Organizational theory and behaviour Books

Book SynopsisThis book examines returns on experience and managerial practices to generate deeper collaboration, intensify co-creation, support start-ups and established companies to explore, develop, and accelerate their projects thanks to open labs (living labs, fab labs, coworking spaces, third spaces, etc.). Open labs are the beatbox to create a rhythm in ecosystems and make all stakeholders move forward, faster, together. This book proposes a framework to understand how open labs, innovation hubs, and collaborative spaces contribute to ecosystems.The book looks beyond the short-term effects of open labs and identifies four main dimensions: communities, physical spaces, events, and portfolios of services offered to private businesses, entrepreneurs, and start-ups, established companies, or public institutions. Drawing on extensive field research lasting over five years, with more than 40 cases and more than 200 interviews plus direct observation within different environments, this edi

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Book SynopsisThe premise of this book is that research into gossip, organization, and work is an important idea whose time has come. A key feature of the book is the inclusion of practice points' showing how and where theory and/or research intersect with practice and vice versa. They are intended as signposts to future thinking and theorizing, tempting readers to venture outside of their home' disciplines and territories, conceptual comfort zones, and methodological mindsets. The overall aim of the book is to: (i) provide enough information for readers to decide where they might want to go next; (ii) offer some theoretical directions and ethical principles; and (iii) make suggestions regarding what academic-practitioner tools and techniques will help them along the way, including arts-based and mixed-methods research that focuses on real-world lived experience(s) of gossip.It will be relevant to researchers at all stages of their career: from students at the start of their acade

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Book SynopsisA definitive resource that pulls together evidence from psychology, education, and organizational studies, this fully updated second edition translates research into practice and serves as a practical handbook on how to set up, run, and evaluate any mentoring program.Despite ever-growing interest, there are few helpful resources for program managers and mentoring coordinators. This book sheds needed light on mentoring behaviors, the stages of mentoring, elements of high-quality relationships, and how to recognize and avoid dysfunctional ones. Step-by-step guidance will enable readers to: Understand what mentoring is (and is not) Assess their mentoring program using a clear framework Work through steps to design or redesign an effective mentoring program Draw on real-world examples to assess and improve programs Benefit from all-new material for this second edition, including a chapter on e-mentoring and in-depth case studies, asTable of ContentsList of Figures; List of Tables; List of Case Studies; About the Author; Preface; 1. Introduction; Part I Understanding Mentoring; 2. Defining Mentoring; 3. Promoting High-quality mentoring; Part II 5-Steps to Developing Mentoring Programs that Work; 4. Step 1: Identify the "Why"; 5. Step 2: Map Your Theory of Change; 6. Step 3: Recruit and Prepare the Right Participants; 7. Step 4: Collect the Right Data; 8. Step 5: Create Your Success Story; Part III Enriching and Strengthening the Process; 9. Support the Beginning, Middle, and End; 10. Promote Learning Conversations; 11. Welcome Diversity and Inclusion; Part IV Vignettes and Trends; 12. Alumni Mentoring Programs; 13. First Generation Mentoring Programs; 14. STEM Mentoring Programs; 15. The Future of Mentoring; Appendix A; Index

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Book SynopsisThe work of a manager in a service organisation is not the same as the work of a manager in an organisation that manufactures goods. Managing Public Services, Implementing Changes A Thoughtful Approach 2e, is for students and managers who intend to work in a service organisation whether it is owned publicly of privately. This book concentrates on how managers can change things for the better and explains why' as well as how'.The second edition has been fully updated to address challenges facing public services with new material on managing cuts, managing risk, managing innovation, producing funding applications, Lean Management and process review. A new chapter on managing social enterprise and generating social capital has also been added. This text is both solidly practical and theoretically challenging and is supported by strong pedagogical features including: case studies and illustrative vignettes from public service managers working in Europe, Asia, AuTrade Review"Doherty, Horne and Wootton have thoughtfully developed this second edition upon the solid foundations of the well-established first edition. Notable additions are a chapter on managing social enterprises and sections on innovation, process improvement and emotional intelligence. The text continues to provide a broad overview of both change management and the context of public services. The practical hints and tips throughout the text will continue to resonate with practitioners whilst the activities and case studies at the end of each chapter provide excellent resources for providers of education and training."Dr Ian Elliott, Lecturer and Programme Leader PgCert Public Services Governance, Queen Margaret University, Edinburgh‘A welcome addition to the teaching and learning resources which reflects the needs of practicing as well as aspiring managers of public services. Clearly written and up to date Doherty et al capture key contemporary debates on public services and provide a wealth of conceptual and practical tools that explain the causes of management challenges and then show how they can be addressed.’Dr Hans Schlappa, Programme Leader, MSc Leadership and Management in Public Services (LMPS), Business School, Hertfordshire UniversityTable of ContentsFirst Thoughts 1. Managing in the Changing Context of Public Services Role 1: Managing Change 2. Managing Resistance to Change in Public Services 3. Managing Strategy and Change in Public Services Role 2: Managing Operations and Activities 4. Managing the Market for Public Services 5. Generating Social Capital and Managing Social Enterprise 6. Managing the Quality of Public Services Role 3: Managing People 7. Managing Groups and Leading Teams in Public Services 8. Managing Leadership and Motivation in Public Services 9. Managing Individuals in Public Services Role 4: Managing Finance and Resources 10. Managing Budgets in Public Services 11. Managing Resources in Public Services 12. Managing Audit, Accountability and Performance in Public Services Role 5: Managing Information 13. Managing Information and Communication in Public Services Role 6: Managing Learning and Personal Development 14. Managing Learning in Public Services 15. Managing Personal Development in Public Services Final Thoughts 16. Management Values - Management as Religion

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Book SynopsisMarket-Led Strategic Change, 5th edition, has been fully revised and updated to reflect the realities of 21st century business and the practical issues for managers in the process of going to market. The world of business has changed dramatically, with a more complex environment, more demanding customers and radical new ways of going to market. This textbook develops a value-based strategy examining the roles of market sensing, customer value, organizational change and digital marketing in the implementation of strategy.This much-anticipated new edition has been carefully updated, now with Nigel Piercyâs unique and clear-sighted views on the latest developments in marketing strategy, retaining Piercyâs insightful, witty and provocative style. The text is supported throughout with brand new case studies from globally recognised companies such as Uber and Volkswagen, and covering topical issues such as the legalisation of marijuana and reinventing the healthcare business. Lecturers are assisted with a newly expanded collection of support materials including PowerPoint slides for each chapter, suggested frameworks for using the case studies in teaching, and case studies from previous editions.If you're an ambitious marketing student or practitioner, whether you are new to strategic change through marketing or just want a different view, this is the book for you. Lecturers will find this engaging, funny, thought-provoking but always practical textbook is a sure way to get your students thinking and enthused.Trade Review'As ever, Market-Led Strategic Change is intelligent, witty, though-provoking and what’s more a damn good read! Whether you’re a hardened old marketer or a fresh-faced student, this book will change the way you think about making stuff happen!' - Professor Lloyd C. Harris, Head of Department, Professor of Marketing, University of Birmingham, UKPraise for the fourth edition‘Much is known about good marketing practice, but little is known about how to transform a company into a first-rate marketing company. Nigel Piercy has provided the best guide I've seen to creating a market-led company -- replete with worksheets, diagnostics, and many convincing illustrative cases ... a very useful and readable book that will make a contribution to many companies that manage to read it and act on it.’ - Philip Kotler, S.C. Johnson & Son Professor of International Marketing, Northwestern University, USA‘Professor Piercy lives up to his promise to provide management with a number of tools and techniques to help implement marketing effectively in their own companies so that customer considerations and satisfaction are put at the top of the management agenda. A very practical manual, full of good useful advice ... I enjoyed reading it.’ - John O'Shaugnessy, Professor Emeritus of Business, Columbia University, USA‘It is not just the chapter titles which are provocative. The more closely one reads the contents of the individual chapters, it becomes apparent that they constitute a healthy mix of foundation material (informative), well-reasoned questioning of certain heretofore unchallenged assumptions and practices (provocative), and clear directions to managers as to how the content of the individual chapters can be put to use in organizations (instructive) ... I was looking for new insights, needless to say I was not disappointed ... an outstanding contribution.’ - P. Rajan Varadarajan, Distinguished Professor of Marketing and Ford Chair in Marketing and E-Commerce, Texas A&M University, USA‘This is a marvellous, thought-provoking book on how to cultivate and implement a customer-focused strategy within a company. In a time when many marketing texts seem depressingly similar, this book is different and that is very much to the good … No reader will walk away from this book without substantial new ideas on making customer-focused marketing work. On that basis, I think it is a book that should be on the shelf of every person seriously concerned with market strategy.’ - Bruce H, Clark, Associate Professor and Group Coordinator of Marketing, Northeastern University, USA‘Every once in a while one reads a book and think "This makes so much sense, why didn’t someone write it before?" Anyone seriously interested in the management of marketing is likely to have this reaction to Nigel Piercy’s Market-Led Strategic Change … Refreshing in its candor, stimulating in its arguments, practical in its applicability, Professor Piercy is to be congratulated. Buy it!’ - James M. Hulbert, President of James M. Hulbert Associates Inc. and formerly Kopf Professor of International Marketing, Columbia University, USA‘This book is aimed at the reflective practitioner who wants to get things done. It is a management perspective on marketing, where marketing is not just the Marketing and Sales Department but a way of life that permeates every corner of the company. Market-Led Strategic Change demonstrates the author's ability to combine systematic analysis with practical advice for action. The book is rich in practical examples from the author's own experience and research.’ - Professor Evert Gummesson, Professor Emeritus of Service Marketing and Management, University of Stockholm, Sweden‘By now everyone knows (or should know) what marketing is and what benefits will accrue to the marketing oriented organization. The problem is not WHAT but HOW. Virtually all the recent work on competitiveness and competitive success ... confirms that 'it ain't what you do, it's the way that you do it'. In his new pragmatic and practitioner-oriented book Nigel Piercy provides usable insights and advice on how to establish, develop, deliver and sustain long-term customer satisfaction which can be the only guaranteed road to survival and success. I will use the book myself both as an educator and a senior manager/company director.’ - Michael J. Baker, Emeritus Professor of Marketing, University of Strathclyde, UK‘I have always enjoyed reading what Nigel Piercy has to say about marketing, because he always has something interesting and useful to say. This book is no exception. It is creative, original, punchy, practical, challenging, thought-provoking, actionable, and a very enjoyable read to boot. I shall definitely be recommending it to as many people as possible. It will make an enormous contribution to marketing practice.’ - Malcolm McDonald, Emeritus Professor of Marketing, Cranfield University School of Management, UKTable of ContentsPart I: Everything has Changed, but Everything is the Same... 1. A Map for Market-Led Strategic Change: Using the Model Without Getting Lost! 2. The Changing World: The New and Harsh Realities we all Face 3. The Customer is Always Right, Except When They Are Wrong: Customer Satisfaction, Customer Sophistication and Market Change 4. The Evolution of Marketing for a Changing World: New Ideas Win Part I: End of Part Cases Case 1. The Price of Oil: Black Gold or can Someone Find Somewhere to Store the Filthy Stuff? Case 2. Marijuana: Is the World Going to Pot or What? Case 3. Business and the Global Obesity Epidemic: Who Made us Fat? Case 4. Privacy: The New Product for the 21st Century Part II: Developing Value-Based Strategy 5. Value-Based Strategy: Strategic Thinking and Thinking Strategically About Value 6. Market Sensing and Learning Strategy: Competitive Strength Through Knowing More 7. Strategic Market Choices and Innovation: Where to Compete, Where not to, and What's New 8. Customer Value Strategy and Positioning: What Have You Got to Offer, How Does it Make You Different to the Rest? 9. Strategic Relationships and Networks: Building the Infrastructure to Deliver the Strategy 10. Strategic Customer Relationships: The Special Case in Relationship Strategy Part II: End of Part Cases Case 5. Uber: A Revolution in Personal Transport or a Death Trap? Case 6. Volkswagen and Emissions: Hoakwagen Sent to the Naughty Step Case 7. Music: We Built this City on Rock 'N' Roll, But Where's the Money Now? Case 8. Reinventing the Healthcare Business: An Apple a Day Keeps the Doctor Away, But only if You Throw it Very Hard Indeed Part III: Processes for Managing Strategic Transformation 11. Strategic Gaps: The Difference Between What We Want and What We Have Got 12. Organization and Processes for Change: Building the Infrastructure to Make It Happen 13. Implementation Process and Internal Marketing: Making it Happen 14. An Agenda for Market-Led Strategic Change: The Last Chapter that No-One Reads Part III: End of Part Cases Case 9. Alibaba: Amazon Plus E-Bay Plus Some Case 10. Facebook: Ok Mark, Very Clever, But Where's the Money? Case 11. The Continuing Dilemma For Marks And Spencer: And no Jokes About "Has Marks Lost its Sparks"! Case 12. Counter-Implementation Strategy: The Anatomy of Hate and the Tactics of the Gutter

