Management decision making Books

Book SynopsisLearn how to take risks, thrive and build your dream career.‘Sukhinder is one of Silicon Valley’s most well-respected leaders. Her unique style of authenticity, optimism and hustle will help anyone unlock their career potential’ – Eric Schmidt, former chairman & CEO, GoogleEach one of us dreams of possibility – in our careers and in our personal lives. But our pursuit of possibility is hamstrung by ‘The Myth of the Single Choice’ that has led us to believe that one large choice stands between us and success, and that a single failure may topple us should we choose ‘wrongly’. We let fear trump possibility: we become paralyzed.Sukhinder Singh Cassidy is one of the most well-respected leaders in Silicon Valley, but her path to success has been far from linear. While she has started three companies including theBoardlist, and has served as president of StubHub, she’s also encountered failed choices, misfires, and all other types of pitfalls that she had to learn how to overcome and incorporate into her new path forward.Drawing on her own experience and those of other leaders, Sukhinder shows that when people thrive, it’s because their fear of missing out on an opportunity overtakes their fear of failure, and compels them to take action. Better yet, they keep acting, building a fundamental risk-taking muscle that under weighs the importance of any single choice in favour of continually ‘choosing’. Choose Possibility is a thrilling and insightful new way to approach risk-taking and achieve lasting success.‘An excellent guide to help anyone learn how to take risks in their own careers and thrive’ – Kai-Fu Lee, chairman & CEO, Sinovation Ventures and author of bestseller AI SuperpowersTrade ReviewSukhinder’s unique style of authenticity, optimism and hustle is what has made her one of Google and Silicon Valley’s most successful and well-respected leaders. In Choose Possibility, she brings that same energy, passion and candor to helping everyone unlock their own career potential -- Eric Schmidt, former CEO of GoogleThe ability to take risks is the lifeblood of innovation. Choose Possibility is an excellent guide to help anyone learn how to take risks in their own careers and thrive. By debunking the myths around risk-taking and replacing them with real-life lessons and tips, Sukhinder shows us how each of us can become risk-masters and achieve our career dreams, whether we are sitting in a large company or hoping to run our own -- Kai-Fu Lee, chairman & CEO, Sinovation Ventures and author of bestseller AI SuperpowersWhether you’re twenty-five or forty-five, Choose Possibility offers everyone a simple, clear and effective process to overcome fear and unlock faster professional growth and fulfillment. A must-read for anyone looking to turbo-charge their impact -- Stephen Kaufer, co-founder, president and CEO, TripAdvisorChoose Possibility reframes how we think about opportunity and helps us see risk in an entirely new way. Sukhinder Singh Cassidy will inspire you to take small steps that can lead to extraordinary outcomes -- Susan Wojcicki, CEO, YouTubeChoose Possibility presents a new way of looking at – and embracing – risk and possibility, and there’s not a better person to deliver this unique perspective and practical advice than Sukhinder. She’s an extraordinary entrepreneur and businesswoman, and the ideas she presents in this book have the potential to make a tremendous difference in anyone’s career or life -- Spencer Rascoff, former CEO & co-founder of Zillow, serial tech entrepreneur and co-founder of Hotwire, Pacaso and dot.LAWe often see that in high performing organizations, subject matter expertise and numerical intelligence get commoditized. Naturally, then the question becomes how do aspiring leaders in such organizations differentiate themselves. Showing courage and taking smart risks are often underrated as critical leadership traits; all aspiring leaders and entrepreneurs must embrace these traits, and help others around them increase their ability to embrace risk proactively and succeed. Choose Possibility shows you how to do just that -- Kalyan Krisnamurthy, CEO FlipkartA fresh and relevant voice on the ups and downs of entrepreneurship. Breaking down what risk is and isn't, Sukhinder offers valuable insight for founders and employees, seen through the lens of someone who has been there -- Scott Galloway, business professor and bestselling authorWith a combination of clarity and candor, Sukhinder offers up clear frameworks to help make risk-taking an understandable and repeatable process for anyone looking to achieve more. This unique blend of analysis and authenticity is what’s made her equally successful in starting and building companies over the last twenty plus years that I’ve known her -- Theresia Gouw, veteran venture capitalist & co-founder Acrew Capital, Forbes 100 Most Powerful Women and 9x member of Forbes Midas ListI love this book! Learn Sukhinder’s tools and techniques; absorb her wisdom and let Choose Possibility help you move more boldly in the direction of your dreams -- Kim Scott, bestselling author of Radical Candor

Read more less

Book SynopsisEvery company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation.He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no more realistic than commanding your dog to speak French. Bigger companies are complex. They need to sustain revenue streams from existing businesses, and deal with Wall Street's demands. These organizations require a different set of management practices and approaches--a discipline focused on the strategies, systems and culture for taking their companies to the next level. Big can be beautiful, but it requires creative construction by leaders to avoid the creative destruction that is all-too-often the fate of too many.

Read more less

Book SynopsisDon't let a fear of numbers hold you back.Today's business environment brings with it an onslaught of data. Now more than ever, managers must know how to tease insight from data--to understand where the numbers come from, make sense of them, and use them to inform tough decisions. How do you get started?Whether you're working with data experts or running your own tests, you'll find answers in the HBR Guide to Data Analytics Basics for Managers. This book describes three key steps in the data analysis process, so you can get the information you need, study the data, and communicate your findings to others.You'll learn how to: Identify the metrics you need to measure Run experiments and A/B tests Ask the right questions of your data experts Understand statistical terms and concepts Create effective charts and visualizations Avoid common mistakes

Read more less

Book SynopsisYour Company Isn't Fast Enough. Here's How to Change That.The traditional hierarchical organization is dead, but what replaces it? Numerous new models--the agile organization, the networked organization, and holacracy, to name a few--have emerged, but leaders need to know what really works. How do you build an organization that is responsive to fast-changing markets? What kind of organization delivers both speed and scale, and how do you lead it?Arthur Yeung and Dave Ulrich provide leaders with a much-needed blueprint for reinventing the organization. Based on their in-depth research at leading Chinese, US, and European firms such as Alibaba, Amazon, DiDi, Facebook, Google, Huawei, Supercell, and Tencent, and drawing from their synthesis of the latest organization research and practice, Yeung and Ulrich explain how to build a new kind of organization (a "market-oriented ecosystem") that responds to changing market opportunities with speed and scale. While other books address individual pieces of the puzzle, Reinventing the Organization offers a practical, integrated, six-step framework and looks at all the decisions leaders need to make--choosing the right strategies, capabilities, structure, culture, management tools, and leadership--to deliver radically greater value in fast-moving markets.For any leader eager to build a stronger, more responsive organization and for all those in HR, organizational development, and consulting who will shape and deliver it, this book provides a much-needed roadmap for reinvention.Trade ReviewAdvance Praise for Reinventing the Organization:"Yeung and Ulrich bring rich observations and clear advice on the radical changes in organization and work design, governance, and leadership style needed to thrive in the digital era." -- Diane Gherson, Chief Human Resources Officer, IBM"Yeung and Ulrich offer evidence-based, practical ways to create organizations capable of winning in today's world." -- Jeffrey Pfeffer, Thomas D. Dee II Professor of Organizational Behavior, Stanford Graduate School of Business; author, Dying for a Paycheck"The principles and practices of the market-oriented ecosystem, as introduced by Yeung and Ulrich, have proven highly useful and relevant to companies like ours that need to constantly explore new frontiers in fast-changing markets." -- Pony Ma, Chairman and CEO, Tencent"Rarely does such a paradigm-defining book appear that will change our understanding of organizations." -- Ram Charan, adviser to CEOs; director on five boards; award-winning teacher; and author of three bestsellers"Yeung and Ulrich have succinctly described and prescribed the principles and practices for the next-generation organizational model." -- Cheng Wei, founder, Chairman, and CEO, DiDi"Reinventing the Organization is a complete roadmap and a must-read for those leading and transforming organizations that are scaling up." -- Cindy Mi, founder and CEO, VIPKid"Ulrich and Yeung have identified a new way of thinking about organizations, as market-oriented ecosystems that will help all of us thrive in a fast-changing environment." -- Sandy Ogg, founder, CEO.works

