Personnel and human resources Books
Business Expert Press I Don't Understand: Navigating Unconscious Bias
Book SynopsisTHE DEFINITIVE GUIDE TO CALLING OUT UNCONSCIOUS BIASWhat if you could call out career-stifling unconscious bias in the moment and recondition the perpetrator without being seen as: Hostile, A non-team player, Bigoted, Having a chip on your shoulder, or Projecting your own bias? How can you address career-stifling and conflict-generating bias that comes from your boss, staff, or colleagues without losing your composure?Leading Workplace-Bias Expert Buki Mosaku shows how unidirectional strategies for tackling unconscious bias are creating a diversity and EXCLUSION nightmare in the corporate world! He offers a proven, practical toolkit for navigating all forms of workplace bias—whether related to race/ethnicity, sexual orientation, gender identity, disability, age, sex, etc.—through his groundbreaking IDU Methodology. Its tools empower minorities, marginalized groups, and the majority to effortlessly dismantle bias whenever they sense it, without inciting unwanted results.Discover the only practical guide to navigating bi-directional unconscious bias in the workplace that empowers the victim, whoever they may be, to respond quickly and effectively– removing related disengagement, under-representation, lawsuits, attrition, and reputational damage once and for all.
£23.70
HarperCollins Publishers Gung Ho
Book SynopsisWith a new foreword by Ken BlanchardAn invaluable new strategy for creating enthusiastic employees, from the author of the bestselling The One Minute Manager.Every day thousands of uninspired employees trudge to work often dooming their companies to failure with their lack of enthusiasm.Drawing on over 20 years' experience of working with hundreds of corporations across the US including America Online, Eastman Kodak, General Motors, Hershey Chocolate and Microsoft Blanchard reveals a sure-fire strategy for boosting employee enthusiasm, productivity and performance.Gung Ho! presents a simple system for inspiring employees. Based on three core ideas: work must be seen as important, workers must be put in control of their own production and managers must cheer their workers on it is a method that all employees and managers can easily implement and which has already been adopted by such major corporations as K-Mart.
£9.49
Profile Books Ltd The (Mis)Behaviour of Markets: A Fractal View of
Book SynopsisThis international bestseller, which foreshadowed a market crash, explains why it could happen again if we don't act now. Fractal geometry is the mathematics of roughness: how to reduce the outline of a jagged leaf or static in a computer connection to a few simple mathematical properties. With his fractal tools, Mandelbrot has got to the bottom of how financial markets really work. He finds they have a shifting sense of time and wild behaviour that makes them volatile, dangerous - and beautiful. In his models, the complex gyrations of the FTSE 100 and exchange rates can be reduced to straightforward formulae that yield a much more accurate description of the risks involved.Trade ReviewMandelbrot is acknowledged as the father of chaos theory ... he is, simply, very clever indeed. * Sunday Telegraph *The reader gets a clear picture of the history of finance theory ... the best financial read * Financial Times *Entertainingly written ... this book is a brain-opener that adds hugely to our sum of knowledge. * Director *
£11.69
Hay House The Manager Method
a huge range and FREE tracked UK delivery on ALL orders.