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Book SynopsisThe cost to business of unresolved conflicts is high; tribunals, loss of productivity, resignations and damaged reputations are serious consequences for all concerned. With increased organizational change in the form of changes in leadership, restructuring, downsizing, matrix management, mergers, acquisitions and systems changes comes increased political activity and the potential for either increased learning and growth or tension and unproductive conflict.Change agents, HR practitioners and managers need to be skilled at empowering others to use or resolve conflict effectively for a more productive working environment and greater employee satisfaction. Change, Conflict and Community takes readers through the essential theory and hands-on practice of working with change and conflict by considering:* How we can increase our understanding of the tensions that often exist when change is ever present in the organizationTrade ReviewSeeing conflict and change as a source for learning might sound nice, but is hard to accept in the realities of our professional lives. Understanding change and how we deal with change on an individual and organisation level, is an important topic for managers, professionals and especially those of us who work in the area of learning and people development. I recommend this book to anyone who is as curious to improve our contribution to individual and organizational development Klaas Wassens, Director Executive Education & Development, RSM Erasmus University We cannot eradicate conflict and we cannot make change painless, but we can learn how to use natural tensions more constructively. This book offers new insights on the human side of change and helps business practitioners to understand that managing change is more than re-engineering a business process. Diane Moody, Head of Leadership and Change, ING GroupTable of ContentsList of FiguresList of TablesForewordAcknowledgementsChapter 1: IntroductionChapter 2: Making sense of changeChapter 3: Pattern pastChapter 4: Change and conflict – a chicken and egg debate?Chapter 5: Resolving conflictsChapter 6: From conflict to collaborationChapter 7: Learning through changeChapter 8: Energising the organisationChapter 9: Holistically healthy organisationsChapter 10:The bigger picture: communityIntroduction to Case StudiesCase studies1. Affinity Sutton2. Portsmouth NHS Trust3. Red Bee4. Hampshire Fire & Rescue Service5. O2 – “A better place”6. Organisational health from a Gestalt perspective7. A change agent’s story

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Book SynopsisThe first ethnography of Wikipedia's organization, governance, and power structure, Common Knowledge argues that many criticisms of Wikipedia have been rooted in misconceptions, spread by outsiders who overlook its true strengths and weaknesses. This book examines how Wikipedia does and does not work from the inside out.Trade Review"Jemielniak presents an evenhanded look at Wikipedia, showing how policy along with a balance of bureaucracy work well. The author explores the problems editors and the Wikimedia Foundation (the nonprofit organization supporting Wikipedia projects) are trying to work through. His criticism is constructive, focusing on situations and issues that have improved or can improve Wikipedia, including how founder Jimmy Wales's role has shifted . . . Methodology, glossary, and an extensive bibliography are included for Wikipedia novices and interested researchers . . . Recommended."—S. Marks, CHOICE"It's the first anthropological study of an internet hive mind now entering its adolescence. The book pulls off a near-impossible double act, serving as both primer and detailed study on the habits of Wikipedians. It presents Wikipedia as a 'parahierarchy' thriving on its own conflicts, where even the dense catalogue of house rules is subject to reinterpretation . . . [Jemielniak's] depiction of its present and past shows how much the free encyclopaedia has already developed to become a worldwide movement."—Roisin Kiberd, Motherboard"This is a trailblazing study of Wikipedia—a phenomenon that is so much in our daily lives, while remaining mysterious to most of us. We should be thankful to Jemielniak for this study. As a seasoned user, an insider, and a scholar, his thorough account introduces us to Wikipedia's inner mechanisms, productive processes, quality controls, splendors, and miseries as a treasury of knowledge that is without precedence and, increasingly, without competition."—Zygmunt Bauman, University of Leeds"Jemielniak confronts the fascinating politics of Wikipedia as an insider, relaying the healthy clash of cultures and values that ensues as people try to get it right. This is a wonderful, detailed account of Wikipedia's rules and hierarchies, culture of consensus, internal power structures, governance, and leadership—especially in its English and Polish incarnations."—Jonathan Zittrain, Harvard University and author of The Future of the Internet—And How to Stop It"Of all the social artifacts we've built on top of the internet, Wikipedia is at once the strangest and the most familiar. Half a billion people visit every month, but almost no one knows how it works or why. Dariusz Jemielniak has written a thoughtful and multi-faceted account of Wikipedia's culture, contradictions, and challenges."—Clay Shirky, New York University and author of Cognitive Surplus: Creativity and Here Comes Everybody: The Power of Organizing Without Organizations"Common Knowledge? is the first fully ethnographic study of Wikipedia culture. This thoughtful and intellectually provocative study sheds new light on a community behind the largest collaborative movement of humankind, and is a must-read for all interested in open collaboration movement."—Jimmy Wales, founder of Wikipedia"Wikipedia is breathtakingly important, but it's new enough that it hasn't been studied much yet. This well-informed, thoughtful book from management professor and longtime Wikipedian Dariusz Jemielniak takes readers behind the scenes, exploring how Wikipedia works and why it matters. It's an important addition to the existing literature."—Sue Gardner, 2007-2013 Executive Director of Wikimedia Foundation

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Book SynopsisDespite an increasing number of scattered philosophy-based discussions of management research methodology, there has not been a book that provides a systematic and more comprehensive treatment of the subject. This book addresses this gap in the market and provides new ideas and arguments for guiding management researchers.Trade Review‘At a time when empirical social science research is being questioned as never before the timing of this book could not have been better. Professor Eric Tsang assembled a collection of earlier papers and new materials covering every aspect of empirical social science research that guide scholars in their quest to undertake empirical work underlying management research that satisfies criteria of Popperian falsifiability, data transparency, robustness, replication, treatment of outliers and null findings. I strongly recommend this volume for advanced research methodology courses and for all scholars aspiring to undertake empirical social science research consistent with new emphasis on data transparency, replication and falsifiability. ‘— Arie Y. Lewin, Editor in Chief Management and Organization Review, and Professor at Fuqua School of Business, Duke University, U.S.A.'Most PhD programs in management include a major course on research methods or a separate course on the philosophy of science because of its importance for understanding the philosophical underpinnings of research. Until now, however, there was no book that explained the philosophical underpinnings of management research. Eric Tsang in his new book does just that by explaining the philosophical base for the different methodological approaches to management research. In so doing, he examines the nature of assumptions, theory testing, generalization and replication, among other critical issues. This book makes a critical contribution to management research and is an especially valuable addition for scholars who are early in their research careers. It will enrich the research in our field.’ — Michael A. Hitt, University Distinguished Professor Emeritus, Texas A&M University; Distinguished Research Fellow, Texas Christian University, U.S.A.‘This is a much-needed book for all students and scholars interested in understanding and explaining management and business practices, including decisions and behaviors, at all levels of analysis. It’s not a book about philosophy but a practical treatment of important foundational knowledge of science that all who are claiming or aspiring to be scientists must understand. Questions of what constitutes science, what critical assumptions render some theories valid and some invalid, and why current management research may not qualify as science are addressed. I recommend this as a core text for all research methods courses at the undergraduate, master and doctoral levels. I recommend this as a must read for all novice and experienced management and organization researchers. It will help you do better research and be a true scientist, living up to the goal of science, which is to seek true explanations and accurate predictions and to generate useful knowledge to inform policies and improve practices.’ — Anne Tsui, Distinguished Professor of Management at Peking University and Fudan University, China, and Motorola Professor Emerita of International Management at Arizona State University, U.S.A.Table of Contents1. Philosophy: An Under-Laborer Serving Researchers2. Explanation: Different Ways of Answering "Why?"3. Assumptions: Not Something to be Assumed Away 4. Theory Testing: A Seemingly Straightforward Process 5. Generalization: A Controversial Endeavor 6. Replication: An Ignored Necessity 7. Historiography: A Neglected Research Method 8. Looking Ahead: To Be, or Not to Be, a ScienceAppendix: How Philosophy Contributes to Research Methodology

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Book SynopsisBased on a ten-year examination of control systems in over 50 U.S. businesses, this book broadens the definition of control and establishes a critical bridge between the disciplines of strategy and accounting and control. In addition to the more traditional diagnostic control systems, Simons identifies three new control systems that allow strategic change: belief systems that communicate core values and provide inspiration and direction, boundary systems that frame the strategic domain and define the limits of freedom, and interactive systems that provide flexibility in adapting to competitive environments and encourage organizational learning. These four control systems, according to Simons, will provide managers with the basic levers for pursuing strategic objectives.

