Management of specific areas Books

Book SynopsisThe authors of the international bestseller Business Model Generation explain how to create value propositions customers can t resist Value Proposition Design helps you tackle the core challenge of every business creating compelling products and services customers want to buy.Table of Contents1. Canvas 1.1 Customer Profile 10 1.2 Value Map 26 1.3 Fit 40 2. Design 2.1 Prototyping Possibilities 74 2.2 Starting Points 86 2.3 Understanding Customers 104 2.4 Making Choices 120 2.5 Finding the Right Business Model 142 2.6 Designing in Established organizations 158 3. Test 3.1 What to Test 188 3.2 Testing Step-by-Step 196 3.3 Experiment library 214 3.4 Bringing it All Together 238 4. Evolve 4.1 Create Alignment 260 4.2 Measure & Monitor 262 4.3 Improve Relentlessly 264 4.4 Reinvent Yourself Constantly 266 4.5 Taobao: Reinventing (E-)Commerce 268 Glossary 276 Core Team 278 Prereaders 279 Bios 280 Index 282

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Book SynopsisGallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. Included with this re-release of First, Break All the Rules: updated meta-analytic research and access to the Clifton StrengthsFinder assessment, which reveals people’s top themes of talent, and to Gallup’s Q12 employee engagement survey, the most effective measure of employee engagement and its impact on business outcomes. What separates the greatest managers from all the rest? They actually have vastly different styles and backgrounds. Yet despite their differences, great managers share one common trait: They don’t hesitate to break virtually every rule held sacred by conventional wisdom. They don’t believe that, with enough training, a person can achieve anything he sets his mind to. They don’t try to help people overcome their weaknesses. And, yes, they even play favourites. In this long-time management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial firms. Whatever their circumstances, the managers who ultimately became the focus of Gallup’s research were those who excelled at turning each individual employee’s talent into high performance. Gallup has found that the front-line manager is the key to attracting and retaining talented employees. This book explains how the best managers select an employee for talent rather than for skills or experience, set expectations, build on each person’s unique strengths rather than trying to fix his or her weaknesses, and get the best performance out of their teams. And perhaps most important, Gallup’s research produced the 12 simple statements that distinguish the strongest departments of a company from all the rest. First, Break All the Rules is the first book to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction and the rate of turnover. First, Break All the Rules presents vital performance and career lessons for managers at every level — and best of all, shows you how to apply them to your own situation.

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Book SynopsisJames McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University. Dr. Bob Bates worked in the Civil Service for many years as a senior manager before becoming a Senior Lecturer at Birmingham City University in 1997. Throughout his career he has worked extensively with SMEs specialising in staff and management development.Trade ReviewWinner of the ‘Practical Manager' category at the Chartered ManagementInstitute Management Book of the YearAwards. Rebecca Taylor, the Dean and Director of Studies atthe Open University Business School, explained why the bookdeserved to win: “Thisbook was a delight to read and was a highly refreshing approach to the world ofmanagement. The ‘big' ideas have been boiled down into easily-digestible chunksthat are perfect either as an introduction or a refresher for the moreexperienced manager. The personal writing style and lack of preaching makes ita brilliant desk-side companion for a manager of any level, and I highlyrecommend it.” ‘I'll make sure that every manager in our pharmacyoutlets gets a copy of this book.' Manjit Jhooty,Managing Director, Jhoots Pharmacy ‘Every manager should read this book.' GeoffRound, Chief Executive, Birmingham Civic Housing Association Ltd