£20.69
HarperCollins Publishers Inc Quiet Leadership
Book SynopsisQuiet leaders are masters at bringing out the best performance in others. They improve the thinking of people around them - improving the way their brains process information - without telling anyone what to do. This book provides a brain-based approach that helps executives and managers improve their own and their colleagues' performance.Trade Review"This highly practical guide includes exercises for each major concept, giving readers a chance to practice what they've learned." -- Library Journal "Quiet Leadership will help you improve other people's thinking, which is the best place to begin improving other people's performance." -- Marshall Goldsmith, founder of Marshall Goldsmith Partners; named one of the 50 greatest thinkers who have impacted the field of management by the American Management Association. "Essential reading for any leader who has ever wondered 'Why don't people do what I tell them to do?.'" -- Elisa Mallis, Human Performance Consultant, Accenture, London A quick and useful guide to a softer management style that draws on recent discoveries in the field of neuroscience -- Continental Magazine
£10.44
Ebury Publishing No Rules Rules
Book SynopsisReed Hastings (Author) Reed Hastings is an entrepreneur who has revolutionised entertainment since co-founding Netflix in 1997, serving as its chairman and CEO since 1999. His first company, Pure Software, was launched in 1991 and acquired just before Netflix was launched. Reed served on the California State Board of Education from 2000 to 2004 and is an active educational philanthropist. He has sat on the board of several educational organisations including Dreambox Learning, KIPP and Pahara. He received a BA from Bowdoin College in 1983 and an MSCS in artificial intelligence from Stanford University in 1988. Between Bowdoin and Stanford, Reed served in the Peace Corps as a volunteer teacher in Southern Africa.Erin Meyer (Author) Erin Meyer is the author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business, and a professor at INSEAD, one of the world's leading international business schools. Her work has appeared in <
£10.99
Penguin Books Ltd Everybody Matters
Book Synopsis''If you''re ready for a new way of doing business, this is the book for you'' Daniel H. Pink, author of To Sell Is Human and Drive ''Bob Chapman is on a mission to change the way businesses treat their employees'' Inc.magazine Do you want to boost the morale, loyalty, creativity and performance of your employees? In Everybody Matters, CEO Bob Chapman and bestselling author Raj Sisodia challenge traditional thinking about how to run a business and show you how to lead your company so that everyone feels valued. As CEO of Barry-Wehmiller, Bob Chapman has pioneered a dramatically different approach to leadership that has created a high performing and happy culture. At Barry-Wehmiller, every single person matters, just like in a family. That''s not a cliché; it''s the bedrock of the company''s success. In Everybody Matters, Chapman shows how any organization can stop viewTrade ReviewBob Chapman believes that every man and every woman in this country should go to work in the morning and return home in the evening feeling fulfilled by the day. There are companies that are great places to work, for sure. But what Bob envisions is much bolder. Bob's vision is not based on the charisma of a single leader, but on the collective genius of all the people inside the company * Simon Sinek *Bob Chapman is on a mission to change the way businesses treat their employees * Inc. *If you're ready for a new way of doing business, this is the book for you * Daniel H. Pink, author of To Sell is Human and Drive *Is it possible to run a successful business without treating people like numbers? Can a corporate culture of mistrust and insecurity be transformed into one of caring and fulfillment? Everybody Matters answers these questions with an enthusiastic "Yes!" If you're ready for a new way of doing business, this is the book for you * Daniel H. Pink, author of To Sell is Human and Drive *It is almost impossible for me to adequately convey my admiration, excitement, and incredulity . . . To give people the power and freedom to care for each other, to trust that people want to do well and be good . . . and to see how these things create value for everyone - it doesn't get better than that * Amy Cuddy, associate professor, Harvard Business School *Everybody Matters simply blew me away. This is THE book that practically every corporate CEO has been breathlessly waiting for . . . even if they don't yet know it! * BOB BURG, coauthor of The Go-Giver *When it comes to maximizing potential, Chapman and his team at Barry-Wehmiller have it figured it out. This deeply moving and practical book will have you asking yourself 'Why haven't we been doing this?' Now you can begin tomorrow! * Jack Canfield, coauthor of Chicken Soup for the Soul® at Work and The Success Principles™ *
£10.44
Mango Media Management: du chaos au succès: 30 défis pour