Read more less

Book SynopsisSet your company up for long-term success.Every company needs a strategy. A focused strategy aligns decision making throughout the organization and helps establish a competitive edge in the marketplace. But with so many options to consider, how do you define a unique strategy that will ensure growth?Whether you're starting a business from scratch or leading an existing company facing new threats, this book offers the direction you need. The HBR Guide to Setting Your Strategy provides practical tips and advice that break down the process of crafting strategy so you can identify the areas your company should build on to help it thrive long into the future.You'll learn to: Understand what strategy is—and what it isn't Define where you'll play and how you'll win Conduct more-effective strategic discussions with your team Test your strategy before you implement it Communicate your strategy to key stakeholders Ensure your strategy is flexible and adaptable Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Read more less

Book SynopsisManaging a servitization strategy is a tough managerial challenge due to the delicate and high business implications. What do you need to know to achieve the outcomes the company wants? A reliable, practical, and effective instrument and a relevant dynamic managerial capability for motivation and adoption decision. This is the value proposition of Servitization: Assessment Protocol for Action.Servitization is about adding service value to the manufacturing business. The concise content develops pioneering processes and application models through its 5 chapters, written in a colloquial way with real examples while offering corresponding application dynamics that allow incorporating the reader's own experiences on the subject.This book is a suitable support for directors and managers of the manufacturing industry, as well as a tool for immediate action for the professionals interested in the business service innovation model, university professors and students, researchers and consultants, and anyone interested in adding value of service to your business.

Read more less

Book Synopsis

Read more less

Book Synopsis

Read more less

Book Synopsis

Read more less

Book SynopsisExecutive leadership is a team sport.As part of an executive team, you wear many hats. Not only are you responsible for working with other senior leaders to establish strategic goals and ensure their execution, you're also making tough decisions, shaping organizational culture, and communicating regularly with employees.If you read nothing else on working effectively as an executive team member, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you build the skills you need as a senior leader and set your team up for success.This book will inspire you to: Assemble a group that will think boldly and work harmoniously Chart a course to innovation and competitive advantage Lead through transformation and other organizational change Avoid common traps when making strategic decisions Grow talent throughout the company, especially in underrepresented groups This collection of articles includes "Reinventing Your Leadership Team," by Paul Leinwand, Mahadeva Matt Mani, and Blair Sheppard; "A Smarter Way to Network," by Rob Cross and Robert Thomas; "Leadership That Gets Results," by Daniel Goleman; "The Hidden Traps in Decision-Making," by John S. Hammond, Ralph L. Keeney, and Howard Raiffa; "Stop Wasting Valuable Time," by Michael C. Mankins; "Transient Advantage," by Rita Gunther McGrath; "Breaking Down the Barriers to Innovation," by Scott D. Anthony, Paul Cobban, Rahul Nair, and Natalie Painchaud; "Leading Change: Why Transformation Efforts Fail," by John P. Kotter; "The Leader's Guide to Corporate Culture," by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng; "Getting Serious About Diversity," by Robin J. Ely and David A. Thomas; "Designing Work That People Love," by Marcus Buckingham.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

Read more less

Book SynopsisBusiness industries depend on advanced models and tools that provide an optimal and objective decision-making process, ultimately guaranteeing improved competitiveness, reducing risk, and eliminating uncertainty. Thanks in part to the digital era of the modern world, reducing these conditions has become much more manageable. Advanced Models and Tools for Effective Decision Making Under Uncertainty and Risk Contexts provides research exploring the theoretical and practical aspects of effective decision making based not only on mathematical techniques, but also on those technological tools that are available nowadays in the Fourth Industrial Revolution. Featuring coverage on a broad range of topics such as industrial informatics, knowledge management, and production planning, this book is ideally designed for decision makers, researchers, engineers, academicians, and students.

Read more less

Book SynopsisPopular culture can help us think creatively and teach us the best ways to use our imagination. Leadership Insights for Wizards and Witches outlines various leadership styles, theories, and concepts through the imaginative lens of J.K. Rowling’s magical world – from ethical, servant, and authentic leadership, to power, influence, and persuasion. Combining the immersive and enchanting context of the series with the scholarly discipline of leadership, Simha teaches key theories using examples of characters and situations familiar to fans. Leadership Insights for Wizards and Witches encourages readers to consider how they themselves can approach personal and organizational problems by finding solutions using insights and perspectives gathered from the discipline of leadership. Readers will gain a vital understanding of how not to lead for a holistic mastery of leadership. Leadership Insights for Wizards and Witches harnesses surprisingly relatable examples from the renowned mystical stories and movies to inform a variety of readers, ranging from high school students to undergraduate students and professional practitioners – and of course fans everywhere – regardless of professional backgrounds and experience. The Exploring Effective Leadership Practices through Popular Culture series breaks down leadership theories, making them clearer, manageable, and easier to put into practice.Table of ContentsChapter 1. Introduction Chapter 2. Personality, Culture, and Leadership Chapter 3. Cognitive and Emotional Intelligence and Leadership Chapter 4. Behavioral and Style Approaches to Leadership Chapter 5. Contingency and Situational Leadership Chapter 6. Leader Power and Politics Chapter 7. Leader Influence & Persuasion Chapter 8. Authentic Leadership Chapter 9. Ethical Leadership Chapter 10. Servant Leadership Chapter 11. The Dark (and bright) sides of Charismatic Leadership Chapter 12. Transactional and Transformational Leadership Chapter 13. Self and Shared Leadership Chapter 14. Leadership Succession Chapter 15. An Epilogue of Sorts

Read more less

Book SynopsisWhat, exactly, is leadership? Leadership is about motivating a group of people to achieve a common goal. Ever since the dawn of the field of leadership, people have craved an understanding of invisible mental processes that underlie visible behavior. Why do people behave the way they do? Where does behavior come from? Consider your brain is a decision-making organ. Without the brain, you are unable to make decisions. You will learn how power, emotions, attention, memory, personality, and gut feeling influence your decisions. You will learn neural constraints imposed on your decision making and how to address them. In addition to learning how to make high-quality individual decisions, you will learn how to ensure a group makes high-quality decisions collectively. How does a collective mind emerge from multiple minds when making collective decisions? What should leaders do to facilitate a group decision-making process that generates collective wisdom, instead of the madness of crowds? If you are a leader, or aspire to be a leader, who strives to make high-quality decisions, this is the book for you. Leaders’ Decision Making and Neuroscience will take you on a journey of how a decision is made in your brain from a perspective of neuroscience and provides incredible insight into the nature of how the brain and nervous systems work in relation to decision making.Table of ContentsChapter 1. Introduction: Leaders’ Brain as a Decision-making Organ Chapter 2. The Life Course of Power in Leaders’ Decision-Making Chapter 3. Emotion is Not an Enemy of Good Judgment Chapter 4. Making Decisions to Motivate Others Chapter 5. “Pay” Attention Chapter 6. If My Memory Serves Chapter 7. In People We Trust Chapter 8. When My Face Meets Your Eyes Chapter 9. Personality Drives Leaders’ Decision Making Chapter 10. Intuitive Decision Making and Gut Feeling Chapter 11. Biases: When Leaders’ Decision Making Goes Awry Chapter 12. Brain-to-Brain synchrony in Collective Decision Making Chapter 13. Care for Our Brains to Make Better Decisions