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Book SynopsisThere are an estimated 200-500 million 1:1 meetings held each day around the world. In Glad we Met: The Art and Science of 1:1 Meetings Dr. Steven Rogelberg, author of The Surprising Science of Meetings, brings new and strategic insight to help us maximize the potential of these crucial conversations. 1:1s are arguably one of the most critical meeting types for the success of team members, managers, coaches, teams, and organizations. The best managers recognize that 1:1s are not an add-on to their role as a manager, conducting 1:1s successfully ARE foundational to being a manager. At the same time, these meetings fundamentally influence a direct report''s experience at work, including how they engage and attach to their role, perceive the effectiveness of their manager, and envision their future at the organization. Leveraging research and evidence collected over 20 years from managers and team members, and drawing on interviews with top leaders from some of the most respected companies in the world, Steven Rogelberg covers topics such as: Why effective 1:1s are critical to your success and the success of your team Messaging and positioning 1:1s for maximum value Finding the correct 1:1 cadence and meeting length to maximize positive impact without over-meeting Managing the intricate balance of productivity-building, relationship-building, and employee development Designing 1:1s with intentionality, from where to conduct the meeting to building agendas to optimize effectiveness Acting as leader coach and leveraging key skills around facilitation, listening, and feedback-giving How to personalize your 1:1 approach to fit you and your direct reports - one size does not fit allTrade ReviewSteven Rogelberg knows more about how to improve meetings than anyone on earth. If you've ever lamented that a meeting could've been an email, this book is filled with data and practical advice for making the time we spend together less miserable and more worthwhile. * Adam Grant, PhD, #1 New York Times bestselling author of Think Again and Hidden Potential, and host of the TED podcast WorkLife *Starting, growing, and maintaining any business requires attracting and nurturing good people. And one of the best — and also most underutilized — tools in fostering talent is the 1:1 meeting. In this highly practical book, meetings expert Steven Rogelberg shares powerful science to inform and elevate these crucial interactions. Read Glad We Met — you and your team will be glad you did! * Arianna Huffington, Founder & CEO, Thrive Global *The world's leading scholar of meetings unpacks the most important meeting of all — direct conversations between managers and team members. Rooted in deep research and replete with actionable takeaways, this book will transform how — and why — you conduct these essential encounters. Glad We Met is an urgent read for anyone trying to find their footing on the modern workplace's new terrain. * Daniel H. Pink, #1 New York Times bestselling author of To Sell is Human and Drive *Steven Rogelberg is one of the most important leadership thinkers writing today. This book is insightful and compelling. Rogelberg reveals how the real work in leadership is done in conversations — sense checking, creating engagement, and building trust. * Dean Stamoulis, PhD, Managing Director, Russell Reynolds Associates *I learned so much from Glad We Met! One-on-one meetings will never go out of style because they are the bedrock of relationships, and I'm so glad Steven Rogelberg has compiled this authoritative guide to how to do them best! * Angela Duckworth, Rosa Lee and Egbert Chang Professor at the University of Pennsylvania and author of #1 New York Times bestseller, Grit: The Power of Passion and Perseverance *One-on-one meetings between managers and direct reports can make or break a team. Rogelberg shows, step by step, how to use these meetings to enhance work satisfaction and productivity. This is a very valuable book! * Carol Dweck, PhD, Lewis and Virginia Eaton Professor of Psychology, Stanford University; author of Mindset: The New Psychology of Success *The book is amazing! It's everything I never knew and I always wanted to know about 1:1s! Whether you're just starting out as a manager, or are a senior executive, a recent graduate, or have decades of experience, Glad We Met is a must read. * Adam Husein, Senior Vice President, Global Enterprise Data Science, Analytics, and Social Intelligence, Warner Bros. Discovery *We extend our minds and enhance our intelligence by thinking in concert with other people—and one of the best ways to do this is to meet one on one. In Glad We Met, Steven Rogelberg makes a powerful case for crafting our 1:1 meetings with more care and intention. Drawing on decades of research, he provides a blueprint for making such meetings effective and productive. This book is a must-read for any manager who wants to lead a team to success. * Annie Murphy Paul, author of the Washington Post bestseller The Extended Mind: The Power of Thinking Outside the Brain *You grow your people to grow your organization—a seedbed of that growth is the 1:1 meeting. This frequently unprepared for, often canceled, and seemingly inconsequential meeting can be, when deliberately done, a valuable investment in people and one that makes them feel genuinely seen. That's where Steven Rogelberg's evidence-based, decades-in-the-making, action-oriented approach to 1:1s comes in. Every manager (and parent) should read this book now. Your people and your organization will be glad you did. * Whitney Johnson, CEO, Disruption Advisors, Top #10 Management Thinker, Thinkers50, WSJ and USA Today bestselling author of Smart Growth: How to Grow Your People to Grow Your Company *It is clear that many if not most leaders struggle with carrying out their 1:1 meetings. Making matters worse, leaders often have a blind spot, with their perceptions of 1:1s being more positive than what their directors have to say. To help rectify this situation and promote the incredible potential of 1:1s, Steven Rogelberg offers compelling and practical evidence-based guidance for 1-1 meetings worth everyone's time and effort. This is a must-read for leaders, workers, and teammates around the globe. * Alex Alonso, PhD, Chief Knowledge Officer, Society for Human Resource Management (SHRM) *If world leaders read this book and led 1:1 meetings with greater collaboration and impact, the world would be more peaceful and prosperous. Until then, you should read this book to improve your own approach to management and leadership. * Asheesh Advani, CEO, Junior Achievement Worldwide *Glad We Met can fundamentally change and improve lives at work. It brings a rich, robust, and surprising science to bear on a critical leadership activity -- the 1:1 Meeting. All leaders should read this book. All coaches should read this book. * Matt Mochary, CEO Coach, CEO of Mochary Method Inc. and author of bestselling book, The Great CEO Within: The Tactical Guide to Company Building *Based on extensive research, Steven Rogelberg discusses incredibly well why effective 1:1 meetings lead to improved personnel performance and happiness, and are critical to business success. This superb book is for anyone who manages people, and for any business that wants to succeed. * Elizabeth F. Churchill, PhD, Senior Director, Google *Glad We Met is a game changer for leaders of all levels. It casts a bright light on the importance of the 1:1 meeting and how these meetings impact both individuals and the overall team. It is a delight to read, grounded in science and contains highly practical tips and stories. * Robin Cohen, PhD, Head of Talent Management Pharmaceuticals and Enterprise R&D, Johnson & Johnson *After reading this book, you will think differently about 1:1 meetings! Glad We Met provides highly compelling tools and strategies to help you unlock the full potential of your 1:1 meetings to build stronger relationships, and ultimately create a more human-centered workplace culture. This is a must read. * Jennifer Fisher, Chief Well-being Officer, Delloitte & bestselling author of Work Better Together: How to Cultivate Strong Relationships to Maximize Well-Being and Boost Bottom Lines *Glad We Met shows how 1:1s might be the most powerful way to build trust and inspire individual performance and engagement, yet arguably is the least developed tool in a People Leader's toolkit. Dr. Rogelberg does a masterful job of conveying the art and science of 1:1 meetings and equipping managers with a simple, pragmatic and actionable playbook that they can implement immediately. * Josh Greenwald, SVP, CHRO TIAA Retirement Solutions *Rogelberg does an incredible job making the case that the 1:1 meeting should not be taken for granted by leaders. He provides highly compelling evidence-based insights designed to made 1:1s highly effective and positively impactful for all parties. No matter what leadership level you are, you will be very glad you read this book. * Dave Burwick, CEO, The Boston Beer Company *Humans have survived and thrived through the stories they tell and the connections they make with each other about their lived experience. At work and in life outside of work, small actions can produce oversized impact. As Lao Tzu prophetically noted, 'Great acts are made up of small deeds.' Professor Rogelberg poignantly and persuasively reminds us that one of the most common practices at work, one-on-one meetings, is precisely one of those 'small deeds' that contribute to 'great acts.' This evidence-based book is replete with actionable advice that can move one-on-one meetings from the mundane to the fuel that can literally transform individuals, teams, and organizations. * David Altman, PhD, Chief Research & Innovation Officer, Center for Creative Leadership *A fantastic, enjoyable book, packed with unique evidence-based insights. Glad We Met can absolutely elevate work life for both leaders and teams. A must read! * Tasha Eurich, PhD, New York Times bestselling author of Insight and Bankable Leadership *Glad We Met does for one-on-one meetings what The Surprising Science of Meetings did for standups and work sessions. At last, there is a research-backed but highly practical step-by-step guide to make the most the time you have with your direct reports. As Rogelberg keenly notes - the one-on-one meeting can be the foundation of your relationship with your team members, but only if done well. Glad We Met provides a roadmap on how to make these meetings useful and fulfilling for leaders and team members, alike. * Stephanie Johnson, PhD, Professor and Director, Doerr Institute for New Leaders and author of the WSJ bestseller, Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams *1:1s can make or break your team, your culture, and your company. In this must-read guide for managers, Dr. Rogelberg explains the evidence-based simple steps you can take to make sure every 1:1 makes you and your team better. * Laszlo Bock, former CHRO of Google and founder of Humu and Gretel.ai *Refreshingly practical, this book is the definitive guide for making meetings work- especially those all-important one-on-one meetings with people who depend on you to perform and thrive. Author Steven Rogelberg, the leading expert in the important and understudied topic of meetings, offers actionable advice that will make anyone a better manager. * Amy Edmondson, PhD, Novartis Professor of Leadership and Management, Harvard Business School and author of the bestseller, The Fearless Organization *With an approachable tone and loads of pragmatic tools and templates, Steven Rogelberg's new book on that most ubiquitous meeting type, 1:1's, is essential reading. As with his prior book on meetings, this is well-researched and grounded in solid science, but still accessible and relevant. While written to managers, this book is also useful for those who actually own those meetings - the team member. * Alexis Fink, PhD, Vice President, People Analytics and Workforce Strategy, Meta and President-Elect of the Society for Industrial and Organizational Psychology *In this era of global uncertainty, conflict, massive change, technological advances, disengaged workers, burnout, and a complete reimagination of the role work plays in our lives, Steven's book is a timely reminder of the core responsibility of a manager...to connect an employee to the mission and purpose of the organization, understand their role in the organization's success, to support them to deliver superior work that drives business results and to unleash their inner greatness. While the setting, frequency or length may vary, it starts with a caring, empathetic manager who sends powerful messages about support, inclusion, performance, and excellence during thoughtful, planned meetings and about becoming the best at the job at hand and preparing for career advancements ahead. This book is a must-read roadmap for managers to successfully take employees on that journey. * Rebecca L Ray, Executive Vice President, Human Capital, The Conference Board *So many of us miss the opportunity to use 1-1 meetings as the powerful tool they are. Thankfully, Steven Rogelberg has created the definitive guide to leading radically useful 1-1s that can build relationships and transform your connections with colleagues, team members, and your own manager. * Dorie Clark, Wall Street Journal bestselling author of The Long Game and executive education faculty, Duke University Fuqua School of Business *Glad We Met is an incredibly exciting and rare work that sheds a bright light on a critical work activity too often taken for granted - the 1:1 Meeting. Its evidence-based insights are highly compelling and can be leveraged to truly change the work lives of your team and by doing so promote success for you and your organization. This is a must read. * Robert Pasin, CEO, Radio Flyer *Glad We Met may be one of the most helpful, valuable, practical, and grounded leadership books of the year. It is insightful and a joy to read. More importantly, it is useable. Rogelberg leverages cutting edge science to guide leaders to make 1:1 meetings truly work to promote employee and leader thriving. * Peter Bregman, CEO Bregman Partners and bestselling author of 18 Minutes and Leading with Emotional Courage *My introduction to Steven was catalyzing. He packed practical, science-based wisdom into an engaging 1-hour keynote based on his excellent book, Glad We Met. Through Steven, we've taught my company, and now our clients, that your success in a 1:1 is equal to your success as a leader. 1:1's are the stage upon which you solve your complex work problems as well as where you set your leadership brand, and create a psychologically safe environment to connect, coach, develop, retain talent, and combat burnout. * Tacy M. Byham, PhD, Chief Executive Officer, DDI and co-author of Your First Leadership Job *Are you looking for a way to truly connect with your team and help them achieve their highest potential? Look no further than Glad We Met. In this book, Dr. Rogelberg offers a unique perspective on how stewardship of time and talent through effective one-on-ones nurture professional growth and lead to meeting high and hard-to-achieve goals. * Aldo Zanoni, CEO of Riva International and Co-Founder of Kairos - Software for Meetings in a Hybrid World *This highly compelling book provides a very practical and research driven blueprint for how to go about achieving effective 1:1s. And guess what - that value is in the eyes of the recipient, not those of the manager. Managers are there to support and to help their directs be at their best. A great read for anyone wanting to know how to best engage with those they work with, and by doing so, reach new heights as a manager. * Matthew Saxon, Chief People Officer, Zoom Video Communications *Are you looking for a way to truly connect with your team and help them achieve their highest potential? Look no further than Glad We Met. In this book, Dr. Rogelberg offers a unique perspective on how stewardship of time and talent through effective one-on-ones nurture professional growth and lead to meeting high and hard-to-achieve goals. * Aldo Zanoni, CEO of Riva International and Co-Founder of Kairos-Software for Meetings in a Hybrid World *Table of ContentsSection 1: Background and Foundation Chapter 1 Brief introduction to 1:1s and the science underlying this book Chapter 2 Why 1:1s Section 2: Organization for 1:1s Chapter 3 Messaging with team members Chapter 4 1:1 Meeting Frequency and Cadences Chapter 5 Logistics of 1:1s Chapter 6 Agendas and who "owns" the meeting Section 3: Carrying out 1:1s Chapter 7 Key skills, behaviors, and mindsets to make 1:1s work Chapter 8 Underlying keys to success Chapter 9 Successfully conducting/participating in the 1:1: Manager perspective Chapter 10 Successfully conducting/participating the 1:1: Team member perspective Section 4: Post meeting Chapter 11 Post meeting follow-up and tracking Chapter 12 Evaluating and improving your 1:1s Section 5: Special topics Chapter 13 Managing meeting load to lessen meeting burnout and fatigue Chapter 14 Cross-cultural/gender/age differences in perspectives on 1:1s Chapter 15 Adapting book content to 1:1s with peers Chapter 16 Adapting book content to 1:1s with customers/clients Chapter 17 References Appendices Appendix 1: Summary checklist of 1:1 key dos Appendix 2: Summary checklist of 1:1 key don'ts Appendix 3: How to effectively give feedback Appendix 4: Keys to successful coaching/mentoring Appendix 5: Conducting a career conversation Appendix 6: Keys to taking notes efficiently while still being present Appendix 7: Techniques for diffusing anger/defensiveness Appendix 8: Techniques for encouraging team members to share and communicate candidly Appendix 9: Sample agenda templates for different types of meeting Weekly 1:1 Peer-to-peer 1:1 Sales/customer 1:1 Debrief retrospective 1:1 Skip level 1:1 First 1:1 with a new employee