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Book SynopsisThis Element elaborates on the intrinsic perspectives on ambiguity as an inherent part of organizational decision-making processes and the more recent strategic perspectives on discursively constructed strategic ambiguity. It helps illuminate the path ahead of organizational scholars and offers new avenues for future research.Table of Contents1. Introduction; 2. Ambiguity vs other constructs; 3. Analytical approach; 4. Intrinsic perspectives: ambiguity as an inherent part of organizational decision-making; 5. Strategic perspectives: discursively constructed strategic ambiguity; 6. Trajectories in the study of ambiguity in organization theory and future perspectives; 7. Conclusion; References.

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Book SynopsisThe Remote Work Handbook: The Definitive Guide for Operationalizing Remote Work as a Competitive Business Strategy is for readers seeking to leverage the business benefits of a flexible, remote workforce. It is a practical guide for building and implementing remote work at any size organization. C-suite executives, operation leaders, business owners, or entrepreneurs who recognize the workplace is changing can use it to re-tool their operations for a strategic business advantage. Mari Anne Snow, the author, is a recognized remote work expert with over 20 years of experience leading remote teams and has re-written the rules of leadership to unlock the potential in remote and distributed teams. In this book, she shares all her secrets. The book explores the untapped potential of remote teams and lays out the business case for adopting a new, flexible workplace model to build organizational resilience and a competitive edge. It takes the reader through Table of ContentsChapter 1: Workplace flexibility is a smart business move Chapter 2: Build it right Chapter 3: The 5 organizational components of remote work Chapter 4: Component one: Infrastructure Chapter 5: Component two: Operational protocols Chapter 6: Component three: Performance accountability measures Chapter 7: Component four: Talent Management Systems Chapter 8: Component five: Remote workforce training Chapter 9: Operationalizing your remote work business model Chapter 10: Managing change Chapter 11: Multi-channel communications Chapter 12: Institutionalizing remote work Chapter 13: Build on team achievements

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Book SynopsisThe Wise Leader offers readers a succinct perspective on wise leadership based on theory, practice, and the authors' own experience. The five sections of the book describe the Wise Leader model, five mantras that distil the essence of wisdom for leading. Each section has a theoretical component, theory that the authors seek to bring to life through everyday examples, followed by practical ideas and guidance as to what you can next do in service of becoming a wiser, more effective leader. Each mantra then includes fresh perspectives for leadership development, aimed at supporting organisations globally to maximize their considerable investment in this critical area.This book is written for leaders at every level of an organization, providing a perspective of wise leadership that lends itself to practical application. It can also be used by leadership development professionals, offering guidance on how to build practical programs to cultivate enhanTable of ContentsIntroduction Part One 1. Commit to Reflective Learnig Part Two 2. Know Yourselves Part Three 3. Transcend Yourselves Part Four 4. Think Meta! Part Five 5. Do Dialogue 6. Conclusions

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Book SynopsisShortlisted in the 2024 Business Book Awards (International Business Book category)CEOs and organizational leaders are only as strong as the teams they build. And yet it is surprising how little practical advice there is for senior leaders on how to create, build, and optimize their teams. Step up The Next Leadership Team.Illustrated with real-life examples from interviews with CEOs, C-Suite members, and headhunters throughout, The Next Leadership Team explains how senior leaders can improve the performance of their leadership teams by identifying clear team approaches, associated team member profiles, and by leading that team. These ideas are brought to life with case studies and interviews with well-known corporations such as ABB, Allianz, Amazon, AXA, Best Buy, Capita, Danone, Deutsche Telekom, Ferrari, Freudenberg, Haier, Hilti, HSBC, Holcim, Huawei, Logitech, Microsoft, Nestlé, Netflix, Nokia, Nordea, Schneider Electric, Tata, Wipro, Trade Review"Full of real-life examples from CEOs on how to create, manage, and incentivize a leadership team, this is a handy book on an important subject: a good leadership team is vital to the success of a business."Thierry Delaporte, CEO and Managing Director, Wipro"A company’s success depends strongly on the leadership team’s qualities and on their effective interaction. Read this book to understand how to build a very effective team of managers and how to lead it to deliver the best results for your company." Mario Greco, CEO, Zurich Insurance"All eyes are usually on the top leaders. And top leaders' behavior is influenced heavily by the CEO. With the top team, it’s the same as with any great performing team, there needs to be trust as foundation and clarity on what is expected including the way of working. The CEO sets the tone, plays a critical role to build and shape the team for whatever purpose (transformation, stability, growth) and sets the direction for the team. If there is too much room for interpretation, no clear approach or the wrong players, things can easily deteriorate and eventually become counterproductive. Therefore the clarity and carrying out of leadership approach of every CEO is essential. This book helps with finding the right one and getting advice. A great practical guide." Stephanie Werner-Dietz, Executive Vice President and global head of human resources, ArcelorMittal and former Chief People Officer, Nokia"This work shows a valuable and flexible approach to leadership. It gets out of the one-size-fits-all, providing a practical and insightful guide on how to build the right leadership team to each individual situation."Adel Al-Saleh, CEO, T-Systems and member of the management board, Deutsche Telekom AG"Building successful leadership teams and structured succession planning must be a key focus of any executive, even more in the ever changing business environment. This book doesn’t only stress the importance, but also explains that it can and must be adapted to the specific business needs."Herman Anbeek, President Europe, Americas and Middle East, gategroup"Performance is all about achieving results through people. That is why this book is so crucial as it emphasizes the role of leadership in building high performing teams. It is written in a very pragmatic and down to earth way which makes it very appealing and easy to read."Magdi Batato, Executive Vice President and head of operations, Nestlé"For me, good leadership is all about people impact – because you, as a leader, have taken the genuine interest and time to understand what motivates, inspires, drives, concerns a person; I strongly believe in servant leaders, it’s what the world needs more of. And reading The Next Leadership Team has provided me with some great food for thought!"Christophe Catoir, President, Adecco, member of the Executive Committee, Adecco Group"I highly recommend this important contribution to the key subject of leadership teams."Laurent Hebenstreit, former CEO Sogefi"The Next Leadership Team is the second masterpiece of the two authors, which translates the commonly used buzzwords on leadership and governance into real business life and instead of presenting management theories, provides practical implementations in modified applications and procedures that can be handled in practice. Here the chair meets the practice and an excellent symbiosis appears."Andreas Joehle, Partner Uffenau Partners and former CEO Hartmann AG "CEOs and executives spend much of their time creating teams that can drive success in the organization. The Next Leadership Team is a valuable guide to doing so. Reading the book, I found many ideas and frameworks for my work and enjoyed reading the down-to-earth style and the examples from around the globe."Jan Jenisch, CEO, Holcim"Highly insightful book to challenge one’s own approach in building a winning leadership team."Kai Konola, CEO, Halton"Markets, competition, regulation etc. are always changing, slowly or quickly, fundamentally or gradually. To provide proactive responses is a permanent challenge. Therefore, composition and decision-making are of central importance for leadership teams."Georg Müller, CEO, MVV Energie AG"A profound and practical account of the view on executive leadership teams. Everything you need to know about selecting, building and optimizing high performing teams." Dr. Stefan Nöken, Supervisory Board Member, former Member of the Executive Board of Hilti Corporation"The time of lone wolves at the top is over. Collaboration, shared ownership and a strong sense of all employees winning together are essential to create sustained success. This book shows how it works."Urs Riedener, former CEO, Emmi "The Next Leadership Team gives a versatile insight how to build a competitive leadership team. I strongly recommend that you read this book."Timo Ritakallio, President and Group CEO, OP Financial Group"Keil/Zangrillo’s concept does not preach a one-size-fits-all leadership model. The leadership reality is complex and situational – they address this well."Jacques Sanche, CEO, Bucher Industries"Composing and evolving effective leadership teams is an art, to which this book provides a systematic framework. Personally, I believe in teams of strong individuals, willing to be stronger together – diverse in multiple dimensions, yet cohesive as a team"Peter Terwiesch, President, Process Automation, ABB"This book is a must-read for any leader who is being faced with major cultural changes or disruptive transformations affecting the whole leadership team. As a leader you find a wealth of practical answers to even those questions you might not have asked before. A great way to learn from other leaders' experience."Heiner Thorborg, Headhunter Table of ContentsPart I: Approaches to leadership teams and situational Cvnstraints 1. Approaches to leadership teams 2. Mapping the leadership team approach with situational constraints Part II: Selecting members to the leadership team 3. How to select leadership team members 4. Selecting team members for different leadership team approaches and situational constraints Part III: Building the team 5. How to initially build the leadership team 6. How leadership approach and situational constraints shape leadership team building Part IV: Optimizing performance 7. Optimizing leadership team performance over time 8. Optimizing performance for different leadership team approaches and in different situations 9. Designing the future of leadership teams

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Book SynopsisShortlisted in the 2024 Business Book Awards (People, Culture & Management category)Toxic organizational cultures and leadership have led to major reputational failures, with the greatest impact felt by the people who dedicate their careers to working for these organizations. And yet organizations do not become toxic overnight. They do not consciously set out to break rules and regulations, nor do they actively seek wrongdoing. This book defines toxic culture, explains how toxic cultures emerge over time, and provides practical approaches supported by in-depth research for overcoming a toxic culture at the individual, team, and organizational level.Pragmatic and applicable, the book provides a call to action that can be applied in any type of organization. While the role of leadership in toxic cultures is acknowledged, the book sets out four distinct stages to embedding toxic cultures and draws on examples from leading organizations and companies to illTrade Review"Dr Susan Hetrick has produced a very timely, well-researched, and highly practical book on one of the most important topics in the field of management – organizational culture and its relationship with leadership. Her focus on ‘the dark side’ is refreshing in differing from many of the practitioner playbooks in this field which begin from the premise that strong culture and leadership are typically positive. Instead, she argues that you can have ‘too-much-of-a-good-thing’ – that so-called strong cultures and leadership can often turn toxic and we can learn more from these kind of cases than those that characterise the ‘culture-excellence’ literature. In my work as a researcher, consultant, and non-executive board member, this book will be high on my list of recommended reading to students, clients, and colleagues as a source of useful theory and ideas on how to analyse key organizational problems and build healthy workplaces."Graeme Martin, Professor of Management, University of Dundee and Vice-Chair, NHS Tayside"Dr Hetrick makes a highly valuable contribution with this work by showing us how organizations can identify and address toxic work cultures. The practical interventions presented are tools any organization can utilize to prevent toxicity, ensure positive leadership, and when necessary, restore a healthy work environment."Kathryn Wagner Hill, Ph.D., Center for Advanced Governmental Studies, Johns Hopkins University"With employee engagement waning and the Great Resignation upon us, this book is a timely exploration of how harmful workplace cultures can take hold and be facilitated, either wittingly or unwittingly, by organisations or individuals. In combining extensive research with pragmatic recommendations, this book offers both an engaging diagnosis and workable remedies to bolster cultural health in the workplace."Richard Fulham, HR DirectorTable of ContentsPart I: The Four Stages of Toxicity 1. Why Culture Matters 2. The First Driver of Toxic Culture – The Normalization of Deviance 3. The Second Driver of Toxic Culture – Cognitive Dissonance 4. The Four Stages of a Toxic Culture Part II: The Toxic Triangle 5. Toxic Leadership 6. Susceptible Followers 7. Conducive Environments Part III: How to Build and Sustain a Healthy Workplace Culture 8. How to Build and Sustain a Healthy Workplace Culture 9. A Framework for Action