Read more less

Book Synopsis

Read more less

Book Synopsis

Read more less

Book SynopsisThis book describes Python3 programming resources for implementing decision aiding algorithms in the context of a bipolar-valued outranking approach. These computing resources, made available under the name Digraph3, are useful in the field of Algorithmic Decision Theory and more specifically in outranking-based Multiple-Criteria Decision Aiding (MCDA). The first part of the book presents a set of tutorials introducing the Digraph3 collection of Python3 modules and its main objects, such as bipolar-valued digraphs and outranking digraphs. In eight methodological chapters, the second part illustrates multiple-criteria evaluation models and decision algorithms. These chapters are largely problem-oriented and demonstrate how to edit a new multiple-criteria performance tableau, how to build a best choice recommendation, how to compute the winner of an election and how to make rankings or ratings using incommensurable criteria. The book’s third part presents three real-world decision case studies, while the fourth part addresses more advanced topics, such as computing ordinal correlations between bipolar-valued outranking digraphs, computing kernels in bipolar-valued digraphs, testing for confidence or stability of outranking statements when facing uncertain or solely ordinal criteria significance weights, and tempering plurality tyranny effects in social choice problems. The fifth and last part is more specifically focused on working with undirected graphs, tree graphs and forests. The closing chapter explores comparability, split, interval and permutation graphs. The book is primarily intended for graduate students in management sciences, computational statistics and operations research. The chapters presenting algorithms for ranking multicriteria performance records will be of computational interest for designers of web recommender systems. Similarly, the relative and absolute quantile-rating algorithms, discussed and illustrated in several chapters, will be of practical interest to public and private performance auditors. Trade Review“The book … guides reader through each topic through sub-chapters and using links, even leading to the python.org interface for related content. From the moment reader download the Diagraph3 software, it helps reader understand with copyable code snippets and separate warning Note content. It guides reader through the operation of the algorithm through concrete, solved example.” (Rózsa Horváth–Bokor, zbMATH 1497.91004, 2022)Table of ContentsPart I: Introduction to the DIGRAPH3 Python Resources.- 1. Working with the DIGRAPH3 Python Resources.- 2. Working with Bipolar-Valued Digraphs.- 3. Working with Outranking Digraphs.- Part II: Evaluation Models and Decision Algorithms.- 4. Building a Best Choice Recommendation.- 5. How to Create a New Multiple-Criteria Performance Tableau.- 6. Generating Random Performance Tableaux.- 7. Who Wins the Election?.- 8. Ranking with Multiple Incommensurable Criteria.- 9. Rating by Sorting into Relative Performance Quantiles.- 10. Rating-by-Ranking with Learned Performance Quantile Norms.- 11. HPC Ranking of Big Performance Tableaux.- Part III: Evaluation and Decision Case Studies.- 12. Alice’s Best Choice: A Selection Case Study.- 13. The Best Academic Computer Science Depts: A Ranking Case Study.- 14. The Best Students, Where Do They Study? A Rating Case Study.- 15. Exercises.- Part IV: Advanced Topics.- 16. On Measuring the Fitness of a Multiple-Criteria Ranking.- 17. On Computing Digraph Kernels.- 18. On Confident Outrankings with Uncertain Criteria Significance Weights.- 19. Robustness Analysis of Outranking Digraphs.- 20. Tempering Plurality Tyranny Effects in Social Choice.- Part V: Working with Undirected Graphs.- 21. Bipolar-Valued Undirected Graphs.- 22. On Tree Graphs and Graph Forests.- 23. About Split, Comparability, Interval, and Permutation Graphs.

Read more less

Book SynopsisApplied Linear Regression for Business Analytics with R introduces regression analysis to business students using the R programming language with a focus on illustrating and solving real-time, topical problems.

Read more less

Book SynopsisThis book presents innovative research on various aspects of sustainability in the field of operations management and illustrates the potential of sustainability thinking and practice to improve operations performance and thereby meet customer needs. Particular attention is devoted to corporate social responsibility and marketing strategy, knowledge management for sustainability, the role of culture in a sustainable built environment, sustainable manufacturing through the application of lean and green concepts, advancing sustainability through ISO standards, and the sustainable supply chain. The present decade is proving to be a time of change in terms of business strategies and operations management. Many of the trends are still subject to uncertainty, but an understanding of the need for, and benefits of, sustainability can give a clear indication of their trajectory. Consumers and markets in general believe that while implementing their business strategies, companies should also try to improve society and the environment and to exercise social responsibility toward their employees. This book provides insights into how this may be achieved, and it is recommended for researchers as well as all practitioners and managers dedicated to enhancing sustainability in operations.Table of ContentsMarketing strategy, strategic planning and corporate social responsibility: an exploratory research.- Sustainable knowledge management and the outsourcing of core competences-Does that fit together? Initial insights from a literature review.- The role of culture in a sustainable built environment.- The management of environmental performance in the supply chain: an overview.- The measurement of environmental performance in hospitals: a systematic review of literature.- How does innovativeness foster sustainable supply chain management?.- Sustainable manufacturing: the lean and green business model.- Sustainability through eco-design: shedding light on the adoption of the ISO 14006 standard.- Early adoption of ISO 50001 standard: an empirical study.- Sustainability in Iran’s road transport sector: evaluating strategies and policies.