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Book SynopsisJames McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University.Table of Contents Chapter 1 - The principles of decision making Introduction Model 1: Townsend’s rules of decision making Model 2: The McNamara fallacy - The vital information that decision makers ignore Model 3: Using quantitative (hard) and qualitative (soft) data in decision making Model 4: Kreiner and Christensen the consequence model Model 5: Tenenbaum and Schmid’s decision making spectrum Model 6: Roger and Blenko’s rapid decision making model Model 7: Cognitive mapping - understanding how your colleagues think Model 8: Tacit knowledge and decision making Model 9: The standard decision making model Conclusion Chapter 2 - Using data in decision making Introduction Model 10: The Pareto principle and the important vital few Model 11: Lewin’s force field analysis of the support and opposition to a decision Model 12: Scenario analysis and charting possible futures Model 13: Delphic forecasting and how to firm up predictions Model 14: Johnson, Scholes and Wittingham mapping stakeholder’s reactions Model 15: Egan’s shadow side model - dealing with the politics of decisions Model 16: The SCAMPER model and finding creative solutions Model 17: De Bono’s six thinking hats - generating different perspectives Conclusions Chapter 3 - Enhancing your decision making skills Intrduction Model 18: The Eisenhower principle and the delegation of decisions Model 19: The feedback and criticism grid Model 20: Learning to think outside the box Model 21: Goleman: Using emotional intelligence to make better decisions Model 22: Sumantra and Bruch reclaiming your job Conclusion Chapter 4 - Decisions models about you Introduction Model 23: Christensen’s strategy for a happy life Model 24: The making – of you model and how your past influences the present Model 25: The rubber band model - what holds you back and pulls you forward? Model 26: The crossroads model and which road to follow next Model 27: The personal performance model and job satisfaction Model 28: Csikzenmihalyi’s flow model and the joy of working in ‘the zone’ Model 29: Maslow’s Pyramids - what you want and what you need Model 30: The Euffe Elbaek model - a guide to your personality Model 31: Johari windows - a guide to your personality Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples’ expectations Model 33: Your attitude to risk Conclusion Chapter 5 - Decision Models about other people Introduction Model 34: Goffee and Jones - why should anyone be led by you? Model 35: Hersey and Blanchard’s situational leadership model Model 36: Manzoni and Barsoux - how managers set staff up to fail Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed Model 38: Herzberg’s motivation and hygiene theory - choosing the right carrots Model 39: The feedback sandwich - delivering negative feedback Model 40: McGregor’s features of effective and ineffective teams Model 41: The team model - building a well balanced team Conclusion Cha

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Book SynopsisWritten by a team of experienced innovators and researchers, Transform with Design provides unique case studies with lessons learned by organizations when building their innovation muscle.Table of Contents1. Introduction: Why Implementing Design Thinking Remains a Challenge Jochen Schweitzer, Sihem BenMahmoud-Jouini, and Sebastian Fixson 2. Reimagining Healthcare: Implementing Design Thinking in a Health Insurance Company Matt Templeton, Sebastian Fixson, and Molly Mazzaferro 3. Design Thinking Recipe in a Food Company: The Case of Danone Sabine Gourmain, Julie Deschamps, and Sihem BenMahmoud-Jouini 4. Keeping the Momentum: The First Decade of Design Thinking at Intuit Wendy Castleman 5. Design for Joy: How Kaiser Permanente Created a Human-Centered Design Movement Christi Zuber and Lisa Carlgren 6. Throwing a Hand Grenade at the Bureaucracy: MindLab and Wicked Problems in Government David Dunne 7. The Making of a Design-Led Innovation Strategy: How Mirvac Launched the Hatch Program Natalia Nikolova, Jochen Schweitzer, and Christine Gilroy 8. From Department to Consultancy: Building Human-Centered Design Capabilities at Swisscom Katja Bürki 9. From Underdog to Design-Led Innovation: Scaling Design Thinking at Thales Sihem BenMahmoud-Jouini and Didier Boulet 10. An Army of One: How One Person Set Off a Grassroots Movement at the U.S. Department of Labor Virginia Hamilton and Lisa Carlgren 11. Veteran-Centered Healthcare: Navigating Change at the U.S. Department of Veterans Affairs Aaron Strienstra, Amber Schleuning, Veronica X. Vela, and Jaryn Miller 12. Transform with Design in Seven Lessons Jochen Schweitzer, Sihem BenMahmoud-Jouini, and Sebastian Fixson

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Book SynopsisTable of ContentsPart I: General Fundamentals and Competencies 1. Security Operations in the Management Environment 2. Core Competency to Initiate Effective Protection Programs 3. Staffing to Meet Protective Goals 4. Training and Development for High Performance 5. Supporting and Motivating Supervisors and Staff Part II Special Issues in Security Management 6. Personnel Management Issues: Appraising for Promotion or Discipline 7. Accounting Controls and Budgeting 8. Operating Personnel-Intensive Programs 9. Operating Physical- and Technology-Centered Programs 10. Challenges for Security Operations Today and Tomorrow 11. Leadership for Optimal Security Operations

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Book SynopsisWe use money to solve our everyday problems, and it generally works well. Despite its economic benefits, however, money has a psychological downside: it trains us to think about negotiations narrow-mindedly, leading us to negotiate badly. Suggesting that we need a non-monetary mindset to negotiate better, The Bartering Mindset shows us how to look outside the monetary economy to the bartering economies of the past, where people traded what they had for what they needed. The book argues that, because of the economic difficulties associated with bartering, barterers had to use a more sophisticated form of negotiation a strategic approach that can make us master negotiators today. Now available in paperback, this book immerses readers in the assumptions made by barterers, collectively referred to as the bartering mindset, and then demonstrates how to apply this mindset to modern, monetary negotiations. The Bartering Mindset concludes that our individual, organizaTable of ContentsAcknowledgments 1 The Limits of the Monetary Mindset 2 The Bartering Mindset 3 Step 1: Deeply and Broadly Defi ne Your Needs and Offerings 4 Steps 2–3: Map Out the Full Range of Transaction Partners and the Full Range of Their Possible Needs and Off erings 5 Step 4: Anticipate the Most Powerful Set of Partnerships across the Market 6 Step 5: Cultivate the Most Powerful Set of Partnerships across the Market 7 Integrating the Bartering and Monetary Mindsets 8 Objections to the Bartering Mindset 9 Conclusions and Applications Notes Index

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Book SynopsisMartin R Edwards is a Professor in Management at UQ Business School, University Queensland, Australia and has been teaching HR and Statistics for over 20 years. Kirsten Edwards is the Global Head of People Data and Analytics at Rio Tinto. With over two decades of international experience in Analytics, HR and Management Consulting, she has supported various organisations across multiple sectors, empowering them to utilise people data and analytics more effectively.Daisung Jang Daisung Jang is an Assistant Professor at Melbourne Business School. He has over a decade of experience in data visualization and analysis using R. He has conducted workshops for PhD students and academic staff on statistical analyses using R.

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Book SynopsisSuitable for anyone in the IT field charged with keeping information secure and systems up and running, this title gives you the planning and risk management techniques for business continuity and disaster recovery (BCDR).Table of ContentsChapter 1: Business Continuity & Disaster Recovery Overview Chapter 2: Legal and Regulatory Environment Chapter 3: Project Initiation Chapter 4: Risk Assessment Chapter 5: Business Impact Assessment Chapter 6: Risk Mitigation Chapter 7: BC/DR Plan Development Chapter 8: Emergency Response and Recovery Chapter 9: Training, Testing & Auditing Results Chapter 10: BC/DR Plan Maintenance Case Study A: Utilities Case Study B: Healthcare Case Study C: Financial Case Study D: Small/Medium Business Glossary Checklists Resources