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Book SynopsisRecruiting, selecting, retaining and developing great people are essential for any successful business. And the combination of digital transformation and post-pandemic work realities presents major challenges for all organisations. This book provides best practice talent management guidance for businesses undertaking digital transformation or facing digital disruption. Taking the reader through the stages of talent acquisition, selection, retention and development, this practical and concise book: sets out, assesses and predicts how the digital revolution impacts talent management practices, and helps the reader navigate the journey from an analogue to a digital organisation; updates talent management concepts and illustrates these with examples and cases of best practice across the business world; and enables senior leaders, talent management professionals and managers to quickly access and implement key learnings through the use of practitioner poTable of Contents1. The Business Context 2. Recruitment 3. Selection 4. Retention 5. Development 6. Conclusions. So what? And where do we go from here?

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Book SynopsisPower and Corporate Responsibility explores the concept of corporate responsibility and offers a systematic discussion by referring to the following dimensions: understanding responsibility, taking responsibility, governing responsibility, managing responsibility, investing in responsibility.Table of ContentsChapter 1: Introduction Chapter 2: A conceptual framework for corporate responsibility Chapter 3: Understanding responsibility Chapter 4: Taking responsibilityChapter 5: Governing and managing responsibility Chapter 6: Reporting on responsibility Chapter 7: Regulating responsibility Chapter 8: Conclusion

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Book SynopsisThe Covid-19 pandemic sparked a latent desire for a more balanced, more meaningful and freer approach to work for millions of employees throughout the world. Growing interest in responsible business, in addition to the influence of the UN SDGs and inclusive growth, have also in many ways shifted the balance of power â or at least choice â to the employee. Sensitive to work-life balance, aware of the effects of overwork and short-term profit seeking, seeking meaning in their companies and jobs, employee demands have placed a huge strain on corporations caught between keeping to traditional ways of control and performance objectives though aware of the need to retain talent and create flexible solutions in order to reach their financial and production goals.In this book, leading academics, researchers, and practitioners in the field of CSR, management, leadership, and human resources from the 12 schools and corporate partners of the Council on Business & Society offer their latest cutting-edge research to explore how both employees and their organisations can reach winâwin agreement in the working relationship. Meaning and mission are covered, as well as spirituality and purpose. Negative workplace practices leading to employee mental and physical illness are explored and ways to avoid these, with several positive approaches to employee commitment and wellbeing offered. Each insight is accompanied by key takeaways and food for thought sections, with each chapter featuring a micro-case study.Drawing on high-level research and transformed into engaging and accessible content, this book is written for students and scholars wishing to deepen their knowledge of the employeeâleadershipâworkplace environment dimension, instructors seeking insight and learning content, and for professionals aiming to deepen their understanding of managing in the post-pandemic era.

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Book SynopsisIn the last decade, public sector unions have encountered threats in the form of privatization of public services and the retrenchment of collective bargaining rights, as well as opportunities in increasing labor union popularity and activity. Retaining the structure that made the previous editions so popular, Labor Relations in the Public Sector, Sixth Edition has been completely revised to explore the most recent trends in membership figures, new legislation, court decisions, executive orders, and new politics as they influence bargaining rights. Updates include:â Thorough examination and analysis of contemporary public sector labor relations and collective bargaining â Careful exploration of important recent changes in the public labor relations and unionization landscape â Complete analysis of financial and human resource outcomes of recent collective bargaining in the public sector â Detailed investigation of collective bargaining institutions and processes in government.In keeping with prior editions, the sixth edition addresses collective bargaining and labor relations at all levels of government, with comparisons to the private and nonprofit sectors. Designed to be classroom-friendly, this text includes discussions of the most recent literature and case studies, as well as end-of-chapter assignments. Labor Relations in the Public Sector speaks to multiple audiences including academics, students, and practitioners, and practical tips and advice are offered for those engaged in collective bargaining and labor relations. It is vital reading for undergraduate and graduate students in fields including public administration, public policy, political science, and labor studies. This book is also relevant to scholars of comparative policy, politics, and labor.

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Book SynopsisBuilding on the concept of Transpersonal Leadership, Leading Beyond the Ego offers a practical approach to becoming an authentic, ethical, caring and more effective leader.Rooted in the experience of senior organisational leaders and mentors, readers embark on a personal journey to innovate and enhance their leadership skills. Reflections are rooted in recent advances in neuroscience and acknowledge the challenges faced by leaders in light of new organisational and commercial structures, in a volatile and uncertain world. The reader is supported to transcend individual ego to develop beyond emotional intelligence to a higher level of consciousness and ethical behaviour; able to build strong, collaborative relationships and to create a caring, sustainable and performance-enhancing culture.Emboldened by the changing world and inspired by leaders around us, this new edition is enriched by new chapters on leading with purpose; managing (and benefitting from) diversi

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Book SynopsisGrounded in primary and evidenced-based research, this book is the first to investigate and provide guidance on navigating contemporary challenges that coaches, supervisors, educators, and organisations experience in achieving ethical best practice and legal responsibility.This book addresses the complexities and difficulties of ensuring ethical best practice and duty of care in coaching, acting as an essential handbook for all those associated with and working in the field. Each chapter provides practical and crucial tips and insights and informs the reader on how to build in ethical best practice in coaching, covering topics such as contracts and terms of engagement, setting ethical boundaries and limits, developing ethical maturity as a coach, and exploring contemporary systemic challenges in coaching.Coaches from all disciplines in coaching, educators, supervisors, organisations using coaching, academics and researchers will find this book to be an invaluable resource.

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Book SynopsisProfessional schools emphasise practical training, close links with their profession, and accreditation and codes of ethics by committees of practitioners. In the case of business schools, overwhelmingly there has been a shift towards an academic focus on research and theory. This book seeks to address this problem through providing clear steps to overcome the perpetuation of a point-scoring reward system, and a return to their roots as professional schools that are fully engaged with business.Reconnecting Business Schools with Business Schools offers a comprehensive framework for reform that balances the need for effective engagement with the business community with a commitment to research excellence and cutting-edge scholarship. It is presented in two parts: the first outlines the current business school and its various shortfalls. Examples are presented from the other types of professional schools to show how we might achieve the New Professional Business School. The second part considers new interdisciplinary structures for the future. The second part of the book presents a number of steps that will enable business schools to move to the desired outcome.Written by two leading business scholars and leaders, the book gives universities, business school leaders and policy makers the insight needed to prompt a holistic rethink of the role of the business school.

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Book SynopsisBias in the Workplace and Society looks at the causes and management of the biases that underpin all behavior inclusive of discrimination, prejudice, and stereotyping that can occur in the workplace and in everyday contexts. It considers how such biases are developed in relation to societal and global issues and explores the manifestations of bias that are illustrated across a variety of situations. The book is based on the premise that everyone is biased and there is no such thing as an unbiased person. We cannot eliminate bias, but we can manage it.Grounded in the latest research, the book focuses on the impact of biases as they are manifested in everyday life. The first three chapters look at the reality of bias, how it develops, and how it is then reinforced by four forces â politics, business, religion, and social media. From this point it moves to explore the impact of bias across ten different areas, and, for each, it encourages discussion and debate as to the reality

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

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

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

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

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

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Book SynopsisThis Third Edition of the groundbreaking book Designing Organizations offers a guide to the process of creating and managing an organization (no matter how complex) that will be positioned to respond effectively and rapidly to customer demands and have the ability to achieve unique competitive advantage.Table of ContentsList of Figures and Tables ix Preface xiii 1. Introduction 1 2. The Star Model 15 3. Single-Business Strategy and Functional Organization 57 4. Designing the Lateral Organization 89 5. Types of Single-Business Strategy 107 6. The Reconfigurable Functional Organization 131 7. Designing the Network Organization 149 8. Multibusiness Strategy and Organization 185 9. The Mixed Model 205 10. Adding Value 217 11. The Value-Adding Conglomerates 235 12. Synergy Portfolio Strategies 255 13. Organizational Design Challenges and Opportunities Resulting from Big Data 285 Bibliography 301 About the Author 307 Index 309

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Book SynopsisTable of ContentsAlphabetical List of Plays ix 1 Understanding Employee Engagement 1 2 Introducing the Engagement Bridge™ 11 3 Open & Honest Communication 19 4 Purpose, Mission & Values 41 5 Leadership 69 6 Management 85 7 Job Design 109 8 Learning 129 9 Recognition 149 10 Pay & Benefits 173 11 Workspace 203 12 Wellbeing 219 13 Building it 241 Acknowledgments 249 Index 253

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Book SynopsisTable of ContentsIntroduction: Don’t Doubt Waze! 1 Chapter 1 Work–Life Blending 13 Chapter 2 15 Forces Impacting Your Future 41 Chapter 3 Accelerated Relevancy 89 Chapter 4 Curve Benders as Risk Mitigators in Your Personal S-Curve 121 Chapter 5 Organization of the Future 149 Chapter 6 Curve Bending in the Lives of Others 187 Chapter 7 Your Curve Benders Roadmap 213 Final Thoughts 249 Notes 253 Acknowledgments 267 About the Author 271 Other Books by the Author 273 Index 277