Read more less

Book Synopsis

Read more less

Book SynopsisJo Owen has worked with over 100 organisations around the world in most major industries. He is the founder of eight charities which have a collective turnover of 100 million annually including Teach First which is now the largest graduate recruiter in the UK. He built a business in Japan without speaking Japanese; he created HBOS business banking; he was a partner at Accenture and started his career at P&G. He also has spent eight years working with tribes across the world to discover how they survive and succeed, and what businesses can learn from them. He has written 15 books on leadership and management including the best-selling How to Lead, How to Manage and Tribal Business School and is in demand as a speaker at conferences. He was awarded the OBE by the Queen for starting Teach First.Trade Review“In this book, Jo Owen provides not only a thorough understanding of what make a “global” organization effective, but also ideas and reflections on how to go about it, in a way that is neither simplistic nor dogmatic. Great read.” Bertrand Lavayssiere, Ares and Co. Strategy Consultancy “A perk of my job is that I get paid to read and review books. Nothing thrills me more than to know that one of my favourite management authors, Mr Jo Owen, has another book published. I enjoy reading his perspectives on the various aspects of management as he provides insights that can be easily digested by anybody yet has the necessary depth to help you with the skills needed in management. His latest offering showcases research that he has extensively carried out and provides astute insights that will benefit any executive from any level of management, be it middle or senior management. Quickly bookmark this for your “to-read list” as it is a useful, insightful read.” Sadie Jane Nunis, Singapore Institute of Management, Publications Manager “Jo Owen has done it again – spotted a big gap in the literature and filled it elegantly and effectively with this splendidly readable, comprehensive, practical, and evidence-based treatment of a topic that is really challenging to our globalizing business world. Packed with great examples and quotes Owen leads the reader through the toughest and most interesting challenges in cross-cultural management: leadership, team dynamics, business context and systems, cultural intelligence and conflict resolution. This should be the first item for global managers to put in their hand luggage.” Nigel Nicholson, Professor, London Business School, author of “The ‘I’ of Leadership: Strategies for seeing being and doing” (Jossey-Bass, 2013) "Original and practical book on a vital topic which no one has looked at in depth before; simple and clear to read; lots of real world case examples; escapes the normal orthodoxy where globalisation means spreading western practice." Alberto Forchielli. Managing Partner, Mandarin Capital Partners.Table of Contents1 Introduction 2 Summary: what is special about global teams Part One: Leading the Team 3 The global leadership challenge: new skills, new mindset Part Two: Teams without Borders 4 Trust: the glue that binds the team 5 Communications: shrinking distance Part Three: Creating the Firm Wide Context for Success 6 Goals: shared goals or clear goals? 7 Systems and processes: the building blocks of success 8 People and skills: global talent, global mindset 9 Culture: building cultural intelligence 10 Structure: co-ordination and conflict Part Four: Rising to the Global Challenge 11 Conclusions Acknowledgements Glossary References Index

Read more less

Book SynopsisRupert Morrison is an industry leader and entrepreneur in data-driven business. He is the founder and CEO of Arahi and was previously the CEO and co-founder of Concentra Analytics. He is the author of Data-Driven Organizational Design and Organizational Planning and Analysis, both published by Kogan Page, and is based in London, UK.Jon Andrew is co-founder of Arahi. He has over 30 years' experience in value creation, working alongside CEOs and management teams, and is based in London, UK.

Read more less

Book SynopsisToo often, managers are sold simple solutions to complex problems. But as many soon discover, simplicity is rarely effective in the face of complexity, change and diversity. Despite apparent promise, quick-fix panaceas fail because they are not holistic or creative enough. This book helps you in various stages in the study of Systems Thinking.Trade Review"Provides an excellent guide and introduction to systems thinking for students of management." (Professional Manager, March 2004) "...a very important contribution to the management and systems literature for its excellent blend of rigor and relevance..." (Review in the Journal of the Operational Research Society, Vol 56 2005)Table of ContentsPreface xiii Introduction xix Part I Holism and Systems Practice 1 1 The Systems Language 3 1.1 Introduction 3 1.2 Philosophy 4 1.3 Biology 5 1.4 Control Engineering 7 1.5 Organization and Management Theory 9 1.6 The Physical Sciences 11 1.7 Why is the Systems Language so Powerful? 12 2 Applied Systems Thinking 15 2.1 Introduction 15 2.2 Hard Systems Thinking 16 2.3 The Development of Applied Systems Thinking 17 2.4 The Main Strands of Applied Systems Thinking 24 2.5 Conclusion 28 3 Creativity and Systems 31 3.1 Introduction 31 3.2 Creativity and Metaphor 32 3.3 Creativity and Paradigms 37 3.4 Conclusion 39 Part II Systems Approaches 43 Type A Improving Goal Seeking and Viability 45 4 Hard Systems Thinking 47 4.1 Introduction 47 4.2 Description of Hard Systems Thinking 48 4.3 Hard Systems Thinking in Action 57 4.4 Critique of Hard Systems Thinking 60 4.5 The Value of Hard Systems Thinking to Managers 62 4.6 Conclusion 63 5 System Dynamics: The Fifth Discipline 65 5.1 Introduction 65 5.2 Description of System Dynamics 66 5.3 System Dynamics in Action 74 5.4 Critique of System Dynamics 78 5.5 The Value of System Dynamics to Managers 82 5.6 Conclusion 83 6 Organizational Cybernetics 85 6.1 Introduction 85 6.2 Description of Organizational Cybernetics 86 6.3 Organizational Cybernetics in Action 101 6.4 Critique of Organizational Cybernetics 106 6.5 The Value of Organizational Cybernetics to Managers 109 6.6 Conclusion 110 7 Complexity Theory 113 7.1 Introduction 113 7.2 Description of Complexity Theory 114 7.3 Complexity Theory inAction 125 7.4 Critique of Complexity Theory 128 7.5 The Value of Complexity Theory to Managers 131 7.6 Conclusion 132 Type B Exploring Purposes 135 8 Strategic Assumption Surfacing and Testing 137 8.1 Introduction 137 8.2 Description of Strategic Assumption Surfacing and Testing (SAST) 138 8.3 Strategic Assumption Surfacing and Testing (SAST) in Action 147 8.4 Critique of Strategic Assumption Surfacing and Testing (SAST) 8.5 The Value of Strategic Assumption Surfacing and Testing (SAST) to Managers 153 8.6 Conclusion 154 9 Interactive Planning 157 9.1 Introduction 157 9.2 Description of Interactive Planning 158 9.3 Interactive Planning in Action 168 9.4 Critique of Interactive Planning 174 9.5 The Value of Interactive Planning to Managers 177 9.6 Conclusion 178 10 Soft Systems Methodology 181 10.1 Introduction 181 10.2 Description of Soft Systems Methodology (SSM) 182 10.3 Soft Systems Methodology (SSM) in Action 197 10.4 Critique of Soft SystemsMethodology (SSM) 202 10.5 The Value of Soft SystemsMethodology (SSM) to Managers 208 10.6 Conclusion 208 Type C Ensuring Fairness 211 11 Critical Systems Heuristics 213 11.1 Introduction 213 11.2 Description of Critical Systems Heuristics (CSH) 214 11.3 Critical Systems Heuristics (CSH) in Action 222 11.4 Critique of Critical Systems Heuristics (CSH) 226 11.5 The Value of Critical Systems Heuristics (CSH) to Managers 229 11.6 Conclusion 229 12 Team Syntegrity 233 12.1 Introduction 233 12.2 Description of Team Syntegrity 234 12.3 Team Syntegrity in Action 242 12.4 Critique of Team Syntegrity 247 12.5 The Value of Team Syntegrity to Managers 250 12.6 Conclusion 250 Type D Promoting Diversity 253 13 Postmodern Systems Thinking 255 13.1 Introduction 255 13.2 Description of Postmodern Systems Thinking 256 13.3 Postmodern Systems Thinking in Action 267 13.4 Critique of Postmodern Systems Thinking 269 13.5 The Value of Postmodern Systems Thinking to Managers 272 13.6 Conclusion 273 Part III Creative Holism 275 14 Total Systems Intervention 277 14.1 Introduction 277 14.2 Description of Total Systems Intervention (TSI) 278 14.3 Total Systems Intervention (TSI) in Action 289 14.4 Critique of Total Systems Intervention (TSI) 295 14.5 The Value of Total Systems Intervention (TSI) to Managers 297 14.6 Conclusion 298 15 Critical Systems Practice 301 15.1 Introduction 301 15.2 Description of Critical Systems Practice (CSP) 302 15.3 Critical Systems Practice (CSP) in Action 315 15.4 Critique of Critical Systems Practice (CSP) 321 15.5 The Value of Critical Systems Practice (CSP) to Managers 323 15.6 Conclusion 324 References 324 Conclusion 327 Index 329