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Book SynopsisJorgen Hesselberg is cofounder of Comparative Agility, a leading agile assessment and continuous improvement platform. A proven thought leader of numerous successful enterprise transformation efforts since 2009, Jorgen provides strategic guidance, executive counsel, and coaching to some of the world's most respected companies both as an internal change agent and an external consultant. He has trained thousands of people on agile and Scrum, disruptive innovation, and enterprise transformation strategy. Passionate about making the world a better place to work, Jorgen is the former director and an active member of Supporting Agile Adoption, an Agile Alliance program dedicated to supporting those who apply agile principles and practices for agile transformation. Jorgen is a frequent speaker at international industry conferences. He earned his bachelor degree in journalism at the University of Missouri, his MBA at Iowa State University, and an MS in information technology aTable of ContentsForewords by Bjarte Bogsnes and Rich Sheridan xix Preface xxv Acknowledgments xxxi About the Author xxxiii PART I: THE CASE FOR AGILITY 1Chapter 1 The Agile Imperative 3 Athens Beats Microsoft 4 Origins of Modern Management 6 Scientific Management: Building More Efficient Machines 7 The Rise of the Knowledge Worker: Unlocking the Creative Potential 8 Software Eats the World: Embracing Uncertainty and Becoming Agile 10 VUCA and Cynefin: Orienting Businesses in a Brave New World 16 The Cynefin Framework 18 Leadership in a Complex World 21 Business Agility: Accelerating Organizational Learning 22 Summary 24 Q&A 24 Further Resources 26 Footnotes 27 Chapter 2 Enterprise Agility 29 Defining Enterprise Agility 29 Designing Business Agility: Balancing Three Critical Levers 32 Building the Right Thing (Value) 33 Building the Thing Right (Quality) 40 Building at the Right Speed (Optimizing for Flow) 43 Unlocking Agility in the Enterprise 50 Performance Multipliers: Five Critical Dimensions of Agility 51 Summary 53 Q&A 54 Further Resources 56 Footnotes 57 PART II: FIVE DIMENSIONS OF AGILITY 59Chapter 3 Technology 61 Building the Right Thing: Creating Products Customers Love 62 Business Model Canvas: An Interactive Tool for Instant Alignment 62 Lean Startup: A Method for Validating That You’re Building a Product Worth Building 65 Cost of Delay: Understanding the Impact of Time to Life Cycle Profits 68 Building the Thing Right 74 Scrum: Building Value Incrementally and Iteratively 74 Kanban: Taming Chaotic Environments Through Visualization 79 Building at the Right Speed: Optimizing for Flow 81 XP 82 Value Stream Mapping 86 Summary 89 Q&A 90 Further Resources 93 Footnotes 95 Chapter 4 Organizational Design 97 Physical Workplace Design 97 Designing for Great Teams 98 The Science Behind High-Performing Teams 99 Case Study: More Effective Collaboration Spaces at NAVTEQ 100 Organizational Structure 107 Functional Structure 108 Divisional Structure 110 Matrix Structure 111 Emergent Organizational Structures: Sociocracy and Holacracy 113 An Agile Organizational Structure? 116 Heuristics of Agile Organizational Designs 120 Summary 121 Q&A 122 Further Resources 124 Footnotes 125 Chapter 5 People 127 Never Underestimate the Importance of People 130 Characteristics of People in Agile Organizations 132 Fostering a Growth Mind-Set 132 Developing an Enterprise Growth Mind-Set 134 Embracing Diversity 135 Strategies for Building an Environment Supportive of Agile People 137 Implications for HR in an Agile Organization 138 Partner with Teams to Improve Recruiting 138 Design Meaningful Compensation, Rewards, and Recognition Plans 140 Create More Relevant Roles and Define a More Flexible Career Path 141 Empower People by Moving Authority Closer to the Team 142 HR: From Controlling Function to Unlocking Enterprise Agility 143 Summary 144 Q&A 144 Further Resources 146 Footnotes 147 Chapter 6 Leadership 149 Impact of Leadership 150 Level 5 Leadership 152 Level 5 Leadership = Agile Leadership? 153 Teal Leadership 154 Red: Lead Through Force 156 Amber: Lead Through Fiat 157 Orange: Lead Through Efficiency 157 Green: Lead Through Responsibility 158 The Organization: An Organic Ecosystem of Interrelated Parts 158 Teal: The Organization as a Living Entity 159 The Teal Organization: A Blueprint for the Organization of the Future? 160 Beyond Budgeting: An Agile Management Model 161 Origins of Beyond Budgeting 162 Beyond Budgeting: Less Top-Down Control, More Trust and Empowerment 162 The Death of the Traditional CEO? 165 Three Essential Themes of Agile Leadership 167 Summary 168 Q&A 169 Further Resources 171 Footnotes 172 Chapter 7 Culture 173 The Profound Impact of Culture 175 How We Experience Culture 176 The Schneider Culture Model 177 Collaboration—“We Succeed by Working Together” 178 Control—“We Succeed by Getting and Keeping Control” 179 Competence—“We Succeed by Being the Best” 181 Cultivation—“We Succeed by Growing People Who Fulfill Our Vision” 182 Culture’s Impact to Sustaining Change 183 Changing Organizational Culture 185 Characteristics of Business Agility Metrics 191 Actionable 191 Accessible 191 Auditable 192 Additional Heuristics 192 Examples of Meaningful Business Agility Metrics 194 Metrics That Help Support Building the Right Thing 195 Metrics That Help Support Building the Thing Right 197 Metrics That Help Support Building at the Right Speed (Flow) 199 Performance System Changes -> Behavior Changes -> Culture Changes 202 Summary 202 Q&A 203 Further Resources 205 Footnotes 206 PART III: UNLOCKING AGILITY 209Chapter 8 Building Your Organization’s Agile Working Group 211 The AWG: Mission and Purpose 211 Characteristics of the AWG 216 Complementary 216 Dedicated 217 Knowledgeable 218 Credible 219 Humble 219 Champion 220 Role of External Consultants 221 Organizational Structure and the AWG 222 Whole System View 222 Temporary Lifespan 223 Dual-Boot Operating System 224 Recruiting for the AWG 225 Resistance from Managers 225 Hesitation from Potential Candidates 226 The AWG: What’s in It for You? 228 Summary 228 Q&A 229 Further Resources 230 Footnotes 231 Chapter 9 An Operating Model for Business Agility 233 Unlocking Agility: Embrace Change, Execute with Purpose 235 Exploration: An Engine for Embracing Change 237 1. Establish Partnerships with External Innovation Hubs 241 2. Take Ownership Interest in Potential Disruptors 242 3. Acquire Disruptive Competitors—and Let Their Culture and People Flourish 243 4. Create an Internal Culture of Disruptive Innovation 244 Exploitation: Executing Proven Strategies with Purpose 246 Lost in Translation: How Product Strategy Turns from Vision to Hallucination 247 Executing with Purpose Through Progressive Refinement 249 Executing with Purpose Through Fast Organizational Feedback Loops 263 Creating a Balance: Embracing Change and Executing with Purpose in the Right Proportions 266 On Scaling Frameworks 267 Scaled Agile Framework (SAFe) 267 Large-Scale Scrum (LeSS) 267 Disciplined Agile Framework 268 Benefits of Scaling Frameworks 268 Drawbacks of Leveraging Scaling Frameworks 269 Summary 270 Q&A 271 Further Resources 273 Footnotes 274 Chapter 10 Unlocking Agility: A Strategic Roadmap 277 Unlocking Enterprise Agility: A High-Level Strategic Roadmap 278 Partnered Transition (Wave 1) 279 Self-Guided (Wave 2) 280 Innate (Wave 3) 281 What Agility Looks Like in Action: Applying the Five Dimensions of Organizational Agility 283 Technology 284 Organizational Design 285 People 285 Leadership 287 Culture 288 Identifying and Driving Change Through an Organizational Improvement Backlog 289 Unlocking Agility in an Agile Manner 289 Step 1: Define and Communicate a Clear Purpose for the Transformation 290 Step 2: Identify Key Impediments Preventing Us from Reaching the Goal 290 Step 3: Build and Execute the Transformation Backlog 294 Step 4: Maintain Momentum: Continuously Monitor Progress, Communicate Results, Seek Feedback, and Celebrate Failures 300 Top 10 Items Leading to Transformation Failure 303 Seven Signs You’re on Your Way to Unlocking Agility 308 The Road Ahead: Now What? 311 Summary 312 Q&A 313 Further Resources 314 Footnotes 315 Index 317

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Book SynopsisThis book will appeal to you if you are keen to do an MBA, are doing an MBA or have done an MBA, and are looking for real-world industry-relevant management education.An MBA degree is the most coveted educational degree right now as it opens many doors to successful careers and opportunities. However, not everything is right with the MBA education system in India?the textbooks are outdated, the examples are irrelevant and there are not many adequate, industry-related professionals teaching students. This leads to colleges churning out MBA graduates who are demotivated and do not have the right skills to succeed in the world.The Practical MBA aims to help you get a valuable MBA education, i.e. what you should be taught in business schools. It discusses various topics like entrepreneurship, self-help, technological disruption and financial literacy. This holistic guide breaks down various day-to-day business concepts such as pricing, inflation, GDP, statistics and so on. It also provides a glimpse of industries?FMCG, consulting, e-commerce, banking?to help you understand their cultures and demands.With career-related advice on creating an impactful resume and acing various rounds of job selections, this book provides you with the secret sauce that will help you land the job you want.Written in an easy conversational style, it is one of the best investments you can make to advance your career.

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Book SynopsisA loving portrayal of our precious planet that offers easy-to-grasp discussions of scientific concepts and detailed examinations of Earth''s tectonic, biological, and paleontological forces...Did you know that the history of Earth can be revealed by examining everything on it? From the esoteric science of minerals to the interactions between humans and their environment, our planet provides answers to every question we could ask about its history and what lies ahead. As climate change impacts everything we do on our planet, now is the time to take a closer look at what messages Earth has for us: what does it mean when the wind blows or the ground shifts? In this book, geologist Elisabeth Ervin-Blankenheim reveals the history of our planet through a geologic lens and explains why everyone should care about it.Song of the Earth is a thrilling biography of our planet that equips readers with the scientific, historical, and philosophical symbiosis between humans and Earth. Ervin-Blankenheim explores geologic principles of deep time, plate tectonics, and change in life forms in plain English. The book is illustrated with striking maps, diagrams, and pictures, allowing her to dissect everything from how a roiling, molten planet cooled to how the first cyanobacteria began to oxygenate the atmosphere to how the atmosphere has changed over time.Ervin-Blankenheim journeys through the science with ease and provides narrative sections about pioneering geologists and their groundbreaking discoveries. In viewing the planet as the integrated ecosystem it is, Ervin-Blankenheim showcases how land, water, life, and the atmosphere maintain an elegant yet delicate balance--one that, based on the author''s evidence of current trends in the context of past planetary cataclysm, appears to be under imminent threat. At times both gripping and lovingly poetic, Song of the Earth shows not only how Earth has influenced life, but also how life has distinctly shaped our planet.Trade ReviewWithin the pages of this book, Elisabeth Ervin-Blankenheim provides a new way to interpret the autobiography of our home planet. Song of the Earth: Understanding Geology and Why It Matters is a fresh take on the history of geological thinking * Callan Bentley, Assistant Professor of Geology, Piedmont Virginia Community College *A wonderful book, keenly written and beautifully illustrated. It is inspiring to hear from someone who loves geology as deeply as I do. The author is at her best when talking about the history of geology and the early researchers who contributed to its development. Figure 2.1, showing a statue of glaciologist Louis Agassiz with its ehead buried in cement following the 1906 San Francisco earthquake, illustrates the depth of her research and her ability to connect geology with other human concerns. * James Kasting, Evan Pugh Professor of Geoscience and Meteorology, Penn State University *Table of ContentsAcknowledgments Introduction Geology Emerges as a Science Chapter 1: European Roots Chapter 2: On the Other Side of the Pond Geologic Time Chapter 3: From an Early Geologic Timescale Chapter 4: Measuring Time and the Nature of Deep Time Plate Tectonics Chapter 5: History of the Revolution in Earth Sciences Chapter 6: Oceans, Continents, Plates, and How They Interact Life on the Earth Chapter 7: Evolution, Extinctions, and Biodiversity The Biography of the Earth Chapter 8: Precambrian Story Chapter 9: Paleozoic Era Chapter 10: Mesozoic Era Chapter 11: Cenozoic Era Chapter 12: The Earth's Impact on Life and Life's Impact on the Earth Glossary Notes Bibliography Index

