31 Element 3: Tension 35 Element 4: Fluency 38 3 Honing Your Storytelling Chops 41 Universal Storytelling Frameworks 43 The Ben Franklin Method for Improving Story Skills 48 The Sludge Report 52 4 Transforming Business with Storytelling 57 How Stories Make Products and Services Better 62 Stories Make Advertising Better 68 Stories Make Your Sales Conversions Better 71 Stories Make Your Hiring Process Better 73 Stories Build Your Brand 74 How We Built the Most Influential Content Strategy Blog on Earth 79 #1: Committing to a Mission 79 #2: Getting Smart about Audience 81 #3: Establishing a Strategic Methodology 83 5 The Killer Formula for Building an Audience 85 The CCO Pattern: Create, Connect, Optimize 87 Connect: The Storytelling Bull’s-Eye 94 Create: The Story Funnel-Matrix 100 Optimize: Cranking the Efficiency 104 6 The Brand Newsroom 113 The Talent Race 116 The Virtual Newsroom 118 What Type of Newsroom Do You Prefer? 119 7 The Future of Brand Storytelling 121 #1: Breakthrough Quality Storytelling 125 #2: Rigorously Strategic 128 #3: Tech-Enabled and Data-Optimized 132 The Content Decision Engine 135 The Content Operating Wheel 136 Strategy 138 Plan 142 Create 145 Activate 148 Optimize 150 8 The Storytelling Habit 157 Selling Storytelling Inside Your Organization 160 A Culture of Storytelling 164 May the Story Force Be with You 165 Notes 167 Index 169
£17.09
John Wiley & Sons Inc Reimagining Industry Growth
Book SynopsisTap into the potential of strategic partnerships with industry associations in this groundbreaking new book Reimagining Industry Growth offers readers a blueprint to harnessing the power of leading industry associations as strategic partners. By utilizing those partnerships, business leaders will become able to leverage the collective strength of the supply chain to overcome challenges, address uncertainty, mitigate risks, and position their industries for growth. The book provides an overview of strategic partnerships, how they work, and how they can be applied to industry relationships with trade associations. It includes: Illuminating and factual case studies outlining strategic partnerships in five different industry segments Roadmaps for executives to apply the lessons learned from industry success stories on leveraging relationships with trade associations Advice on how to move the needle for entire industries via effective sTable of ContentsForeword xi Introduction xiii 1 Strategic Partnerships 1 2 Trade Associations 21 3 Recreational Boating and the Great Outdoors 31 Section One: Recreational Boating Is an Ecosystem 37 Section Two: Outdoor Recreation Is an Even Bigger Ecosystem 49 4 Baking 61 5 Unmanned Systems 89 6 Asphalt Pavement 121 7 Frozen Foods 159 8 Breakthrough Opportunities for Industries and Trade Associations 189 Acknowledgments 201 About the Author 209 Notes 211 Index 223
£19.54
John Wiley & Sons Inc Innovation for Social Change
Book SynopsisTable of ContentsAcknowledgments xi Introduction 1 1 A Story of Transformative Innovation 11 Part 1 Tools for Sparking Innovative Ideas 17 2 Surfacing Unmet Needs 19 3 Stretching the Imagination 29 4 Stress Testing for Feasibility 43 Part 2 Transform Innovative Ideas into Action 57 5 Designing Small Experiments 59 6 Forming a Vision and Theory of Change 65 7 Evaluating, Learning, and Adjusting 77 Part 3 Build Innovation into Our Organizational DNA 103 8 Encourage Creative Collaboration 105 9 Optimize Organizational Design for Innovators 119 10 Attract Donor-Partners Who Fuel Social Change Breakthroughs 155 Part 4 Bring Your Innovation A Game 173 11 Discover Your Superpower 175 12 Challenging the Status Quo 183 13 Win Others Over to Your Cause 199 Epilogue 213 Notes 217 References 235 About the Author 247 Index 249
£18.69
McGraw-Hill Education The Talent Management Handbook Third Edition
Book SynopsisThe go-to guide to strategic talent managementâ revised and reorganized for the new world of business HR professionals, CEOs, and high-level executives routinely consult The Talent Management Handbook to drive spectacular results for their staff and for their organization. This comprehensive guide provides everything you need to build and manage a diverse, talented, and motivated workforceâthe lynchpin to succeeding in todayâs hyper-competitive world. Each section of the book provides the most current HR processes, practical management tools and techniques, and invaluable resources that will help you:â Attract new talent and retain the cream of the cropâ Design career plans that boost employee morale â Improve performance through a personal value exchangeâ Coach, develop, and inspire raw talent and prepare the CEOs of the futureâ Improve the Table of ContentsPrefaceAcknowledgments and DedicationIntroductionContributorsPart I: Using Talent Management to Build a High-Performance Workplace1. Using Talent Management to Build a High-Performance Workplace2. From Blueprint to Action: Signals and Guidance for Successful Talent Management Programs3. Creating an Employer Brand that Attracts, Grows, and Retains the Right People Part II: Talent Management Building BlocksBuilding Block 1: Competency Assessment4. Formulating Competencies5. Driving