Read more less

Book SynopsisExamines the ways we overestimate our ability to do what is right and how we act unethically without meaning to. This title investigates the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be.Trade ReviewWinner of the 2012 Silver Medal Book Award in Business Ethics, Axiom Business "Well-written, stuffed with intriguing research, and more than a little unnerving, this book will make readers reconsider some of their most entrenched beliefs."--BizEd "[Blind Spots] is full of studies in human behavior and those results can help us, and the people we manage, make better decisions... [T]he book should be required reading for anyone entering the business world ... or for those of us who still try to reconcile misdeeds that did not have to be."--Walter Pavlo, Forbes.com "One explanation for what happened at News of the World can be found in a new book called Blind Spots. Its authors Max Bazerman and Ann Tenbrunsel look at how businesses, from Ford to Enron to subprime mortgage lenders, can end up mired in ethical disaster. But rather than discuss such choices as coolly calculated trade-offs between right and wrong, they look at how people actually make decisions--under pressure from shareholders, bosses and colleagues, up against tight deadlines and often worried about their careers, or even whether their contracts are going to be renewed."--Aditya Chakrabortty, Guardian "This book is a step toward ... bringing together a host of studies by the authors and others that probe how easy it is for us [to] act less ethically than we would like. The book also shows how organizations can take advantage of these findings in behavioural ethics to change their informal culture."--Harvey Schachter, The Globe & Mail "Bazerman and Tenbrunsel apply insights from the field of behavioral ethics to understand why individuals and organizations act unethically and what can be done to prevent such behavior. They draw on research from psychology and business to illustrate how factors outside our awareness influence decisions and behavior, and what we can do to prevent ethical lapses."--Taya R. Cohen, Pittsburgh Business Times "Blind Spots is a bold argument against the decency of human beings, showing how we subvert our ethical principles time and time again. Noting a human tendency to justify our own actions to ourselves with little thought for their consequences, business professors Max Bazerman and Ann Tenbrunsel explain how employees can give rise to dysfunctional organizations for fear of rocking the boat... The authors adopt a lively tone throughout and harness a broad mix of examples, from lab experiments to the Challenger Space Shuttle disaster and the collapse of Enron."--Gregor Hunter, The National "In an era where we've watched political leaders tell blatant lies and seen the corporate world nearly sunk by an onslaught of questionable ethics, it's time to take a sober look at why people who think of themselves as moral can commit unethical and even unlawful acts--or approve the dishonest acts of others... [T]his is examined in the recent book Blind Spots, by Harvard Business School professor Max Bazerman and Ann Tenbrunsel, professor of business ethics at the University of Notre Dame."--Toronto Star "The style [of Blind Spots] is incisive and reassuringly uningratiating."--Steven Poole, The Guardian "Bazerman ... and ... Tenbrunsel ... set out to show that if we are to make ethical decisions, we need to recognize such blind spots in ourselves as our failure to view our own immoral actions objectively and our tendency to act based on how we want to behave rather than on how we should."--Susan Schwartz, Montreal Gazette "Blind Spots is a good book. It tells a story in a clear and compelling fashion, which is what a book is for. The story is that we often act unethically, not because we're faced with ethical questions and decide to pick the 'bad' option, but because we fail to see that there is an ethical issue at all."--Neuroskeptic blog "If you want to be an ethical person or organization and are sometimes left nonplussed by the unethical behavior that still ensues nonetheless, then this is the right book to help you understand and correctly ensure that ethical behavior happens when push comes to shove."--Mouse Trap blog "Are we as ethical as we think we are? An important new book by ... Max Bazerman and ... Ann Tenbrunsel says probably not. In Blind Spots: Why We Fail to Do What's Right and What to Do about It, Bazerman and Tenbrunsel make a convincing case that a significant gap exists between how ethical we think we are and how ethical we actually are."--Scott Flegal, Nashua Telegraph "In their well-written, easily accessible text, Bazerman and Tenbrunsel rely on well-known cases of ethical failure and prior research, often previously popularized psychological studies, to frame the emerging field of behavioral ethics... [I]t serves as an excellent introduction to the discipline."--Choice "I enjoyed this book and think it is ideal for a team of managers to read together. Knowing how common it is for individuals to miss seeing a conflict or bias, colleagues could commit to challenging each other with candor and care."--Jill Geisler, Poynter "I will surely consider using the text in the classroom in the future... [P]articularly if one is trying to establish organizational policy that encourages ethical behavior--there is a good deal here that will be of interest."--J. Jeremy Wisnewski, Philosophy in ReviewTable of ContentsAcknowledgments ix Chapter 1: The Gap between Intended and Actual Ethical Behavior 1 Chapter 2: Why Traditional Approaches to Ethics Won't Save You 24 Chapter 3: When We Act against Our Own Ethical Values 38 Chapter 4: Why You Aren't as Ethical as You Think You Are 61 Chapter 5: When We Ignore Unethical Behavior 77 Chapter 6: Placing False Hope in the "Ethical Organization" 100 Chapter 7: Why We Fail to Fix Our Corrupted Institutions 128 Chapter 8: Narrowing the Gap: Interventions for Improving Ethical Behavior 152 Notes 173 Index 187

Read more less

Book SynopsisTrade Review"This is a bracing, original work." —Roger Lowenstein, Washington Post "An eloquent defense of the humanities against fanatical advocates for STEM." —Deidre McCloskey, Wall Street Journal "An insightful and compelling argument. Morton and Schapiro succeed in finding new ways of thinking about big issues as well as new ways to read classic novels. . . . There’s immense joy to be found throughout this work on thinking with creativity and passion." —Publishers Weekly