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Book SynopsisAs soon as a firm starts operating and furthermore, the moment it starts to grow, it needs to come to a decision about how to invest funds, how much cash and inventory to hold on to, how much financing to provide to customers, how to obtain the necessary funds, how much debt to take on and in which terms-all the answers to these questions have serious consequences for a firm''s cash flow and profitability.Working Capital Management is a hands-on look at the crucial decision of how to define and finance the operating investments of a business. Starting with an overview of the fundamental framework of corporate finance, the authors set out to define the central, and usually underestimated, role that working capital plays within this structure. They show not only how to prevent the losses that result from mishandling of working capital, but also how to fully exploit the strategic potential that intelligent, expert management of working capital allows. The book is the first to emphasize thTrade ReviewGiven the breadth of recent capital market disruptions, companies have undergone a thorough reevaluation of their capital structure objectives. Working capital management choices have become strategically more important as they have a direct impact into financial sustainability. This book gives light to a very complex subject in a very easy to understand manner. * Lisandro Miguens, Managing Director, Senior Country Officer, J.P. Morgan *Table of ContentsPreface Introduction Chapter 1: Corporate Finance Chapter 2: Working Capital Chapter 3: Working Capital, Seasonality, and Growth Chapter 4: Financial Analysis and Working Capital Chapter 5: Cash Management Chapter 6: Managing Account Receivables Chapter 7: Managing Inventories Chapter 8: Managing Account Payables Chapter 9: Short-term Debt Chapter 10: Working Capital and Corporate Strategy Chapter 11: Working Capital Financing Costs Chapter 12: Patterns in Working Capital Notes References Index

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Book SynopsisIn this must-have guide for creating and implementing successful outsourcing processes and partnerships, Vitasek drives the principles of Vested Outsourcing beyond theory into practice. From shared vision, desired outcomes to win-win and long-term success the manual will help managers build an agreement vested in each other's success.Trade Review"Vested Outsourcing truly flips conventional outsourcing on its head. This book is a must read for any company outsourcing that is trying to achieve fast, good and cheap." - Peter Sheahan, Author of the bestselling book Flip "The journey to a truly collaborative agreement is practically guaranteed if you follow the step-by-step process outlined in this great book." - Dawn Tiura Evans, President and CEO, Sourcing Interests Group "Vested Outsourcing offers a robust approach for developing high-performing strategic relationships. Read this book and learn how you can take your strategic relationships to the next level." - Tim Cummins, CEO, International Association for Contracting and Commercial Management "The Vested Outsourcing Manualshould be a must-read for every organization engaged in outsourcing." - Joe Andraski, President and CEO, Voluntary Interindustry Commerce Solutions Association "This is truly a landmark work, presenting logical, practical, and sound principles and practices for establishing and governing mutually rewarding outsourcing relationships that can withstand the challenges of changing market conditions.It is a masterpiece of common sense." - Jim Groton, renowned dispute resolution expert and former President of the American College of Construction Lawyers "We've had tremendous success in applying Vested thinking with strategic clients; The Vested Outsourcing Manual now gives us a systematic approach to apply the concepts more broadly." - Lauralee Martin, Chief Financial Officer and Chief Operating Officer ofJones Lang LaSalleTable of ContentsIntroduction PART I: LAYING THE FOUNDATION Review of Vested Outsourcing 5 Rules Creating a System that has a flexible framework WIIFWe/ Creating a Shared Vision PART II: CREATING A PROCESS BY THE RULES Rule 1: Outcome-Based vs. Transaction-Based Business Model Intent Rule 2: Focus on the WHAT, not the HOW Statement of Objectives Rule 3: Clearly Defined and Measurable Desired Outcomes KPIs/Metrics Rule 4: Pricing Model with Incentives to Optimize Cost/Service Tradeoffs Matching Incentives Continuous Alignment Rule 5: Insight vs. Oversight Governance Structure Relationship Management Framework Change Management/ Agility Transformation Management Process Exit Management, People Changes Other PART III: GETTING TO WE Collaboration, not Negotiation Writing the Contracts Conclusion Appendix

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Book SynopsisOverview of the Global Sourcing Marketplace Sourcing Models: What and When to Outsource/Offshore Country Attractiveness for Sourcing Supplier Core Capabilities and Strategies for Sustainability and Growth Leveraging Knowledge and Expertise Client Perspective: Vendor Selection Strategy, Retained Management Capabilities and Legal Issue The IT Outsourcing Life Cycle and the Transition Phase Governance of Outsourcing Projects Managing Distributed Teams Emerging Issues in Sourcing StrategyTrade Review'Written by outstanding academics well-recognized for their expertise on the topic, this long-awaited book is a must have to anybody embarking on the process of global sourcing or seeking to enhance their existing knowledge. It provides a comprehensive conceptual overview of three crucial aspects of global sourcing - strategy, governance, and daily management - supplemented by well-researched case study and lively examples.' - Professor Natalia Levina, NYU Stern School of Business 'In a truly globalized world, customers are looking not just at delivery excellence from service providers, but also global execution capabilities. Outsourcing providers need to look beyond standardized services to include innovation and transformation capabilities, embedded into their offering. This requires providers to focus on the customer's business, understand the issues and then provide solutions. This book provides a very good customer-centric view of how providers need to approach the market.' - Girish Ramachandran, President - Global Head - Strategic Business and Head: Middle East and Africa. 'Outsourcing and offshoring are commonplace terms, but they're often poorly understood and inexpertly practiced. Yet there is much 'out' left in 'sourcing,' and even more 'off' ahead of us in 'shoring.' The Handbook of Global Outsourcing and Offshoring is an intelligent user's manual essential reading for those starting out as well as those who find they may have strayed off course.' - Dr. John Hindle, Senior Manager, Global Marketing, Accenture 'Out of sight but not out of mind' could well be the motto of this book. It is a 'must read' for those studying the global phenomenon and in managing outsourcing relationships. The frustrations and rising costs experienced by many can and need to be avoided. The Handbook of Global Outsourcing and Offshoring goes a long way in providing insights drawn from real-world experience in reducing the risks.' - Professor Robert D. Galliers, Bentley College. 'Sourcing optimization is a key strategic lever being deployed by global corporations as they adapt to the challenging business and economic climate. Sourcing practitioners will find this book a useful guide in terms of avoiding the common pitfalls that impact the success of such initiatives. The examples used in the book are free of jargon, drawn from real-life situations and easy to relate to.' - Srikanth Iyengar, Associate Vice President, Global Head of Business Development - SGS, Infosys Technologies Limited 'The Handbook of Global Outsourcing and Offshoring is outstanding. It is both insightful and practical. It is useful for companies that are considering outsourcing as a growth strategy as well as those that set out to provide high quality outsourcing services to its clients globally.' - John Peng, Executive Vice President, Head of GADS Business Group, iSoftStone Information Service Corp 'The Handbook of Global Outsourcing and Offshoring provides a broad and in-depth understanding of outsourcing from the client perspective. From the early days of outsourcing, client and provider companies alike have made innumerable mistakes. This handbook provides valuable guidance about what it takes to avoid the pitfalls and outsource successfully. This should be a required reference for any company considering outsourcing.' - Wendell O. Jones, Outsourcing pioneer and thought leaderTable of ContentsOverview of the Global Sourcing Marketplace Sourcing Models: What and When to Outsource/Offshore Country Attractiveness for Sourcing Supplier Core Capabilities and Strategies for Sustainability and Growth Leveraging Knowledge and Expertise Client Perspective: Vendor Selection Strategy, Retained Management Capabilities and Legal Issue The IT Outsourcing Life Cycle and the Transition Phase Governance of Outsourcing Projects Managing Distributed Teams Emerging Issues in Sourcing Strategy

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Book SynopsisTERRY HILL is Professor of Operations Management at Templeton College, Oxford, UKand is a leading, international figure in the field of operations management. Before moving into higher education he spent several years in operations management and continues to have a successful consultancy practice. He has held previous appointments at Bath and Warwick Universities.ALEX HILL is Principal Lecturer in the School of Business Strategy and Operations and a member of the Operations Research Group (ORG) at Kingston University, Kingston-upon-Thames, UK.