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Book SynopsisTable of ContentsAcknowledgments xi Introduction 1 1 A Story of Transformative Innovation 11 Part 1 Tools for Sparking Innovative Ideas 17 2 Surfacing Unmet Needs 19 3 Stretching the Imagination 29 4 Stress Testing for Feasibility 43 Part 2 Transform Innovative Ideas into Action 57 5 Designing Small Experiments 59 6 Forming a Vision and Theory of Change 65 7 Evaluating, Learning, and Adjusting 77 Part 3 Build Innovation into Our Organizational DNA 103 8 Encourage Creative Collaboration 105 9 Optimize Organizational Design for Innovators 119 10 Attract Donor-Partners Who Fuel Social Change Breakthroughs 155 Part 4 Bring Your Innovation A Game 173 11 Discover Your Superpower 175 12 Challenging the Status Quo 183 13 Win Others Over to Your Cause 199 Epilogue 213 Notes 217 References 235 About the Author 247 Index 249

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Book SynopsisPatterns of Strategy is a revolutionary approach to developing business strategy that shows how the fit between organisations drives strategic direction. The authors offer 80 ''patterns' of strategy which organizations can use to understand the relationship of their business and their strategy to the actors around it. These patterns provide a toolkit for designing different ways to collaborate, and also offer alternative types and approaches of competition. It is essential reading for those who wish to know and understand how you can manoeuvre change to your organisation's fit and play it to your advantage.Trade ReviewPatterns of Strategy makes a refreshing addition to the strategy literature. Aimed at decision makers and senior people who are the custodians of their organisations' strategies, it offers specific guidance in a world where choice can be daunting. It begins with a healthy de-bunking of some myths about strategy which have only served to limit peoples thinking - purely on this basis, it merits a strong recommendation. Dr Simon Haslam, Head of Strategy Faculty, Institute of DirectorsIn helping us understand how we differentiate, Patterns of Strategy gives a different lens to intuitive decision making and problem solving. It is beautiful in its simplicity. David Atkinson, COO, Mindgym Patterns of Strategy is the first major new approach to strategy in a long time. Not re-packaged versions of existing ideas, but a completely new, and radically different, approach. The book offers descriptions of 80 common patterns of strategy in a ‘recipe book’ style, together with detailed advice on when, and how, to use them, and in what situations. It will be a "must have" for strategists. Paul Barnett, CEO, Strategic Management Bureau & Strategic Management ForumIn a world of incessant change, unpredictability, and in a context where there are often multiple existing and potential players, the fundamental problem for organisational strategists is that it is unerringly complex. How then does ‘Patterns of Strategy’ fare against this background? The simple answer is very well. This is a novel and very significant contribution to the strategy literature. Prof. John Brocklesby, Head of School of Management, Victoria University of WellingtonHere, at last, is the unified field theory of strategy. Patterns of Strategy takes the many influencers of organisational performance and coheres them into a systemic model. Ed Straw, Director PWC Global (Retd), author of Stand and DeliverEvery now and then, a book comes along which seems to encompass the whole of a field, explain it, critique it, and surpass it. Patterns of Strategy does just that for the practice of organisational strategy. Once you have read Patterns, you can never go back. It combines a learned and enjoyable treatise with immensely practical usability and should be on every leader's desk, as a daily reference. Benjamin P Taylor, Chief Executive, Public Service Transformation AcademyPatterns of Strategy is practical in its approach, yet deep in wisdom. It is a must read… a rare combination of depth in thinking and ease of use. 80 patterns are presented as recipes and as a way of further development of one’s own thinking. Although some sound familiar - like First Mover, Fast Follower - some names are really original, like Knight’s move, Piggyback, Rumplelstiltskin, Mouse, Jigsaw. These descriptions are thought provoking and act as a catalyst to ask different questions. The brief case descriptions made me aware of the invisible drivers of strategy that dictate where one will go unless one actually changes the nature and direction of the structural coupling. Patrick Hoverstadt and Lucy Loh have written a manual to guide business leaders to define their strategies in the twenty-first century. The book simplifies the subject, but does not oversimplify. It offers a uniquely systematic and sophisticated approach to the formulation of strategy for any business leader who wants to rethink their approach to strategy, embracing the complexity of the world of disruption, and considering both the opportunities in collaboration and in competition. There is much here that is fresh, and at the same time it is a brilliant synthesis of everything that is ever written about strategy. Anyone involved in the formation of strategy should read this book and think though how applying the building blocks creates a wide(r) range of possibilities. Jan De Visch, Executive Professor Entrepreneurial MBA, Flanders Business School, Catholic University of LeuvenPatterns of Strategy is a truly novel and powerful approach to working with strategy and should be required reading for, and in the toolkit of, all executives and boards of directors. Consultants will love the Patterns of Strategy approach because it helps them to develop better strategies with clients who will appreciate the rigour, novelty, and the feeling of empowerment that comes with this approach. Axel Kravatzky, Director, Syntegra Change Architects Ltd and Founding Chairman Caribbean Corporate Governance Institute LtdPatterns of Strategy is a remarkable book that draws upon the insights of the authors from working with small to large multinational companies. They have succeeded in understanding and articulating the dynamics of ‘strategy’ as it plays out in the real world and why few succeed and many fail. They have done an excellent job in detailing how a business can better position itself within its market and how to use this positioning to better develop a strategic response that not just harnesses but exploits the market forces for greater competitive advantage. Patterns of Strategy has changed my thinking in how I can develop more effective strategies. Stephen Brewis – Chief Scientist, BTThis is a tough book but is an essential one for strategy teachers and practitioners. Tough because it doesn’t offer 2x2 box simplistic models or slick consulting earning hooks. But it will be worth it. David Weir: Emeritus Professor, Northumbria University, Professor of Intercultural management, York St John UniversityThis book creates a framework for strategy, planning and execution by considering the fundamental dimensions of strategy: power; fit and time. The book sets out an approach to create and implement a strategy that is appropriate for your situation – there is no one size fits all approach to this. The 80 worked examples are like handed down family recipes that can be adopted and adapted to overcome specific challenges that are often repeated as "patterns of strategy." Jonathan Higginbottom, Principal Consultant, Capita Patterns of Strategy examines a fundamental issue affecting all organisations: "Why do most strategies fail?" Patrick Hoverstadt and Lucy Loh shine a light on the gaps in conventional strategic thinking, and offer an explanation – and a solution.Hoverstadt and Loh provide a framework and language to more accurately describe the reality of an organisation’s circumstances, and to try to anticipate how these circumstances will change as the future unfolds.The final section is dedicated to implementation – both of the process to define strategy, and then pulling off the organisational manoeuvres required to execute successfully. Patterns of Strategy is a genuinely fresh perspective which draws on its authors’ expertise applying systems thinking to organisations. It’s an approach which delivers a significant shift in mindset – and one which could make an impact on the 90% of current strategies which fail to deliver. Gareth Marlow, COO, RedgateTable of ContentsContentsList of FiguresForewordPart One: A Different ApproachChapter 1 Why Patterns of Strategy?Chapter 2 How this is Different?Chapter 3 The Dark Matter of StrategyChapter 4 From Concept to StrategyChapter 5 What is Strategic Fit?Part Two: Developing strategic manoeuvresChapter 6 Designing FitChapter 7 Using TimeChapter 8 Using PowerPart Three: 80 Patterns of StrategyChapter 9 Competitive StrategiesChapter 10 Collaborative StrategiesChapter 11 Strategies for Small OrganizationsChapter 12 Supplier StrategiesChapter 13 Defensive StrategiesChapter 14 Growth StrategiesChapter 15 Market Changing StrategiesChapter 16 Herd Management StrategiesChapter 17 Cunning PlansChapter 18 Rock Paper ScissorsPart Four: Developing and executing strategyChapter 19 Developing Patterns of StrategyChapter 20 Strategy to ActionCatalogue of StrategiesBibliographyIndex

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Book SynopsisHow can coaches maximise the effectiveness of their practice?What can research tell us about how and why coaching works'?How can we use the evidence base to enable others to reach their full potential?Coaching with Research in Mind brings together cutting-edge research in coaching and psychology, accessibly summarises the findings, and provides a clear and specific breakdown of what research tells us coaches and leaders should be doing and why.Rebecca J. Jones provides practitioners with the information and guidance they need to apply research in their practice, explaining how coaches can understand coachee characteristics, how they impact the coaching process and how coaches should adapt their practice to accommodate them. The book explains how to identify which principles of the coaching process influence effectiveness and tailor practice to maximise their impact. Jones also explores the impact of environmental factors and assesses how their inflTrade Review"An outstanding book from one of the leading coaching researchers in the world. Rebecca Jones provides a comprehensive coverage of the state of play in coaching, helping practitioners and scholars alike grasp just how far we have come over the past two decades in coaching research to establish coaching as an evidenced based discipline. This book is an essential purchase for your coaching library." - Professor Jonathan Passmore, Director, Henley Centre for Coaching, Henley Business School"Dr Jones has become a leading authority on the measurement of coaching outcomes, backed by her vast knowledge of the academic literature in the field. Coaching with Research in Mind brings this research base to illuminate all aspects of the coaching engagement. Wonderful real-life vignettes from coaching professionals bring it all to life. A vital book bridging the gap between research and practice, which is so desperately needed in our field!" - Brian O. Underhill, Ph.D., Founder & CEO, CoachSource"This book corroborates a much-needed message - that coaching and research go hand in hand. A must read for academics and practitioners wishing to take an evidence - informed perspective." - Professor Almuth McDowall, Professor of Organisational Psychology, Birkbeck University of London "This excellent book takes the reader on a valuable journey, closely examining published research and linking it to coaching practice. Not only is it easy to read, it can inform practice for both trainee and experienced coaches." - Professor Stephen Palmer, Wales Academy for Professional Practice and Applied Research"Far too much of coaching is based on supposition, superstition and ritual, with little or no evidence base. Part of the cure is for coaches to adopt a more evidential approach to their practice — and this book shows them how!" - Professor David Clutterbuck, EMCC special ambassador; visiting professor, Henley Business SchoolTable of ContentsList of figures List of tables Section One: An Introduction to Coaching Chapter One – The evidence-base for coaching Chapter Two – What outcomes can we expect from coaching? Section Two: The Coachee Chapter Three – Coachee motivation Chapter Four – Coachee personality Chapter Five – Coachee goal orientation Chapter Six – Coachee self-efficacy Chapter Seven – Coachee skills Section Three: The Coaching Process Chapter Eight – Goal-setting Chapter Nine – Learning through reflection Chapter Ten – Planning for action Section Four: The Role of the Organization Section Five: Conclusion Research in Action Coach Biographies