Read more less

Book SynopsisAndrew Griffin is a corporate reputation specialist. He advises some of the world's leading companies and most trusted brands on crisis management, issues management and corporate citizenship. Andrew is managing director of Regester Larkin, the international reputation risk management consultancy which is credited with pioneering best practice systems across all sectors in this specialist discipline. He is a regular speaker, writer and commentator in this critical area of management and corporate communications.Trade Review"The need to protect a company's reputation has become an ever more pressing concern for CEOs and corporate boards. This book, by a leader in the field, provides a comprehensive guide for leaders to get it right. Filled with case examples and useful concepts it belongs on every executive's desk." * Dr Daniel Diermeier, Kellogg School of Management and author of Reputation Rules *"In an increasingly transparent world, the spotlight finds companies with an issue or a crisis very quickly. There is a real premium attached to learning from others and being well prepared: this book should be required reading for every member of the executive team." * Caroline Hempstead, VP Group Corporate Affairs, AstraZeneca plc *"Beautifully written, practical, relevant, clear and usable. Should be on the bookshelf of anyone interested in this area. This is the book I wish had been available when I first started learning about Crisis Management - an invaluable resource." * Kieron O'Keefe, Head of Crisis Management, BG Group *"...a well laid-out, easy to follow, and practical book, with plenty of website links to follow [...] Griffin makes and authoritative and readable case for reputation and crisis management as something central to doing a business and running an organisation." * Professional Security Magazine *"I have read a few books in recent years on crisis and reputation management and this is by far the best. Griffin's latest offering [...] is easy to read and incredibly engaging. His 20 years of experience in reputation management really shines through. The book is constantly brought to life with a host of case studies and examples of firms that got their reputation management strategy wrong and are still paying the price (for example BP and the Deepwater Horizon oil disaster), compared with those that got it right (Tesco and the horsemeat scandal). [...] This book goes further than just a must-read for those in PR. As Griffin points out, BP, News International and the BBC have all faced scandals over the past few years that have been dealt with badly and resulted in CEOs stepping down and commercial damage. This book is surely a must-read for any CEO who values the reputation of their company and wants to preserve it for as long as possible." * Lisa Elliot, PR Week *"crucial reading, not only for communication professionals, but for CEOs and board members, too....Griffin explores the anatomy of multiple high-profile corporate crises... [and puts] forward a number of new analytical models to help anyone responsible for protecting their organisation's reputation understand both how to manage a crisis and how to predict and prevent one before it materialises. In addition to this robust new theory, Griffin's book is full of practical tips. From detailed guidance on how to run a crisis exercise, to tried-and-tested advice on what messages will resonate with stakeholders in an emergency, the book provides a valuable manual for any company that wants to ensure it is crisis prepared." * Communika (PRISA) *Table of Contents Chapter - 01: Reputation: what it is and why it matters; Chapter - 02: The challenging climate in which reputations are managed; Chapter - 03: What are the risks to reputation?; Chapter - 04: Externally driven issues; Chapter - 05: Internally driven issues; Chapter - 06: Externally driven incidents; Chapter - 07: Internally driven incidents; Chapter - 08: Interrelated risks; Chapter - 09: Managing reputation risk through the life cycle; Chapter - 10: Predicting reputation risk; Chapter - 11: Preventing reputation risk; Chapter - 12: Preparing for acute reputation risk; Chapter - 13: Resolving risks to reputation; Chapter - 14: Responding to immediate reputation risk; Chapter - 15: Recovering from reputation damage; Chapter - 16: Where next for crisis, issues and reputation management?

Read more less

Book SynopsisManagerial Accounting: Tools for Business Decision Making provides students with a clear introduction to fundamental managerial accounting concepts needed for anyone pursuing a career in accounting or business. By connecting the classroom to the business world through a variety of engaging resources, homework exercises, and real company examples, the book helps students understand the application of accounting principles and techniques in practice. Designed for a one-semester, undergraduate Managerial Accounting course, this international edition helps students get the most out of their accounting course by making practice simple. This edition provides numerous discussions on how managers are increasingly relying on data analytics to solve realistic business problems. Using metric units and currencies and companies from around the globe, this edition is ideal for courses across the world.Table of ContentsCost Concepts for Decision-Makers 1 Managerial Accounting 1-1 2 Job Order Costing 2-1 3 Process Costing 3-1 4 Activity-Based Costing 4-1 Decision-Making Concepts 5 Cost-Volume-Profit 5-1 6 Cost-Volume-Profit Analysis: Additional Issues 6-1 7 Incremental Analysis 7-1 8 Pricing 8-1 Planning and Control Concepts 9 Budgetary Planning 9-1 10 Budgetary Control and Responsibility Accounting 10-1 11 Standard Costs and Balanced Scorecard 11-1 12 Planning for Capital Investments 12-1 Performance Evaluation Concepts 13 Statement of Cash Flows 13-1 14 Financial Analysis: The Big Picture 14-1 APPENDIX A Time Value of Money A-1 COMPANY INDEX I-1 SUBJECT INDEX I-3 RAPID REVIEW: CHAPTER CONTENT

Read more less

Book SynopsisEnvision this scenario: An industrial manufacturer is breaking itself in three, and its board chair asks you, the chief financial officer, to step up to the helm of one of the spin-offs. You will take charge of everything, from plant operations and product marketing to human resources and governance practices. Are you ready to lead? In The Leader's Checklist, 10th Anniversary Edition: 16 Mission-Critical Principles, world-renowned leadership expert and Wharton professor Michael Useem shows you how to lead through any challenge—and shares how ITT's Denise Ramos did just that when she encountered this situation. In this illuminating guide, Useem offers a Leader's Checklist that will help you develop your ability to make good and timely decisions in unpredictable and stressful environments—for those moments when leadership really matters. To illustrate the principles, Useem examines where leaders go right—and wrong. He looks at:How Ramos, the former CEO of ITT, turned around the once-struggling enterprise; How AIG's tone-deaf response to the tumultuous events of the global financial crisis left the company vulnerable to one of the greatest corporate collapses in business history; andHow Virginia Rometty, the former executive chair of IBM, acquired and integrated a cloud-computing company to help turn around IBM's fortunes. Based on Useem's own research experience and an array of leadership investigators, thinkers, and practitioners, The Leader's Checklist offers actionable insights you can put into practice as a leader today.

Read more less

Book SynopsisGetting what you want even if you are the boss isn't always easy. Almost every organization, big or small, works among a network of competing interests. Whether it's governments pushing through policies, companies trying to increase profits, or even families deciding where to move house, rarely can decisions be made in isolation from competing interests both within the organization and outside it.In this accessible and straightforward account, Hans de Bruijn and Ernst ten Heuvelhof cast light on multi-stakeholder decision-making. Using plain language, they reveal the nuts and bolts of decision-making within the numerous dilemmas and tensions at work. Drawing on a diverse range of illustrative examples throughout, their perceptive analysis examines how different interests can either support or block change, and the strategies available for managing a variety of stakeholders.The second edition of Management in Networks incorporates a wider spread oTrade Review"In an increasingly interactive world knowledge of how networks operate and evolve, and how they can be managed effectively, is increasingly important to students and practitioners of public administration, public management and public policy. In the first edition of this excellent book, the authors developed the idea of "process management" - contrasting it with other forms of such as "project-based" management – highlighting the advantages of using a process lens as a guide to producing better public sector outcomes. In this thoroughly revised and expanded new edition, the authors continue this pursuit, adding detail and nuance to their analyses of the best (and not-so-good) strategies that can be used to enhance collaboration between public, civil society and other actors in the pursuit of public value and the public good."Burnaby Mountain Chair, Department of Political Science, Simon Fraser University and Professor, Lee Kuan Yew School of Public Policy, National University of Singapore"Management in Networks (second edition) is a fundamental guide for policy makers and managers who wants to consciously decide and act in today’s uncertain and complex world, where all decisions involve many actors, with different values and targets."- Giovanni Azzone, Professor of Management and Rector Emeritus, Politecnico di Milano, ItalyTable of ContentsChapter 1 our interconnected world and what it means for decision and policy makingChapter 2 strategies for making decisions in networks – the processChapter 3 strategies for making decisions in networks – the content Chapter 4 a process, not a projectChapter 5 smart command and controlChapter 6 strategic behaviourChapter 7 trust and rules of the gameChapter 8 processes and content

Read more less

Book SynopsisMost teams underperform. Yours can beat the odds.If you read nothing else on building better teams, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results.Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: Boost team performance through mutual accountability Motivate large, diverse groups to tackle complex projects Increase your teams' emotional intelligence Prevent decision deadlock Extract results from a bunch of touchy superstars Fight constructively with top-management colleagues