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Book SynopsisRichard Newton is an experienced executive who has worked both as a management consultant and a senior manager in a number of major corporations. Over the past twenty years he has built a superb track record in the successful delivery of projects and business change, the setting up and management of project and business improvement teams, and advising companies on how to ensure successful delivery on an ongoing basis. He is an advocate and successful practitioner of simple approaches to project and change management.Table of ContentsContents Preface ix Introduction The secret art Why read this book? A brief word on job titles Work-streams, projects, programmes and portfolios A short overview of the contents 1 Some basics What is a project? What is project management? What is a project manager? Who are projects for? What is success? 2 Listening and talking The most important chapter in the book Your audience – whom you must listen and talk to Listening – learning to understand what the customer wants Communicating with your audience 3 What actually is your project? The importance of understanding scope The key scoping questions 4 Some key traits The sense of ownership and involvement Good judgement – project management style Project management judgements – summary A touch of creativity 5 Getting your project started Planning Estimating Resourcing Budgeting Thinking about contingency and risk Mobilising Projects in the real world – common practical issues to overcome 6 Personal styles Styles to avoid Styles to encourage 7 Managing your project What should you manage? How do you know to take management action? How should you manage? Change control and management Decision making 8 The team Getting the best from the project team 9 The limits of knowledge The generalist vs the specialist What should project managers not do? Specialist skills that should be recognised as not being the project manager’s job 10 The mechanics of project management The project manager’s toolkit What more can you learn? 11 Knowing when to say ‘no’ When do you actually need a project manager? Knowing the danger signals<

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Book SynopsisWe are now entering a new phase in the establishment of historical organization studies as a distinctive methodological paradigm within the broad field of organization studies. This book serves both as a landmark in the development of the field and as a key reference tool for researchers and students.For two decades, organization theorists have emphasized the need for more and better research recognizing the importance of the past in shaping the present and future. By historicizing organizational research, the contexts and forces bearing upon organizations will be more fully recognized, and analyses of organizational dynamics improved. But how, precisely, might a traditionally empirically oriented disciplinesuch ashistory be incorporated into a theoretically oriented disciplinesuch asorganization studies? This book evaluates the current state of play, advances it and identifies the possibilities the new emergent field offersfor the future. In addition to providing an importanTrade Review"Today, understanding our past is more urgent than ever to inform our future. This book makes a fantastic job of discussing fundamental issues to make sense of history in organization studies. The book is a must-read for all academics who are interested in producing solid organizational studies historical accounts as well as to understand how history has been discussed in organization studies." Professor Rafael Alcadipani, Fundação Getúlio Vargas, FGV-EAESP, São Paulo"The authors in this volume venture audaciously into the interdisciplinary worlds of management studies and history. The outcome is a book which marks a serious advance in showing how business and management can incorporate history more dynamically in research, and benefit greatly as a result."Professor Geoffrey Jones, Isidor Straus Professor of Business History, Harvard Business School"This volume takes an important next step in the further development of the ‘historical turn’ in organization studies by bringing together theoretical, methodological and empirical insights. Through compelling narratives from all parts of society, it demonstrates how the interplay between history and organization studies advances our reflexivity and ability to engage in the future."Professor Majken Schultz, Centre for Organizational Time, Copenhagen Business School"There is a need for historical organization studies. This book not only explains why this is the case but also what it means. The rich collection of empirical examples helps us understand the various approaches that can be taken and how they can contribute to organization studies. Highly recommended reading!"Professor Eero Vaara, Hanken School of Economics and Saïd Business School, University of Oxford"This collection demonstrates the extent to which the promise of Historical Organization Studies – the interplay between creative historical research and innovative organizational theory – is becoming a reality. Along with an introduction by four leading scholars that maps out the intellectual terrain of the field, the chapters demonstrate the variety of different ways in which scholars are integrating history and theory to generate new insights about organizations and organizing. I would especially recommend the volume for early career researchers interested in learning about a dynamic and emerging field of organizational scholarship."Professor Dan Wadhwani, University of Southern California and Copenhagen Business SchoolTable of ContentsPart I: Introduction 1. Historical Organization Studies: Advancing New Directions for Organizational Research Part II: Conceptual Advances 2. Writing the Practices of History 3. Towards a Theory of Historical Reflexivity 4. The Organization-as-Iceberg as a Counter Metaphor 5. Working Towards Critical Historical Studies: An Emancipatory Ontology 6. Don’t Talk about History: Indigenous Views about the Past and their Implication for Organization Studies Part III: Theoretical Applications 7. The Canadian Alouette Women: Reclaiming their Space 8. The Enduring Presence of the Founder: A Historical and Interdisciplinary Perspective on the Organizational Identity of Collection Museums 9. Institutional Entrepreneurship and the Field of Power: The Emergence of the Global Hotel Industry 10. ‘Remember Mackintosh!’ Historical Homology and Historical Affinity in the Design of the Scottish Parliament Building 11. Institutional Change as Historical Confluence: The Development of the Nursing Profession in Japan 12. Studying the Processes of Managerial Legitimacy and Control of Former State-owned Enterprises in Post-communist Societies: A Longitudinal Study Part IV: Conclusion 13. At the Intersection of Theory and History: A Research Agenda for Historical Organization Studies

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Book SynopsisCovers the international standards that need to be implemented by companies to operate an efficient and effective environmental management system (EMS).Table of ContentsDedication Preface. 1. Introduction. 2. Design and Implementation of ISO 14001 Environmental Management Systems. 3. Measurement Systems in Environmental Management. 4. Measurement System Errors. 5. Measurement Signal Conversion, Processing, Transmission and Recording. 6. Quantification and Effects of Air Pollution. 7. Quantification and Effects of Water Pollution. 8. Control of Air and Water Pollution. 9. Noise, Vibration and Shock Pollution. 10. Waste Management. 11. System Reliability and Risk Assessment for Environmental Protection. 12. Statistical Process Control. 13. Monitoring Process Parameter Values to Minimise Pollution Risk. Appendix 1: Summary of ISO 14000 Series Standards. Appendix 2: Typical Structure of an Environmental Management System Manual. Index.

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Book SynopsisThis is an introduction to the fundamentals of GSM procedures and parameters and provides a structured guide to this communications link. The author describes how the technology has evolved from the cellular network concept to the GSM standard, and its evolution towards 3rd generation systems.Table of ContentsPreface. Introduction. Cellular Concepts. The GSM Standard. GSM Network Infrastructure. The Radio Sub-System. The Network Sub-System. Network Management. Mobile Terminals. The DECT 1800 Standard. The Organisation of GSM Services. The Short Message Service. GPRS. UMTS. The WAP Protocol. Enhanced Data Rates for GSM Evolution. Bibliography. Glossary. Index.

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Book SynopsisCommercial Due Diligence (CDD) is about telling the difference between superior businesses and poor businesses, which is why this book is a mixture of business strategy, marketing analysis and market research. However CDD is not about the bland application of analytical techniques, it''s about understanding how businesses and markets work and what is really important for profits and growth. Commercial Due Diligence is written by someone with over 25 years'' experience of practical strategic analysis who nonetheless has a strong academic grounding. For the first time here is a book that deals with the essentials of strategic analysis with the practitioner''s eye. If you are in the business of formulating company strategy, and you want to see how to apply the theories and understand in practical terms what works, when, and what can go wrong, this is the book for you.Table of ContentsPart I The Basics; Chapter 1 What’s It All About?; Chapter 2 Getting Started; Part II Analytical Techniques; Chapter 3 Which Market is the Target In?; Chapter 4 Industry Attractiveness; Chapter 5 Which Customers is the Target Serving?; Chapter 6 Ability to Compete; Chapter 7 Competitor Analysis; Chapter 8 The New Reality; Chapter 9 CDD in Special Situations; Chapter 10 Assessing Management; Chapter 11 Using the Output; Part III Collecting and Presenting the Data; Chapter 12 Structuring and Planning; Chapter 13 Interviewing; Chapter 14 Writing the Report;

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Book SynopsisExecutive pay remains a contentious topic for many organizations. Unfortunately for company executives, much of the writing about it is either sensationalist or highly academic; none of it much help to the reader looking for a balanced and informed view of the subject. Sandy Pepper provides company executives, investors, and advisers with a summary of the main theories (from economics, game theory and the behavioural sciences) and best practices (in corporate governance, tax, accounting, compliance and so on) that relate to the compensation of senior executives. He also reviews the current state of corporate governance as it affects executive reward in Europe and the US. And he backs the text up with case study examples. Senior Executive Reward is an intelligent, practical and balanced explanation of the basis on which modern executives are compensated - and why. It is must-have reading for anyone who is interested in the complex and often controversial topic of executive pay, particTrade Review'This book is one of the most intelligent and well-written books on executive remuneration that I have ever come across. Resisting the hyperbole which so often surrounds this issue, it looks at executive remuneration not only from a financial perspective, but also factors in the human element...[this book] starts by looking at all the basic elements which go towards making a 'total pay' package, base salary, an annual bonus typically tied to financial performance, an equity plan or some other form of long-term incentive arrangement and a retirement scheme, as well as other potential special benefits which might accrue including the often hotly debated severance package. Then separate chapters look at the four basic factors determining senior executive reward: economic models; psychology, sociology and organisational behaviour; corporate governance; and tax and accounting. Finally, the themes throughout the book are drawn together into a really practical framework for designing senior executive reward strategies. This really is a book that no-one on the remuneration committee should be without.' The Non-Executive Director 'Only very few books on senior executive reward are able to combine both a practical view and a theoretical perspective. Sandy Pepper presents every important aspect of this highly controversial topic in a comprehensive and unbiased manner. This is a very useful book, not only for compensation specialists, but for anybody who wants to obtain a broader perspective on this highly emotive issue.' Olaf Lang, Global Head Compensation Management Private Banking, Credit Suisse '...it is hard to find literature that acknowledges the differences in practice between countries while pulling out the common threads. Another difficulty is treading a path between academic research and practical application. This is why Senior Executive Reward is such a find. ...There can be no doubt that senior executive reward is a tricky area and Sandy Pepper does not dTable of ContentsChapter 1 Introduction; Chapter 2 Compensation, Benefits and Incentives; Chapter 3 Economic Models; Chapter 4 Psychology, Sociology and Organisational Behaviour; Chapter 5 Corporate Governance; Chapter 6 Tax and Accounting; Chapter 7 Turning Theory Into Practice;

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Book SynopsisWhole-Life Value-Based Decision-Making in Asset Management is a comprehensive guide to improving the effectiveness of infrastructure asset management by determining the level of expenditure on infrastructure assets in order to maximise life-cycle value.Table of Contents1. Introduction 2. Value-based Asset Management 3. Whole-Life Value-based decision-making approach 4. Phase 1: Mapping asset value 5. Phase 2: Whole-Life Value Assessment 6. Phase 3: Optimising asset management decisions