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Book SynopsisValues-driven organizations are the most successful organizations on the planet. This book explains that understanding employees' needswhat people valueis the key to creating a high performing organization. When you support employees in satisfying their needs, they respond with high levels of engagement and willingly commit their energies to the organization, bringing passion and creativity to their work.This new edition of The Values-Driven Organization provides an updated set of tools to assess corporate culture, new case studies on cultural transformation and additional materials on sustainability, measuring cultural health at work and the specific needs of the millennial generation. The Values-Driven Organization is essential reading for students, researchers and practitioners of organizational change, leadership, HRM and business ethics.Trade Review"I am immensely grateful to Richard Barrett and to his organization for my continued success, for changing my own philosophy of business and the way I approach change. In his new book, The Values-Driven Organization, Richard expands on his earlier work, and takes the opportunity to articulate why values are so important in shaping society and why they matter to humanity as a whole." —John McFarlane, Chairman, Barclays Bank"Richard Barrett deserves his reputation as the leading expert on how values drive business success. His understanding of the interaction of the stages of psychological development with levels of human motivation is masterly. The insights contained in this book on how an organization can measure its culture and bring about change are intensely practical. The book provides a unique blend of theoretical foundation and useful advice for a leader of any type of organization." —Christopher Hodges, MA PhD FSALS, Professor of Justice Systems and Fellow of Wolfson College, University of Oxford"Richard’s grasp of conscious capitalism is extraordinary. In the second edition of his best-selling book The Values-Driven Organization he provides a process, methodology and tools for measuring the cultural health of organizations. I highly recommend this book if you believe caring for your employees comes before caring for your customers." —John Mackey, Co-Founder and Co-CEO, Whole Foods Market"I have been applying the principles and practices Richard Barrett outlines in this book since 2010 with great results. The insights contained in this latest volume can help anyone become a more conscious leader of corporate culture." —Arvind Shankar, Global Managing Director, Accenture Enterprise Enablement"In a world dominated by the power of money, the impact business has on our society is now greater than ever. By bringing empirical evidence and science to the otherwise elusive and qualitative measurements of what makes organizations thrive, Barrett provides the tools we need to measure and nurture the soul of an organization. The Values-Driven Organization maps the science of corporate soul retrieval." —Lawrence Ford, Author and CEO of Conscious Capital Wealth Management"In The Values-Driven Organization, Richard Barrett, the world leading expert on values, offers an indispensable overview of how values function as the core operating principle for the human being and subsequently play a much more crucial role for individuals, organizations and societies than is generally understood." —Björn Larsson, CEO, ForeSight Group "Richard Barrett never disappoints and this book is no exception. Every word is weighted with wisdom!" —Ann Dinan, PhD, Deeper Leadership Institute"Richard Barrett's work has been a guiding light for much of the cultural change we have undertaken at CRU in the last few years. The intellectual rigour behind his work, demonstrated in the latest edition of Barrett's book, has been a key factor in our continued success." —Nick Morgan, CEO, CRU Group "A superb read! If you are a CEO, Chief HR Officer, or Board member looking to transform your organization’s culture, this is an essential read. Barrett provides the holistic, nuanced thinking you will need to guide your cultural transformation journey." —Penny Coates, Chief People and Culture Officer, Metcash Trading Limited"Investors, regulators and organizations of all scales and sectors are increasingly demanding; The Values-Driven Organization draws from a wide range of sources and Richard’s own experiences to provide practical insights and ideas that will be useful to anyone with an interest in cultural transformation." —Kevin Hills, EY Culture and Integrity Lead Partner, UK and Ireland"After implementing the principles outlined in Richard's book The Values-Driven Organization, I have seen my organization excelling significantly in terms of employee engagement, passion and creativity, leading to new state-of-the-art business solutions and an outstanding performance. Richard's Full Spectrum Leadership approach has been a great catalyst in transforming the leadership team's view on the value of Employee Well-Being as a major energizing factor for the success and the sustainability of the organization." —Piet Lammens, General Manager, Statoil Coordination Center, Belgium"What strikes me about this book is the way it manages to be both profound and practical in equal measures. In it Richard pinpoints with great wisdom the sources of, and barriers to, cultural health, and then provides clear guidance on how to improve it. The book is full of data, examples and case studies making it a very credible guide. I highly recommend to all change agents who invest their energy and care in making our organizations better institutions of human flourishing." —Liz Murphy, Old Mutual Group"Attention trend-trackers! Richard Barrett has defined the cutting-edge of organizational values and culture for decades. Now in the second edition of his breakthrough best-seller The Values-Driven Organization, he reveals how employee well-being and a vibrant culture generate sustainable performance. A must read for leaders and HR professionals." —Patricia Aburdene, Author of Megatrends 2010 and Conscious Money"At this turbulent juncture in human history, Richard Barrett helps us understand how we can develop more conscious leaders and organizations and provides us with a practical toolbox for facilitating individual and cultural transformation." —Tomas Björkman, Founder of Ekskäret Foundation, Stockholm, Sweden, and Author of The Market Myth"Richard Barrett’s latest book creates awareness and understanding about values and culture at an organizational as well as societal level. I hope many will find their way to this book and its important message. We are in need of its wisdom more than ever in these times of global challenge." —Patrik Andersson, CEO and Chairman Values Academy, Sweden"The Values-Driven Organization is a must-read for any leader seeking to maximize efficacy in the workplace. Barrett's treatment of the dimensions of employee engagement as connected with organizational mission/values and personal development is spot on. For organizational leaders who truly want to improve the health of their organizations and retain the best employees, this book will serve as a treasured playbook." —Kenya Ayers, Vice President and Board Chair, Northwest Educational Council for Student Success (NECSS)"In this admirably integrative book, Richard Barrett has brought together his own deep insights from years of leadership development research and organizational culture interventions with the latest quantitative and qualitative scholarship to craft a holistic model of values-driven organization. His model is unique not only for its integration of experience with research, but also its presentation of frameworks and metrics, as well as development tools, at the individual as well as the organizational levels. What's more, he positions this work within a larger societal and historical movement, providing a positive vision for the need and the opportunity presented by the millennial generation. The wisdom Barrett shares provides a vocabulary, a set of arguments and a compelling vision for individuals and organizations who wish to voice their values." —Mary C. Gentile, PhD, Author of Giving Voice to Values: How To Speak Your Mind When You Know What's Right and Creator/Director, Giving Voice To Values, University of Virginia Darden School of Business"The ever-brilliant Richard Barrett has done it again. Bringing together decades of seminal work in understanding and elevating cultures, Richard has written a succinct yet comprehensive and practical guide to building, sustaining and leading values-driven organizations that enable the simultaneous flourishing of all their stakeholders. I know of no better framework or resource for personal and organizational growth and transformation. Richard has truly been a powerful force for spreading a more enlightened way of living, working and leading in the world. Bravo!" —Raj Sisodia, Co-Founder and Co-Chairman, Conscious Capitalism Inc., FW Olin Distinguished Professor of Global Business, Babson College"Reading the book is a three-fold journey of exploration for yourself, the immediate team you lead and your organization. The book unfolds obvious and subtle truths of the connection between human, organization, the world, and values. Having worked with an organization with values at its core, I couldn't agree more with Mr Barrett and his expression. A must read for transitioning yourself and your organization from ego to soul." —Niels Caszo, Global President, AIESEC, a youth leadership movement"As a strong believer in values-driven organizations, I have found the work and research of the Barrett Values Centre to be the most compelling in making the link between values-driven leadership and high performance. The frameworks, tools and case studies that Barrett provides have helped our organization tremendously on its path of transformation." —Wendy van Tol, PwC Partner Consulting, PricewaterhouseCoopers Advisory N.V.Table of ContentsPart I: Understanding values1. Values-driven. What does it mean?2. The impact of values on performance3. What employees want4. Whole system changePart II: Values alignment and mission alignment5. The model6. The Cultural Transformation Tools7. Building sustainable performance8. Measuring Cultural Health9. Types of culture10. Industry reportsPart III: Personal alignment11. The seven levels of leadership12. Reducing Personal Entropy13. Measuring Personal Entropy14. Coaching the leader15. The leader as a coach/role modelPart IV: Structural realignment16. Choosing espoused values17. Organizational democracy18. Embedding the culture19. The twenty-first-century organizationAnnex 1: Short description of SDGsAnnex 2: The energy available to an organizationAnnex 3: The top 40 publicly traded best companies to work for in North AmericaAnnex 4: Firms of EndearmentAnnex 5: Good to Great CompaniesAnnex 6: The Trust Matrix ExerciseAnnex 7: Theory U and Seven Levels of ConsciousnessAnnex 8: The Four Why’s ProcessAnnex 9: Guidelines for choosing values and developing mission and vision statementsAnnex 10: A Brief Overview of the Origins of the Seven Levels of Consciousness modelAnnex 11: Defining consciousnessAnnex 12: List of the Cultural Transformation Tools® for mapping the values of organizationsAnnex 13: Using the BNS to develop a balanced set of strategy indicatorsAnnex 14: CVA data plots and tablesAnnex 15: Brief description of principal maladaptive schemaAnnex 16: The personal mastery self-coaching processAnnex 17: Tools for mapping the vavlues of individuals and leadersAnnex 18: IVA, LVA, IDR and LDR data plots and tablesAnnex 19: Values, beliefs and behaviours exercise

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Book SynopsisSeize the competitive edge and increase innovationâwhile doing right by peopleâwith a strong culture of diversity, equity, inclusion, and belongingStudies prove that companies with more diversity in their ranks are more innovative, expand their markets, and perform better financially. Why, then, has so little progress been made, especially when it comes to corporate leadership? Because most companies have yet to develop and implement effective diversity, equity, inclusion, and belonging (DEIB) initiatives. And the ones that have too often focus mainly on hiring a diversity of staff or rolling out unconscious bias training without improving results. DEIB expert Cynthia Owyoung has spent more than two decades working in this space. Sheâs seen it all, and she knows what worksâand what doesnât. In All Are Welcome, Owyoung explains what DEIB is and why it matters, and she delivers the information and insights you need to make DEIB a key element of your com