Read more less

Book SynopsisBrought to you by Penguin.The highly anticipated new book from Malcom Gladwell, host of the chart-topping podcast Revisionist History. With original archival interviews and musical scoring, this enhanced audiobook edition of Talking to Strangers brings Gladwell''s renowned storytelling to life in his unparalleled narrating style. The routine traffic stop that ends in tragedy. The spy who spends years undetected at the highest levels of the Pentagon. The false conviction of Amanda Knox. Why do we so often get other people wrong? Why is it so hard to detect a lie, read a face or judge a stranger''s motives?Through a series of encounters and misunderstandings - from history, psychology and infamous legal cases - Malcolm Gladwell takes us on an intellectual adventure into the darker side of human nature, where strangers are never simple and misreading them can have disastrous consequences.No one challenges our shTrade ReviewI love this book . . . reading it will actually change not just how you see strangers, but how you look at yourself, the news - the world. Reading this book changed me. * Oprah Winfrey *Fascinating . . . you should read the book . . . He's tackling the dark side of human nature - what do we ever know about other people? -- Sathnam Sanghera * The Times Magazine *Now that practically everybody seems to be spoiling for a fight, I have found Malcolm Gladwell's Talking to Strangers invaluable . . . His moral - to approach new people with caution and humility - has become my motto. * Evening Standard *Taut, provocative, smart . . . Gladwell's cool, playful intelligence has made him one of our leading public thinkers * New Statesman *A book examining the ways we misinterpret or fail to communicate with one another could not feel more necessary . . . the page-turning urgency of a thriller -- Chris Barton * Los Angeles Times *Superb writing. Masterful . . . bears all the marks that have made Gladwell one of the most successful non-fiction authors of his generation. -- Pilita Clark * Financial Times *A dazzling book . . . Gladwell is a rock star of nonfiction . . . ideas are slowly revealed until the reader arrives at a conclusion they didn't expect. Gladwell is advancing ideas and, sure, they are all open to challenge . . . but they are stimulating and convincing - and you won't regret a minute you spend mastering them * The Times *A wonderful provocation which Gladwell delivers like no other, an awakening to just one of the fascinations that lie in ordinary human experience . . . as ever, Gladwell's genius is in the telling. * Spectator *Malcolm Gladwell made his name bringing intellectual sparkle to everyday subjects, and his new book - about how strangers talk to each other - is no exception. -- Sean O’Hagan * Observer *

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book SynopsisThis long-awaited textbook provides a unified perspective of a rich and varied field. It recognises that in order to develop strategies for improving the decision-making process one needs to understand how decisions are made in practice and in what ways behaviour differs from guidelines implied by normative theories of choice. It is the interplay between descriptive, normative, and prescriptive analysis that gives this book a special flavour. Using a set of illustrative examples, Decision Sciences synthesises current research about different types of decision making, including individual, group, organisational, and societal. Special attention is given to the linkage between problem finding and problem solving. The principal message emerging from the book is that decision making entails a complex set of processes that need to be understood in order to develop sound prescriptions or policy advice.Trade Review"Decision Sciences offers a broad and deep coverage of decision making; individual, group, organizational, and societal. It stresses the need to understand the decision process and integrates this with descriptive insight and prescriptive guidance to make wise decisions. Decision Sciences has defined the field." Ralph L. Keeney, author of Value-Focused ThinkingTable of ContentsPreface; Part I: Introduction; 1. The scope of decision sciences; 2. Problem finding and alternative generation; Part II: Individual Decision Making; 3. Prediction and inference; 4. Valuation and choice; 5. Evaluating prescriptive approaches; Part III: Multi-person Decision Making; 6. Group decision making; 7. Formal models of group decision making; 8. Organisational decision making; 9. Societal decision making; Part IV: Epilogue; References; Appendices.

Read more less

Book SynopsisBuild teams that move mountains! Activity participants enjoy a simulated mountain adventure. In thisimaginary setting, they must arrive at consensus in order tosucceed, and they experience the magic of group power: synergy.Participants face fatigue, dehydration, an avalanche, and more.First, they make decisions on their own. Then, joining the group,they compare answers and attempt to agree on the best course ofaction. Participants will: * Listen closely to coworkers * Recognize the benefits of soliciting opinions * Understand the power of synergy . . . and much more! The leader and participants will have a perfect opportunity toexamine the impact of their interpersonal behaviors on one another,on the group''s effectiveness, and on the outcome of theiradventure. Every step in preparation, facilitation, and follow-upis carefully detailed in the Leader''s Manual. The Activity containsthe engaging simulation--every participant will need a copy. Table of ContentsStranded in the Himalayas 1 The Situtation 1 Your Task 2 Guideliness for Reaching Consensus 7 Group’s Task 8 Answers and Rationale 9

Read more less

Book SynopsisStimulating and developing the creative potential of all members of an organisation is widely seen as contributing to performance and results. This prestigious textbook provides a complete overview of the creative problem-solving process and its relevance to modern managers in the private and public sectors. It introduces ideas, skills and models to help students understand how creative thinking can aid problem solving, and how different techniques may help people who have different thinking and learning styles.This updated fifth edition includes fresh case studies, exercises and suggested reading, alongside extensive diagrams and thought-provoking questions. A new chapter considers the use of heuristics in decision-making situations faced by managers, and examines how aspects of creative problem solving can relate to such situations. It also introduces a complex in-tray exercise, which demonstrates how the conflicting demands on an individual manager can be considered in praTrade ReviewIn Creative Problem Solving, Tony Proctor dispenses readers with rich examples of ideation techniques, as well as challenging the readers to question fundamental issues and develop their own capabilities. Proctor showers readers with easy-to-use techniques that have the potential to transform anyone into a genius level creative thinker and problem solver. The author explains and shares good practices for managers to avoid arriving at the same old answers to problems. Proctor offers plenty of techniques that today’s readers can use to bridge the creativity gap and unleash their hidden potential in problem solving.Creative Problem Solving is full of practical guidance, as well as case studies to illustrate the key points. It provides the latest guide for generating new ideas – including a chapter to explain the range of computer software, apps, photographs and videos that can act as a spurt to ideation. This book is invaluable reading for undergraduate, postgraduate and MBA courses, as well as being particularly useful in ongoing professional development courses for managers. Dr Kim Hua Tan, Professor of Operations and Innovation Management, Nottingham University Business SchoolCreativity is a life skill for leaders, managers, decision makers and students. The fifth edition of Creative Problem Solving provides excellent techniques to creative and critical thinking. I have used cases, techniques, methods and examples from Tony Proctor’s book in my teaching, which will help my students to acquire skills in high demand in business and government to solve complex problems. Dr Wahabalbari Ahmed, Lecturer in Economics, Birmingham City University Business SchoolCreative Problem Solving is very supportive of a practice-led approach to management education, at a time when creative thinking skills are increasingly necessary across organisations of all sizes and sectors. Drawing on comprehensive and in-depth theoretical support, it offers lots of useful practical cases and examples to stimulate critical analysis and debate. I have used previous editions as a core text and continue to do so with postgraduate students locally and globally to support decision making, problem solving and exploration of opportunities.Dr Pauline Loewenberger, Senior Lecturer, University of Bedfordshire Business SchoolTable of Contents1. Creativity and its Importance in Business 2. Blocks to Creativity 3. Theories of Creativity 4. Problem Solving and Improvisation 5. Factors Influencing People's Ability to Undertake Ideation 6. Objective Finding, Fact Finding and Problem Finding/Definition 7. Morphological Analysis and Related Techniques 8. Brainstorming and its Variants 9. Lateral Thinking and Associated Methods 10. Synectics 11. Paradigm Breaking Techniques 12. Miscellaneous Ideation Techniques 13. Evaluation 14. Implementing Ideas 15. Computer-Assisted Creative Problem Solving 16. Decision Making and Creative Problem Solving