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Book SynopsisUnderstanding how to make the best of human skills and knowledge is essential in the design of technology and jobs, particularly where these involve decision-making and uncertainty. Recent developments have been made in naturalistic decision-making, distributed cognition and situational awareness, particularly with respect to aviation, transport and strategic planning, the nuclear industry and other high-risk industries.Despite the integration of computer-based support systems in production scheduling in recent years, the reality is that most enterprises consist of reactive re-scheduling, involving a high degree of human involvement. It is often with the insight, knowledge and skills of people that scheduling skills can function with any degree of success.Human Performance in Planning and Scheduling covers many industries, including clothing, steel, machine tools, paper/board, and the automobile industry. Using international case studies from various manufacturing industriesTable of ContentsPART ONE: THE RE-EMERGENCE OF THE DOMAIN 1. Introduction and Context 2. From Anecdotes to Theory Part Two: Field Studies of Planners, Schedulers and Industrial Practice 3. The Scheduler-Supervisor Relationship: Linking Schedule Generation and Schedule Execution 4. Investigating the Planning and Scheduling System of a Company: A Case Study of a Clothing Manufacturer 5. Accounting for the Human in Scheduling Systems: A Sociotechnical View 6. Capturing and Understanding the Job of a Scheduler in Manufacturing: A Detailed Case Study 7. Human Factors in the Planning and Scheduling of Flexible Manufacturing Systems 8. A Case Study of Scheduling Practice at a Machine Tool Manufacturer Part Three: 9. Design of a Knowledge Based Scheduling System for a Paper/Board Manufacturer 10. Design and Implementation of an Effective Decision Support System: A Case Study in the Steel Industry 11. A Field Test of a Prototype Scheduling System in a Machine Tool Manufacturer 12. Architecture and Interface Aspects of Scheduling Decision Support 13. Designing and Using an Integrated Production Planning System Based on Task Division Between Human and Computer Part Four: Context and Environment for Planning and Scheduling 14. Assessing the Effectiveness of Information for Manufacturing Control 15. Handling Increased Complexity and Product Variety in Automotive Manufacture 16. A Systematic and Sociotechnical Approach for the Design of a Planning and Scheduling System: Towards Controllable Manufacturing Cells 17. A Systems Approach to Human Scheduling 18. The Meaning of Time: A View of Human Planning and Scheduling 19. Ten Years On - A Reflective View of Research on Human Factors in Planning and Scheduling PART FIVE: DEFINING THE FUTURE RESEARCH DOMAIN 20. A Research Agenda 21 Conclusions Context 2. From Anecdotes to Theory Part Two: Field Studies of Planners, Schedulers and Industrial Practice 3. The Scheduler-Supervisor Relationship: Linking Schedule Generation and Schedule Execution 4. Investigating the Planning and Scheduling System of a Company: A Case Study of a Clothing Manufacturer 5. Accounting for the Human in Scheduling Systems: A Sociotechnical View 6. Capturing and Understanding the Job of a Scheduler in Manufacturing: A Detailed Case Study 7. Human Factors in the Planning and Scheduling of Flexible Manufacturing Systems 8. A Case Study of Scheduling Practice at a Machine Tool Manufacturer Part Three: 9. Design of a Knowledge Based Scheduling System for a Paper Board Manufacturer 10. Design and Implementation of an Effective Decision Support System: A Case Study in the Steel Industry 11. A Field Test of a Prototype Scheduling System in a Machine Tool Manufacturer 12. Architecture and Interface Aspects of Scheduling Decision Support 13. Designing and Using an Integrated Production Planning System Based on Task Division Between Human and Computer Part Four: Context and Environment for Planning and Scheduling 14. Assessing the Effectiveness of Information for Manufacturing Control 15. Handling Increased Complexity and Product Variety in Automotive Manufacture 16.A Systematic and Sociotechnical Approach for the Design of a Planning and Scheduling System: Towards Controllable Manufacturing Cells 17. A Systems Approach to Human Scheduling 18. The Meaning of Time: A View of Human Planning and Scheduling 19. Ten Years On - A Reflective View of Research on Human Factors in Planning and Scheduling Part Five: Defining the Future Research Domain 20. A Research Agenda 21 Conclusions

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Book SynopsisThis text applies sociological approaches to organizational change and development to explain process innovation and diffusion in internal auditing and management accounting systems. It integrates the study of TQM and reengineering into management accounting, internal auditing and control systems.Table of ContentsAdaptation and Selection Theories of Organizations and Accounting Systems: Adaptation and contingency analysis of organizational management and accounting control systems; Selection and organizational innovation changes; Organizations as social systems and their implications for accounting control systems. The Adaptive Systems Approach to Process Innovation Changes in Accounting Control Systems: The mechanistic vs. organic approaches to organizational and accounting innovations; Organizational learning, transformation and performance issues; Culture, leadership, and organizational development. Process Innovation Strategies in Internal Auditing and Accounting Control Systems; Innovation, adoption, diffusion and changes in accounting systems. Total quality management as an incremental adaptive innovative systems strategy for internal auditing and accounting control systems change. Reengineering and structural innovation changes. Total quality management and reengineering: a comparison of incremental vs. radical innovation strategies. The diffusion of administrative innovation changes: implications for accounting control and internal auditing systems. Appendices. Contingency factors affecting externally oriented organizational change and growth strategies. Collaboration and organizational management: systems approach to inter-divisional collaboration. (Part contents).

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Book SynopsisWritten by the top thinkers in the field, this book is a collection of articles on e-business from MIT's "Sloan Management Review" which has published many of the internationally recognized leaders on e-business.Trade Review"...This book is a very useful change management guide for directors of Internet and other IT companies..." (Computer Bulletin, September 2002)Table of ContentsIntroduction (Erik Brynjolfsson and Glen L. Urban, Editors). PART ONE: STRATEGY. 1. Finding Sustainable Profitability in Electronic Commerce (John M. de Figueiredo). While many e-commerce retailers head toward commodity pricing, there are a few that are likely to profit on the Web. Only retailers who match market segment to correct strategy will win. Here's how. 2. Making Business Sense of the E-Opportunity (David Feeny). New Web technologies are offering companies unprecedented opportunities to rethink strategic business models, processes, and relationships. 3. Profits and the Internet: Seven Misconceptions (Subramanian Rangan and Ron Adner). Managers aiming to capitalize on the Internet to achieve growth need to understand the full implications of the strategies they choose. 4. Five Steps to a Dot-Com Strategy: How to Find Your Footing on the Web (N. Venkatraman). Vision, governance, resources, infrastructure, and alignment are the stepping stones to a successful Web strategy. Building on your current operations, experimenting with new approaches, and creating new business models all play a part. 5. Pathways to E-Business Leadership: Getting from Bricks to Clicks (Leslie P. Willcocks and Robert Plant). How do leading business-to-consumer corporations harness the Internet to acquire new customers and increase their market share? A new study of fifty-eight companies describes several strategies that work. 6. The Past and Future of Competitive Advantage (Clayton M. Christensen). Today's competitive advantage may become tomorrow's albatross unless strategists attune themselves to changes in underlying conditions. PART TWO: IMPLEMENTATION. MARKETING. 7. Placing Trust at the Center of Your Internet Strategy (Glen L. Urban, Fareena Sultan, and William J. Qualls). Consumers make Internet buying decisions on the basis of trust. How much trust your Web site needs to deliver depends on the nature of your products, competitive pressure from new infomediaries, and your ability to innovate. 8. How Do They Know Their Customers So Well? (Thomas H. Davenport, Jeanne G. Harris, and Ajay K. Kohli). Insightful companies mix rich customer data with their understanding of the people behind the transaction. COMMUNITY. 9. Building Stronger Brands Through On-Line Communities (Gil McWilliam). Consumer brand companies need new management skills, and brand managers must understand on-line behavior if they wish to develop strong, sustainable, and beneficial on-line communities around their brands. 10. Four Smart Ways to Run On-Line Communities (Ruth L. Williams and Joseph Cothrel). Kaiser Permanente, About.com, Sun Microsystems, and Ford have created four kinds of innovative on-line communities. Their experience shows not only how to manage communities, but also how to manage today's workforce. PART THREE: TECHNOLOGY. 11. Product-Development Practices That Work: How Internet Companies Build Software (Alan MacCormack). Now there is proof that the evolutionary approach to software development results in a speedier process and higher-quality products. 12. What Makes a Virtual Organization Work? (M. Lynne Markus, Brook Manville, and Carole E. Agres). Today's workforce increasingly consists of de facto volunteers. The open-source software movement-propelled in large part by volunteer programmers-suggests ways to motivate and direct knowledge workers. The Authors. Index.

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Book SynopsisThis revised and expanded edition of a proven ministry resource contains new contributions from Leith Anderson, Rick Warren, Brian McLaren, Luis Palau, John Ortberg, Aubrey Malphurs, and many others.

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Book SynopsisThe authors of the pioneering Cutting-Edge Marketing Analytics return to the vital conversation of leveraging big data with Marketing Analytics: Essential Tools for Data-Driven Decisions, which updates and expands on the earlier book as we enter the 2020s.

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Book SynopsisCombines ancient wisdom from the Eastern world's great philosophers and lessons from modern-day business leaders to provide readers innovative approaches to unlock strategic breakthroughs for themselves and their organisations.Trade ReviewProviding a survey of Eastern philosophy to Western readers, The Tao of Strategy helps us understand the strategic behavior of Eastern leaders and their companies, teaching Western managers how to apply these concepts to their own thinking and actions. A very useful treatment of an important topic. "— Phil Rosenzweig, Institute for Management Development (IMD) Switzerland, author of The Halo Effect and the Eight Other Business Delusions That Deceive Managers.