Enterprise and Innovation Through Competency Development6. Competencies for the Future WorkforceBuilding Block 2: Performance Appraisals7. Understanding how to Use Performance Management for Organization Success8. Using Performance Appraisals to Drive Organization Success9. Big Five Performance Management A Quantum Leap in Employee Performance Appraisal10. Analytics-Based Enterprise and Corporate Performance Management (EPM/CPM)Building Block 3: Potential Forecasting11. Forecasting Employee Potential for Growth12. Measuring Up for the Skills Revolution: Talent Assessment in the Human AgePart III: Talent Management ProgramsProgram 1: Talent Positioning: Succession and Career Planning and Outplacement13. Integrating Succession Planning and Career Planning 14. Succession Planning Challenges and Solutions15. CEO Succession Planning: A Process for Leading an Effective Management Transition16. Building a Development Culture: Everyone Is a Stakeholder 17. How Workforce Trends Affect Outplacement ProgramsProgram 2: Talent Enhancement: Coaching, Training, Education, and Development18. How Line Managers Can Foster Organization Performance Through Talent Enhancement19. Developing Leadership Potential Through 360-Degree Feedback and Coaching20. Developing Your Workforce: Measurement Makes a Difference21. Enriching Executive Development: The Essential Partnership Between Human Resources Professionals and Executive Coaches22. Change and Compassion: The Essence of Effective Coaching23. The Role of the Manager in Talent ManagementProgram 3: Talent Mobility: Acquisition, Onboarding, and Outplacement24. Novel Ways to Win the Battle for Great Talent25. Leading Practices in Building a More Successful Approach to Talent Acquisition26. Social Recruiting: Pick Up The Pace or Be Left Behind27. Increasing Your Odds of Success in Picking the Right CEO28. Onboarding as a Critical Component of a Talent Acquisition Strategy29. Using Storytelling to Make Onboarding More Inspiring and EffectiveProgram 4: Compensation30. Using the Right Rewards Program to Help Your Talent Management Program Fuel Transformation31. Using a Total Rewards Strategy to Support Your Talent Management Program32. Aligning Total Compensation Programs with Organization Values, Strategy, and Talent Management Processes33. Using Compensation to Win the Talent Wars34. Developing an Effective Compensation Philosophy that Attracts, Motivates, Retains, and Develops Top TalentPart IV: Culture 35. Driving Competitive Advantage Through Nontraditional Approaches to Engagement Surveys36. Using Diagnostic Assessment for Creative and Innovative Talent Management37. Characteristics of Innovative Individuals and Organizations38. Creating and Maintaining a Culture of Innovation, Engagement, Leadership, and Performance39. Reframing Creativity as a Martial Art40. Reimagining the Twenty-First Century Employment Relationship: Aligning Human Resource and Corporate Social Responsibility Through Employment Policies and Practices 41. Making Ethics an Integral Component of Your Talent Management System42. Building a Reservoir of Women Super KeepersPart V: Global Talent Management 43. Acquiring and Retaining Expatriate Talent 44. Developing Global Leadership CompetenciesPart VI: Big Data45. Talent Development Reporting Principles (TDRp): Standards for the Measurement, Reporting, and Management of Human Capital 46. The Internal Labor Market Paradigm: A Model for Using Analytics to Evaluate and Interpret Workforce and Business Performance Data47. The Role of HT Technology in Talent Management48. Effective Talent Management Systems49. Realizing the Value of Big Data for Talent ManagementPart VII: Talent Management Competencies for Leaders and Professionals50. A Competency-Driven Approach to Talent Management Optimization51. Developing the Talent Developers52. Evolving Organization Development for the Future Part VIII: Significant Trends Affecting Talent Management Practices 53. Balancing Talent and Organization Culture: A Winning Combination54. HR Levers that Drive Business Results55. Eight Trends Shaping the Future of Talent Management ProgramsIndex
£53.99
McGraw-Hill Education Quantitative Equity Portfolio Management Second
Book SynopsisConstruct and manage a high-performance equity portfolio using today's most powerful quantitative methodsThe classic guide that taught a generation of investors how to build high-yield quant portfolios, Quantitative Equity Portfolio Management has been fully updated with new data, research, information, and insights, along with the latest, most powerful quantitative tools and methods.Renowned quant experts Ludwig Chincarini and Daehwan Kim walk you through the foundational principles of quantitative active management and explain how to build an equity portfolio using those powerful concepts. They provide clear explanations of all the topics you need to knowâfrom basic models, factors and factor choice, and stock screening and ranking to fundamental factor models, economic factor models, and forecasting factor premiums and exposures. Inside, youâll find:Proven methodology for creating an equity portfolio that maximizes returns and minimizes ris
£65.24