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Book SynopsisThis innovative and unique textbook describes change as a socially constructed process, reinforced by the interactions of employees at all levels. Including video and audio resources, it emphasises the fact that change is an on-going phenomenon: not an event that will soon be over once the consultants have left, but a permanent feature of an adaptable organisation.This novel theoretical perspective makes it the first and only text to focus on the central role of conversations and storytelling in managing change. Strengthening the business focus of the text, this new 3rd edition includes provision of practical tools and techniques for managing change, increased coverage of sustaining change and a greater number of international examples and case studies. Managing Organizational Change is suitable for change management modules at all levels of undergraduate and postgraduate study.Trade ReviewIn this new edition of Managing Organizational Change Jabri draws upon his extensive experience and research to demonstrate how change is achieved through storytelling. It challenges change practitioners, organisational leaders, students and educators to perceive change as a transformational process and an essential part of the new agile era. * Nasir Butrous, Australian Catholic University, Australia *The third edition of Managing Organizational Change offers its readers a strong and comprehensive foundation from which they can develop the right mind and skill sets to become confident managers of change —a necessity if they wish to succeed in handling the diversity and complexity of today’s unprecedented challenges, from climate change to new digital technologies. * Sven-Volker Rehm, University of Strasbourg, France *Focusing on process, social construction and dialogue, this challenging yet accessible text encourages students to embrace the relational dynamics of organizational change management. The revised edition covers pertinent contemporary trends, such as digitalization, agile working, diversity and inclusion, issues that will shape management practice for years to come. Highly recommended! * Stefanie Reissner, University of Essex, UK *Table of Contents1. Disruptive change and transformation as the 'new normal' 2. Leaderfulness of change: inclusivity and vision 3. Change-making: agility and the social construction of change 4. Understanding the role of the change agent as a change-maker 5. Constructing change through narrative and storytelling 6. Field theory and action research 7. Communicating change 8. Mobilizing change: creating readiness and the notion of sensemaking 9. Understanding and managing organizational resistance 10. The problem-centric model of diagnosing change 11. The dialogic model of diagnosing change 12. Modes of intervention 13. Making sense of organizational identity 14. Sustaining change: how to navigate the 'new normal' in a rapidly changing environment 15. Change management cases

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Book SynopsisAndy Craggs has over 30 years of experience in leadership and business consulting. A Director of Executive Education at London Business School, he has previously worked for Dow Jones, Walt Disney and Sony and now delivers leadership, change and executive coaching programmes for companies like Apple, BBC, ING, Dyson and Novartis. A public speaker and writer on organizational issues and cross-cultural leadership, he has delivered keynote addresses for large audiences at organizations such as EY and PMI, and has taught at UCLA (US), EMAM (Italy), and the IPA (UK). He is based in London, UK.Trade Review"This book shares key lessons from a range of exceptional leaders who provide unique insights into the nature of change and navigating uncertainty." * ADI IGNATIUS, EDITOR IN CHIEF, HARVARD BUSINESS REVIEW *"Never has the importance of courage and empathy been more critical for navigating change in an uncertain world." * AMY C. EDMONDSON, NOVARTIS PROFESSOR OF LEADERSHIP AND MANAGEMENT, HARVARD BUSINESS SCHOOL *"To face the world's dramatic changes, The Change Mindset is both a fresh and indispensable book for leaders today. Vive la différence!" * MAURICE LEVY, CHAIRMAN OF THE SUPERVISORY BOARD, PUBLICIS GROUPE *"This new research concerning transitions is inspiring and exciting. It gives us the opportunity to examine oneself, to walk in huge steps through our own life and consider our different stages, contrary forces and paradoxes." * PASCAL CAGNI, FOUNDER AND CEO OF C4 VENTURES, VICE PRESIDENT OF APPLE EMEIA (2000–2012) *"It's hard to figure out the right way forward in today's turbulent world. In this fascinating new book, Andy Craggs provides you with the playbook you need. Based on many years' experience as a coach and consultant, The Change Mindset takes you through the obstacles to progress and identifies the key things you need to do to navigate the difficult transitions many of us face today." * JULIAN BIRKINSHAW, PROFESSOR STRATEGY AND ENTREPRENEURSHIP, LONDON BUSINESS SCHOOL *"As we peer from the present into the future, uncertainty and change loom large. In The Change Mindset, Andy Craggs provides a framework and practical guidance for how you can navigate a path forward with control and confidence, and seek not just a transition but your transition." * ANDREW SCOTT, PROFESSOR OF ECONOMICS, LONDON BUSINESS SCHOOL *"Andy Craggs' new book draws on lessons from a wide range of notable lead­ers who share their own experiences of change in a unique collection of stories and insights. The resulting psychological framework and change toolkit that emerge are powerful, fresh, and practical, providing a new route to tackling the leadership challenges we all face today. The twin practices of Courage and Empathy stand out as the critical skills for navigating change in our uncertain world, while self-awareness and the value of deep reflection become evident as we discover and explore our inner change archetypes as dreamers, drivers, shapers and sherpas. Find out how to build your own Change Mindset and more successfully navigate your biggest challenges as a leader in your own field of practice. A relevant and timely book in today's ongoing unpredictable Covid-19 world." * DR L. MEE YAN CHEUNG JUDGE, FOUNDER, QUALITY AND EQUALITY LTD AND ACADEMIC OD PRACTITIONER *Table of Contents Chapter - 00: Introduction; Chapter - 01: What is Transitional Change and Why is it Prone to Failure?; Chapter - 02: Our Shared Human Experience as a Metaphor for Leading Change; Chapter - 03: Person, Passion, Permission, Purpose: The Four Tenets of Powerful Change Leadership; Chapter - 04: Building a Change Mindset Through Courage & Empathy; Chapter - 05: The FAIL Behaviours - Transition Traps & How to Recognize Them; Chapter - 06: The SPARK Practices - Transition Triggers & How to Use Them; Chapter - 07: The Transitions Masterclass - Dreamers, Drivers, Shapers & Sherpas; Chapter - 08: The Change Mindset Toolkit - How to Improve Decision-making in Uncertainty; Chapter - 09: Meet the Platers - Lessons from Powerful Leaders on Navigating Change

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Book SynopsisIan MacRae is a work psychologist, consultant, speaker, author and Managing Director of High Potential Psychology. He works with, and writes about, a wide range of topics relating to psychology and the workplace. He developed the High Potential Traits Inventory (HPTI), a personality assessment which has been translated into dozens of languages and used by over 50,000 people around the world. He is also the author of Myths of Social Media and co-author of Motivation and Performance.Table of Contents Chapter - 00: Introduction; Chapter - 01: Staff should work eight-hour days, Monday to Friday; Chapter - 02: Working from home reduces productivity; Chapter - 03: Social media should never be used at work; Chapter - 04: Listening to music while working is distracting; Chapter - 05: Health and safety is the enemy; Chapter - 06: Surveillance improves performance; Chapter - 07: Creating a Google-style office environment will make staff more innovative; Chapter - 08: Mindfulness is the answer to all problems; Chapter - 09: Neuroscience is the silver bullet to workplace problems; Chapter - 10: Start-ups need a different type of leader to succeed; Chapter - 11: It’s better to have higher self-esteem at work; Chapter - 12: We only use 10 per cent of our brain at work; Chapter - 13: Making workplaces sustainable is a burden; Chapter - 14: The best way to motivate people is to pay them more; Chapter - 15: Employees who work the longest hours are the most valuable people; Chapter - 16: People should retire at 65; Chapter - 17: Perfectionists make the best employees; Chapter - 18: Women aren’t as competitive as men at work; Chapter - 19: People’s personalities can be sorted into categories at work; Chapter - 20: Sexuality and gender should be taken into account at work; Chapter - 21: Millennials are changing the workplace; Chapter - 22: Co-workers should not form romantic relationships; Chapter - 23: Teaching and training are the same; Chapter - 24: Annual appraisals are the best way to measure performance; Chapter - 25: High achievers always make great managers; Chapter - 26: A computer is going to take your job; Chapter - 27: Open-plan offices are always the best option

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Book SynopsisHyperthinking is predicated on the assumption that the single most important skill required to help you and your organization thrive in the age of perpetual change, digital communications and networks is the mind-set of individuals. This includes your values, your ability to learn and ability to adapt to change. After 14 years of experience with leading global companies, author Philip Weiss has developed an approach that pulls together the ingredients needed for the modern executive to both adapt and thrive in this new age. The Hyperthinking model has been developed and tested on teams, clients and the author's networks with great success. The book explains how Hyperthinking can apply to different facets of our lives, starting from our personal experience and our role in society and shows how to adapt better to the new business world. Hyperthinking is a set of values and tools that, used in combination, enable individuals to embrace change develop their creativity and effectively enTrade Review’Networks don’t just change the way we interact with each other; they change the way we think, we learn and how we make decisions. Philip Weiss’ HyperThinking captures the essence of these changes convincingly and provides you with a clear route to the thinking processes you will need to survive and thrive in this radically new and fast-changing business environment. Thomas Power, CEO and founder Ecademy ’Shifting your thinking patterns is the key to embracing change. HyperThinking is the kind of book you should read when you are in the middle of change, of a conflict, when you're managing a difficult project, when you just changed jobs, when you had your first child, when you just retired. It's a book about the way we think, or rather the way we think we think, and what this means for the rest of our lives. What this book taught me is that we have to live in a world where we cannot rely on traditional thinking patterns - these must be continuously challenged if we want to adapt to the ever-changing environment we live in. This is called hyperthinking, and it is giving people who want to make an impact on the world we live in a competitive edge. Some are natural-born hyperthinkers, others will have to learn it the hard way. This book will give you a headstart and will provide for an enjoyable and thought-provoking read. I'm proud to be a hyperthinker. Soon, you will feel the same way too.’ Aurelie Valtat, Digital Communications Manager, European Council ’HyperThinking reminds us that we live in a constant flux of ideas and events, propelled along by the economics, technology and politics of our time. But Phil Weiss takes us beyond Heraclitus as he explores the tools for navigating the ever-changing river. By embracing the four modes of hyperthinking, everyone can move beyond convention and the fear of failure, and flex their thinking-muscles for innovative outcomes. In spite of the proven results over 100 years of the Montessoris and Steiners and NeilTable of ContentsContents: Hyperthinking: executive summary; Part 1 The Beginning of the End of Business as Usual: Flying high; Risks or opportunities?; Meet Paul. Part 2 Defining a New Language: Shifting your perspective; A new word...a new concept. Part 3 The Four Dimensions of Hyperthinking: Hypershifting; Hyperlearning; Hyperlinking; Hyperacting; Collaboration. Part 4 Becoming a Hyperthinker: Embarking on the journey; (Almost) the final word. Part 5 Stories of Hyperthinking: Meet the real hyperthinkers; Catching up with Paul; Index.