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Book SynopsisThe 17 Sustainable Development Goals (SDGs) embody the collective aspirations of the worldâs peoples: peace, freedom, development and sustainability. The challenges associated with the struggle for attainment of these goals and objectives are as diverse and complex as the variety of human societies, national conditions and natural ecosystems worldwide. The problems to be addressed range from extreme poverty and pandemics to racism and refugee crises. Some of the best strategies and solutions to these problems emerged from unlikely places, ranging from the corporate boardrooms and halls of administration to the fields of civic engagement and the vortices of crises. Often, a single person is the dauntless driving force behind these innovative programs and courageous experiments that made all the difference to the poorest and most disadvantaged social groups. Somehow, they were able to turn the abstract goals and principles of sustainability into concrete programs and effective action.Trade Review"This book makes the vital connection between the Global Goals and local initiatives by highlighting the work of champions across a variety of contexts. In doing so, it inspires and informs the social innovator in each of us."Daniel LeClair, CEO of the Global Business School Network. Formerly served as EVP, Chief Strategy and Innovation Officer, and COO of AACSB-International."The global champions in sustainable development featured in this fascinating book offer tremendous inspiration for business and other leaders to engage their entrepreneurial spirit, and partnering capacities to create innovative and contextually-adjusted solutions to the most pressing global challenges of today. Showcasing the power of proactive and passionate approaches to the advancement of the SDGs, the book is inviting each of us, from current leaders to future generations coming out from responsible management education, to engage and contribute to a better world. Let us respond. The Earth is one, and we are so many!"Yolanda Kakabadse, Former President of the World Wide Fund for Nature (WWF), Former President of the International Union for Conservation of Nature (IUCN), and Former Minister of Environment of Ecuador. Table of ContentsIntroduction Chapter One: What does it Mean to Be a Latin family? Achievements on Sustainability of the Multi-Latina Grupo Familia Chapter Two: Champions of Sustainable Development in Africa: Challenges, Successes and Lessons Learned in Nigeria Chapter Three: Global Champions of Water and Sanitation for All Chapter Four: Making Sustainability Work in Plantation Agriculture: The Story of a Sustainability Champion in the Tea Industry in Sri Lanka Chapter Five: Among the Poorest of the Poor: Tauhid's Sustainability Approach in Northern Bangladesh Chapter Six: A Good Cup of Coffee from EcoCafe Haiti Chapter Seven: M is For Malala Chapter Eight: Role of Participatory Community Education in Ireland Chapter Nine: Men as Gender Allies: Verizon's Craig Silliman and Walmart's Alan Bryan Chapter Ten: Champions of Sustainable Development: The University for the Common Good and Grameen Caledonian College of Nursing in Bangladesh Chapter Eleven: Paths to Empowerment: A Case Study of Local Sustainability from Rural Nicaragua Chapter Twelve: Poverty Eradication and Political Engagement: A Case of Sustainable Entrepreneurship in China Chapter Thirteen: Global Champions of Sustainable Development: Uana Refugees Program: An Opportunity to Start Over Concluding Remarks

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Book SynopsisProvides proven procedures to improve process safety throughout the life cycle of a contracted manufacturing operation. Containing checklists and examples, this Guidelines book is a useful learning tool and reference for companies conducting toll manufacturing, or considering outsourcing manufacturing operations.Table of ContentsPreface. Acknowledgments. Acronyms and Abbreviations. 1. Introduction. 1.1 This Guideline’s Scope. 1.2 The Guideline’s Audience. 1.3 What Is Outsource Manufacturing? 1.4 Why Toll? Business, Technical and Safety Considerations. 1.5 Advantages and Disadvantages of Tolling. 1.6 Joint Responsibilities. 1.7 Using Process Safety to Ensure Safety, Product Quality, and Environmental Compliance. 1.8 How to use This Guideline. 2. The Toller Selection Process. 2.1 Potential Candidates: How to Find One—How to Be One. 2.1.1 Identifying Technical Specialties and Expertise. 2.1.2 Prequalified Tollers—The Preferred Route. 2.1.3 Finding a New Toller—Technical and Trade Association Networking. 2.2 The Initial Qualification Process. 2.2.1 Assessing the Candidates—Lines of Communication. 2.2.2 A Typical Questionnaire. 2.2.3 Weighing Special technical Competencies. 2.2.4 Financial. 2.2.5 Consider Location. 2.2.6 Consider the Environmental Baseline. 2.2.7 Verifying Safety, Quality, and Contractual Obligations. 2.2.8 Process Equipment Capabilities. 2.2.9 Personnel Capabilities and Expertise. 2.2.10 Capability to Scale-up Production. 2.2.11 Process Safety. 2.2.12 Security. 2.2.13 Corporate Health, Safety, and Environmental Policies. 2.2.14 Housekeeping and Appearance. 2.2.15 Insurance Review and Experience Modifiers. 2.2.16 Conducting a Site Visit. 2.2.17 Compatibility with Ongoing Operations. 2.2.18 Initial Qualification of International Tollers. 2.3 Making the Final Selection. 2.3.1 Comparing and Ranking the Initial Qualification Information. 2.3.2 Audit and Verification Process. 2.3.3 Confidentially Agreements. 2.3.4 Finalizing the Technology Package. 2.3.5 Evaluating Proposals. 2.3.6 Contract Award ands Negotiation. 3. Mutual Agreements, Obligations, and Contract Considerations. 3.1 Defining the Rights and Expectations of the Parties. 3.2 Legal Obligations, Defining Boundaries, Contract Topics. 3.3 Technology Transfer. 3.5 Knowledge Enhancement for Both Parties. 3.5.1 New Learning about Processing Hazards and Production Efficiency. 3.6 Roles and Responsibilities. 3.6.1 What Is Contained in a Detailed Technology Package? 3.6.2 Scale Up Technology. 3.6.3 Emergency Response Considerations. 3.6.4 Wastes and Emissions. 3.6.5 Establishing and Maintaining Communication. 3.6.6 Participation in PHAs: Resolving the Issues. 3.6.7 Training Requirements. 3.7 Health, Safety, and Environmental Considerations. 3.8 Management Systems. 3.8.1 Management of Change, Including Change of Personal. 3.8.2 Defining and Executing Training Requirements. 3.9 Access and Right to Audit. 3.10 Requalification: The Time Frame Issue. 3.11 Equipment Selection, Preparation, and Decontamination. 3.12 Performance Clauses and Bonuses. 3.13 Insurance Requirements. 3.14 Permit Requirements: Required Filings. 3.15 Escape and Termination Clauses. 3.16 Notification of Accidents, Incidents, Releases and Agency Inspections. 3.17 Right to Assist in Investigation. 3.18 Pre-startup Safety Review (PSR). 3.19 Formalizing Agreements, Obligations, and Other Considerations. 4. Pre-Startup and Startup Activities. 4.1 The Path to a Successful Toll. 4.2 Establishing Specifications and Analytical Techniques. 4.3 Developing or Revising Required Procedures. 4.3.1 Operating Procedures. 4.3.2 Maintenance Procedures. 4.3.3 Material Control/Purchasing Procedures. 4.3.4 Emergency Response Plan Procedures. 4.3.5 Safe Work Practice Procedures. 4.3.6 Laboratory Procedures. 4.4 Process Hazard Analysis. 4.4.1 Defining the PHA Team. 4.4.2 Selecting the PHA Method. 4.4.3 Performing the PHA. 4.5 Training Startup Team. 4.6 Performing a Pre-startup Safety Review. 4.6.1 Resolving PSSR Issues and Action Items. 4.6.2 Considerations for Restart after Extended Downtime. 4.6.3 Defining When the Process IS Ready for Startup. 4.6.4 Confirming Permits are Complete. 5. Ongoing Operations: Audits and Follow-Up. 5.1 Audit as Appropriate for the Process and Product. 5.1.1 Regulatory Requirements: PSM, RMP, and Others. 5.1.2 Management Systems. 5.1.3 Documenting the Audits. 5.1.4 Auditing as Specified in the Technical Package. 5.2 Consulting. 5.2.1 Points of Contact. 5.2.2 Communication. 5.2.3 Periodic Visits. 5.3 Managing Issues: Guidelines and Suggestions. 5.3.1 Management of Change Issues. 5.3.2 Process Issues. 5.3.3 Personnel Issues. 5.3.4 Acquisition of a Toller by Another Company. 5.3.5 Regulatory Issues. 5.3.6 Handling, Transporting, and Storing Materials and Waste. 5.3.7 Incident Investigations. 5.3.8 Analysis of New Hazards. 5.4 Performance Monitoring. 6. Closure and Audit. 6.1 Health, Safety, and Environmental Considerations. 6.1.1 Decommissioning and Clean Up. 6.1.2 Proper Waste Disposal. 6.2 Business and Contractual Concerns. 6.2.1 Return of Proprietary Documents. 6.2.2 Governmental Notification. 6.2.3 Sample Retention and Record Retention. 6.3 Closure Review Checklist. 6.4 Analysis of the Operation. 6.5 Tolling Operations: Final Evaluation. Appendix A. Sample Toller Pre-Assessment Questionnaire. Appendix B. Sample Toller HS&E Assessmaent. Appendix C. Sample Toller Assessment: Quantitative Format. Appendix D. The ISD Model and Job Task Analysis Techniques. Appendix E. List of Referenced Regulations. Appendix F. Selected Resources. Bibliography. Glossary. Index.

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