Read more less

Book SynopsisDavid Pilbeam has a Masters in Coaching and Mentoring Practice together with a strong business background. As an Operations Director in the Leisure Sector, David was part of a four-person executive team that founded a business in 1993. David's experience running this and other businesses, as well as his coaching qualifications, enable him to help leaders build on their strengths and achieve on-going success. David has over 16 years' experience specialising in leadership and performance coaching for individuals and teams and delivering organisational change projects. His style has been described as challenging, motivating and pragmatic. He uses a performance and strengths focussed approach in his work. He is naturally supportive and encouraging, but is never shy of asking the tough questions. David has worked on projects in Asia, Africa and Europe that span cultures, industries and nationalities. Glenn Wallis is one of the world's very few DocTable of Contents PART 1 YOUR LEADER iD PROFILE 1 The diagnostic tool 2 Developing you and your leadership PART 2 CORE INSIGHTS RELATING TO IDENTITY 3 Compassion 4 Discovery 5 Perspective 6 Determination 7 Balance PART 3 CORE INSIGHTS RELATING TO EXCELLENCE 8 Embodies excellence 9 Advocates excellence 10 Appreciates excellence 11 Develops excellence PART 4 LEADER ID PRACTICE PLANNING 12 Three tools Bibliography Index

Read more less

Book SynopsisAudrey Tang is a Chartered Psychologist (CPsychol), NLP practioner and FIRO-B coach. Her first book Be a Great Manager Now was published by Pearson in May 2016, and has been translated into Russian for further distributon. She is a training consultant, an accredited speaker delivering keynotes at National and International conferences and the resident psychologist on The Chrissy B Show (Sky 203).Table of Contents Part 1 Practical applications 1 The mindful leader 2 Problem solving and decision making 3 Creativity and innovation 4 Relationships and collaboration 5 Emotional agility 6 Inner confidence and self-esteem Part 2 Personal applications 7 Self-care 8 Emotional resilience and well-being 9 Be aware of your limitations Part 3 Mindful growth 10 Inspiration and growth 11 Maintaining a work–life balance 12 Epilogue: beyond mindfulness References

Read more less

Book Synopsis

Read more less

Book SynopsisJo Owen is a best-selling and multi-award winning leadership author, keynote speaker and social entrepreneur. He is a founder of eight charities, including the UK's largest graduate recruiter Teach First. His books The Mindset of Success, The Leadership Skills Handbook and Management Stripped Bare, all published by Kogan Page, have been translated into eight different languages.Table of Contents Chapter - 00: Introduction; Section - ONE: We Know What Leadership Is; Chapter - 01: Myth 1 - We Know What Leadership Is; Chapter - 02: Myth 2 - The Perfect Leader; Chapter - 03: Myth 3 - Leadership is About Your Rank, Title or Position; Chapter - 04: Myth 4 - Managers are Leaders; Chapter - 05: Myth 5 - Leaders Know What Leadership Is; Chapter - 06: Myth 6 - The Founder is the Leader; Chapter - 07: Myth 7 - Leadership is Universal; Section - TWO: We Know What Leaders Do; Chapter - 08: Myth 8 - We Know What Leaders Do - Top Level Leaders; Chapter - 09: Myth 9 - We Know What Leaders Do - Your Leadership Journey; Chapter - 10: Myth 10 - Leaders Motivate their Followers; Chapter - 11: Myth 11 - Leaders Communicate Well; Chapter - 12: Myth 12 - Leaders are Decisive; Chapter - 13: Myth 13 - Leaders Set Goals and Give Directions; Chapter - 14: Myth 14 - Great Leaders Build Great Teams; Chapter - 15: Myth 15 - The Leader Knows What’s Going On; Section - THREE: We Know What Leaders are Like - Character and Traits; Chapter - 16: Myth 16 - Leaders are Born, not Bred; Chapter - 17: Myth 17 - Leaders are Visionary; Chapter - 18: Myth 18 - Leaders are Charismatic and Inspirational; Chapter - 19: Myth 19 - Leaders are Honest; Chapter - 20: Myth 20 - Leaders are Brave; Chapter - 21: Myth 21 - The Leader is the Smartest Person in the Room; Chapter - 22: Myth 22 - The Best Leaders are Clever; Chapter - 23: Myth 23 - Male and Female Leaders are Different; Chapter - 24: Myth 24 - Psychopaths Succeed as Leaders; Chapter - 25: Myth 25 - Leaders are Reasonable; Chapter - 26: Myth 26 - An Effective Leader is a Skilled Leader; Section - FOUR: We Know How Leaders Succeed; Chapter - 27: Myth 27 - Leaders Succeed on Merit; Chapter - 28: Myth 28 - Leadership is About Survival of the Fittest; Chapter - 29: Myth 29 - It’s Not What You Know But Who You Know; Chapter - 30: Myth 30 - Power Comes from Your Position; Chapter - 31: Myth 31 - Leaders Need Experience; Chapter - 32: Myth 32 - The First 90 Days; Chapter - 33: Myth 33 - You Have to Manage Before You Can Lead; Chapter - 34: Myth 34 - Sporting Heroes Show Us How to Lead; Chapter - 35: Myth 35 - You Can Teach Leadership; Chapter - 36: Myth 36 - Leaders Know When to Move On; Section - FIVE: We Have a Theory of Leadership; Chapter - 37: Myth 37 - The Great Man Theory of Leadership; Chapter - 38: Myth 38 - Servant Leadership; Chapter - 39: Myth 39 - The Humble Leader; Chapter - 40: Myth 40 - Distributed Leadership; Chapter - 41: Myth 41 - Transactional and Transformational Leadership; Chapter - 42: Myth 42 - Authentic Leadership; Chapter - 43: Myth 43 - Leadership is a Team Sport; Chapter - 44: Myth 44 - Leadership and Money - The Dog That Didn’t Bark; Chapter - 45: Myth 45 - Leaders are Like Tea Bags; Section - SIX: We Have Beliefs About Leadership; Chapter - 46: Myth 46 - It’s Lonely at the Top; Chapter - 47: Myth 47 - The Buck Stops Here; Chapter - 48: Myth 48 - It’s Tough at the Top; Chapter - 49: Myth 49 - The Leader Makes a Difference; Chapter - 50: Myth 50 - The Leader is In Control; Chapter - 51: Myth 51 - Leaders are Role Models; Chapter - 52: Myth 52 - Leaders are Popular; Chapter - 53: Myth 53 - Leaders Deserve Exceptional Rewards; Section - SEVEN: Conclusions; Chapter - 54: Myths, Fads and Theories; Chapter - 55: Leaders Take People Where They Would Not Have Got By Themselves; Chapter - 56: I Have the Answer - Myth or Reality?

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book Synopsis

Read more less