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Book SynopsisIn today's complex corporate world, contemporary governance calls for a varied and versatile cognitive approach to problems demanding times require nimble minds and rounded perspectives. The authors' research has identified five key leadership intelligences the 5Qs which high-performing leaders need to simultaneously employ in order to achieve transformational change. These are: IQ (cognitive intelligence); EQ (emotional intelligence); PQ (political intelligence); RQ (resilience quotient); and MQ (moral intelligence).The 5Qs come together to inform every aspect of leadership, and each of them can, in different ways, be nurtured and practised through learning and development. Andrew Kakabadse and Ali Qassim Jawad have tested the 5Qs on leaders worldwide, applying them at all levels of leadership in order to explore the combinations of intelligences needed to become a well-rounded, effective leader in any situation.

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Book Synopsis‘Stop talking about bringing your values to work and learn how to actually DO it!’ – Kim Scott, bestselling author of Radical Candor Intentional Integrity, by Silicon Valley expert Rob Chestnut, provides an excellent road map for any organization looking to create a clear set of values to live by. The year 2020 triggered consumers to re-evaluate their relationship with brands in general, leading to customers prioritizing those seen to be ‘doing good’ or ‘being helpful’ in the context of the pandemic. There is a strong sentiment that businesses have a big part to play in helping society recover and a purpose-driven organization will likely have the edge. In the midst of a year of crisis, there is an opportunity for companies to re-evaluate how their businesses operate. The power to act with integrity is the key to developing this culture. Drawing on his background as former General Counsel for Airbnb, Rob Chesnut explains the rationale and legal context for the ethics and practices, and presents scenarios to illuminate the nuances of thinking deeply and objectively about workplace culture. Intentional Integrity is the handbook to revolutionizing your workplace by providing the right environment for people to do good work. ‘Smart, practical advice for anyone looking to do good and do well’ – Reid Hoffman, co-founder of LinkedIn and author of BlitzscalingTrade ReviewStop talking about bringing your values to work and learn how to actually DO it! -- Kim Scott, author of Radical CandorThe ethical expectation for companies is wonderfully changing from ‘do no evil’ to ‘do good’. Companies and their leaders need to put ethics and integrity at the centre of their mission and culture. Rob is an insider who’s combined doing good with doing business well in two iconic Silicon Valley companies. His book contains smart, practical advice for anyone looking to do good and do well -- Reid Hoffman, co-founder of LinkedIn and author of BlitzscalingNo one has wrestled with more difficult business integrity challenges over the last twenty years than Rob. His insights will instruct you how to drive integrity into your culture. Now, more than ever, we need someone to lead a constructive, direct conversation about integrity in business, Rob delivers -- Meg Whitman, CEO of Quibi, former CEO of HP and eBay Rob and I were peers at Airbnb and together we helped build a culture and public-facing brand with integrity as a core value. Not only was the work strategically brilliant but under Rob’s leadership, it was embedded into the very heart of the company. Rob brings creativity, empathy, credibility and a great sense of humor to this important topic – he makes ethics human and fun -- Jonathan Mildenhall, cofounder and CEO, TwentyFirstCenturyBrandDrawing on considerable experience with the nuances and circumstances of integrity violations at Airbnb, Chesnut offers plentiful examples of common integrity issues . . . He is especially good on such matters as enforcing consequences and handling situations involving violators who are high-performing employees. Valuable reading for companies that want to get serious about workplace ethics * Kirkus Reviews *This is the rare fully realized look at not just what integrity means in the context of business, but how to make it second nature in the workplace. Business leaders should take note * Publishers Weekly *Table of ContentsIntroduction - i: Show of hands? A new approach to integrity Chapter - 1: Spies, jarts, and racism: The roots of corporate culture shocks Chapter - 2: Six Cs: Critical steps to fostering integrity in the workplace Chapter - 3: C is for Chief: Integrity begins at the top Section - Code Moment 1: Regina and the telltale text Section - Code Moment 2: Who’s your customer, Charlie? Chapter - 4: Who are we?: Defining what integrity means to your organization Section - Code Moment 3: Paul, Serena, and a dead duck Section - Code Moment 4: A not-so-gentle ethical dilemma Chapter - 5: What will derail your mission: The 10 most common integrity issues Section - Code Moment 5: The game is on, the vibe is off Section - Code Moment 6: Just another tequila coffee break Section - Code Moment 7: Marty and the media quandary Section - Code Moment 8: Define “academic” Chapter - 6: Mix it up, blast it out, repeat: Communicating the integrity message Section - Code Moment 9: Tory and the ten sheets of copy paper Section - Code Moment 10: Win-win-win, or no good deed goes unpunished? Chapter - 7: The welcome mat for complaints: A clear and safe reporting process Section - Code Moment 11: On the glass Section - Code Moment 12: Blame it on Rio Chapter - 8: When the other shoe drops: Creating appropriate consequences for integrity violations Section - Code Moment 13: Password piracy Chapter - 9: Check the canaries: Monitoring the company culture for signs of trouble Section - Code Moment 14: Three blind mice Chapter - 10: Dude, you’re not just “bad at dating”: Sexual misconduct in the workplace Section - Code Moment 15: Sam, she’s just not into you Section - Code Moment 16: “Sure, totally get it” Chapter - 11: Who you do business with defines you: Extending the integrity message to a community Chapter - Conclusion: A superpower for our times Section - ii: Appendix: Discussion of Code Moments Acknowledgements - iii: Acknowledgments Section - iv: Notes Index - v: Index

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Book SynopsisNow available in paperback with a new preface and foreword by Stella Nkomo. How might imperialist, masculinist and white supremacist grips on leadership be loosened? In this thought-provoking and accessible new study, Helena Liu suggests that anti-racist feminism can challenge conventional models and practices of power. Combining a critical review of leadership theory with enlightening examples from around the world, the book shows how the intellectual and activist elements of feminist movements provide antidotes to contemporary leadership research and practice. For those interested in management, organisation, feminism, race and many more studies, it sets the agenda for a radical reimagining of control and leadership in all its forms.Table of ContentsIntroduction Part I: The Violences of Leadership Dominance Purity Destruction Salvation Part II: Anti- Racist Feminist Redemption Anti-Racist Feminisms Undoing Leadership White Allyship Restoration

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Book SynopsisFrom Occupy, to the Indignados and the Arab Spring, the uprisings that marked the last decade ignited a re-emergence of participatory democracy as a political ideal within organizations. This pioneering book introduces cybernetic thinking to politics and organizational studies to explore the continuing development of this radical idea. With a focus on communication and how alternative social media platforms present new challenges and opportunities for radical organising, it sheds new light on the concepts of self-organization, consensus decision making, individual autonomy and collective identity. Revolutionising the way in which anarchist activists and theorists think about organizations, this unprecedented investigation makes a major contribution to the larger discussion of direct democracy.Table of Contents2011: The Year Everything Nothing Changed. Radical Left Social Movements and Communication Networks Anarchism and Cybernetics. A Missed Opportunity Revisited Control Part One ~ Tactics, Strategy and Grand Strategy Control Part Two ~ The Individual and the Collective. Autonomy Through Organisation Communication Part One ~ Noise, Overload and Communication in the Age of Social Media Communication Part Two ~ Building Alternative Social Media from the Ground Up Anarchist Cybernetics in Practice

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Book SynopsisHow do men interested in gender equality become ‘change makers’ and lead their organisation towards inclusion? Directly addressing men, this innovative book reveals how they can be centrally involved in creating gender-inclusive cultures in their organisations. Using cutting-edge research, it suggests practical actions for men as leaders and managers to implement in order to make real changes . Ideal for the time-poor professional, it is essential reading for all men who want to make a difference but don’t know where to start.Table of ContentsPreface 1. The Path of the Change Maker 2. Visioning 3. Enabling 4. Modelling 5. Forging Your Path as a Change Maker

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Book SynopsisThis book is a handbook for people who want to assure the use of reliable and valid questionnaires for collecting information about organisations. It significantly reduces the time and effort required for obtaining validated multi-question measures of aspects of organisational `health’ such as employee job satisfaction, organisational commitment, organisational justice, and workplace behaviours. It helps users in measuring some factors underlying employee perceptions of work such as job characteristics, role ambiguity or conflict, job stress, and the extent to which employees believe their values and those of the organisation are congruent. All the measures in the book have been used and tested in research studies published in the 1990s. In addition, all the measures describe the extent and types of reliability and validity tests that have been completed, a feature that organisational researchers should find particularly useful. All in all, this book is a handy tool to increase the efficiency of researchers, consultants, managers, or organisational development specialists in obtaining reliable and valid information about how employees view their jobs and organisations.

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Book SynopsisA New York Times Bestseller Introducing the new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. As a manager you want your employees to help transform the company for the future. And your employees want the company to help transform their careers for the long term. But this win-win scenario will happen only if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low. We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations. By putting this new alliance at the heart of your talent management strategy, you'll not only bring back trust, you'll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world. These individuals, flexible, creative, and with a bias toward action, thrive when they're on a specific "tour of duty"--when they have a mission that's mutually beneficial to employee and company that can be completed in a realistic period of time. Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today's world of constant innovation and fast-paced change.Trade Review"Recommended Reading: 10 Books on Creative Leadership" -- Forbes Business Insider's list of business books every professional should read before turning 30 "The Alliance shaped career conversations in a way that was way more visible and healthy than I'd ever seen done." -- Pat Wadors, Head of HR for LinkedIn; as seen in Business Insider "... an insightful look at the new employer-employee relationship (especially for those of us on-boarding Gen Y and soon Millennials). -- Ken Tencer, CEO of Spyder Works Inc., Globe and Mail "This book will force you to see the future, it will show you new models of work, and it has the eminence and perspective to make your entire team think... an important new book which is well worth a read." -- Forbes "an essential handbook for dealing with the challenges of managing an ever more connected, ever more mobile workforce." -- Barnes & Noble "In a provocative new book, the father of social networks reveals a startling new way to reframe the relationship between employers and employees." -- Fortune magazine "Readers will discover in this engaging book that the relationship between employee and employer doesn't have to be branded as 'It's complicated.'" -- TD magazine (Association for Talent Development) "For those of you who haven't read The Alliance, Reid, Casnocha and Yeh make a compelling case for a third model that treats employees as 'allies.'" -- Human Resource Executive ADVANCE PRAISE for The Alliance: Jeffrey R. Immelt, Chairman and CEO, General Electric-- "GE is competing in its third century. The key to sustained performance is developing competitive leaders in every era. The Alliance captures the essence of modern talent development: trust and mutual value creation helps both employer and employee compete in the marketplace. The authors lay out a framework that helps big companies as well as start-ups develop their people more effectively, while creating a competitive team." Kenneth I. Chenault, Chairman and CEO, American Express-- "Engaged employees are the key to success in any business. The Alliance is a terrific book that offers real-world insights on how to build loyalty, inspire creativity, and manage winning teams for the long term."

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