Book Synopsis30 challenges faciles à mettre en place pour développer vos compétences managériales et devenir un leader performantVos compétences managériales sont sur le point d’évoluer. Être un manager performant n’est pas toujours évident et Scott Jeffrey Miller en a fait les frais. Du chaos au succès, il nous partage ses clés pour devenir un leader inspirant et efficace.Vous pouvez devenir un grand Team leader. Ce guide changera définitivement votre façon de manager et vous permettra d’instaurer un management opérationnel et stratégique. Devenez le manager que vous auriez aimé avoir, inspirez vos collaborateurs, instaurez le bien-être au travail et développez une vraie culture d’entreprise grâce à ce guide au ton décontracté et à ses 30 challenges applicables au quotidien!Ces 30 défis vous permettront: De devenir un vrai leader inspirant D’améliorer la performance au travail De créer une vision d’équipe De développer la culture d’entreprise Et d’obtenir des résultats concrets Si vous êtes à la recherche d’un livre sur le management ou le leadership tels que Dream Team ou Manager+ et si vous avez été séduit par l’ouvrage incontournable de Stephen Covey, Les 7 habitudes, alors laissez-vous inspirer par Management Mess!Trade Review« Pourquoi devrait-on vous suivre ? C’est la question au cœur du nouveau livre de Scott Miller, percutant de vérité. Il y expose 30 principes puissants qui vous aideront à répondre à cette question afin d’incarner le leader que vous êtes destiné à devenir. Il s’y livre avec une authenticité et une vulnérabilité qui forceront votre respect. »—Daniel H. Pink, auteur de When To Sell Is Human et Drive « Avec l’esprit et l’honnêteté qui le caractérisent, Scott Miller assume ses propres errements en matière de leadership et illustre combien il est facile de se laisser prendre au piège d’un management centré sur soi. Non seulement ce livre est bourré d’humour à chaque page, mais il regorge de conseils concrets – exercés par tous ceux qui réussissent en management dans le monde entier – et qui vous aideront à abandonner vos anciennes pratiques pour devenir un leader que tout le monde a envie de suivre. » —Liz Wiseman, auteure de Multipliers: How the Best Leaders Make Everyone Smarter « Honnête, sincère et généreux, voici le nouvel incontournable pour un leadership authentique. » —Seth Godin, auteur de This Is Marketing
£10.46
Mobius Secrets of Productive People
a huge range and FREE tracked UK delivery on ALL orders.
£13.49
Cornerstone The Fifth Discipline: The art and practice of the
Book SynopsisOne of the seminal management books of the past 75 years, The Fifth Discipline is an international multi-million-copy bestseller. Written in an engaging and accessible way, with diagrams and illustrations, it will change the way you think and therefore way you and your team grows and develop. In the long run, the only sustainable source of competitive advantage is your organisation's ability to learn faster than its competitors....'Senge explains why the learning organization matters, provides an unvarnished summary of his management principals, offers some basic tools for practicing it, and shows what it's like to operate under this system. The book's concepts remain stimulating and relevant as ever' -- Amazon.com'500 pages that I will no doubt keep coming back to' -- ***** Reader review'This is a book about growth, improvement and continuous development. If you wish to achieve these results for yourself, your home, or your organization, then you MUST read this' -- ***** Reader review'Has the power of revolutionizing your thinking on how to build organizations' -- ***** Reader review'Enlightening from start to finish' -- ***** Reader review************************************************************************************************Peter Senge, founder and director of the Society for Organisational Learning and senior lecturer at MIT, has found the means of creating a 'learning organisation'. In The Fifth Discipline, he draws the blueprints for an organisation where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning together.He fuses these features together into a coherent body of theory and practice, making the whole of an organisation more effective than the sum of its parts.Mastering the disciplines will:*Reignite the spark of learning, driven by people focused on what truly matters to them.*Bridge teamwork into macro-creativity.*Free you from confining assumptions and mind-sets.*Teach you to see the forest and the trees.*End the struggle between work and family time.The Fifth Discipline is a remarkable book that draws on science, spiritual values, psychology, the cutting edge of management thought and case studies of Senge's work with leading companies - reading it is a searching personal experience that guarantees a professional shift of mind.Written in an engaging and accessible way, with diagrams and illustrations, this publishing phenomenon is a must read for anyone interested in approaches to business growth, personal development and management coaching.Trade ReviewSenge explains why the learning organization matters, provides an unvarnished summary of his management principals, offers some basic tools for practicing it, and shows what it's like to operate under this system. The book's concepts remain stimulating and relevant as ever. Amazon.com
£21.25
Brown Dog Books The Art Of Recruitment: How to Become a Limitless
Book Synopsis“The book every recruiter should have on their desk.” (The Recruiting Times) How do you get to the top in recruitment and stay there? What does it take to become a Limitless Recruiter? What is it in their DNA that makes them better than the rest – more determined, focused and successful? James Kingston set out to answer these questions, and his conclusions are laid out in these pages. ‘The Limitless Recruiter’ takes you through the entire recruitment process, step by step and in detail, culminating in a recruitment masterclass. Whether you’re just starting out, or have been in the business for years and want to up your game, this is your blueprint to becoming an elite-level consultant – a Limitless Recruiter. Packed with real-life experiences, tips and tricks, and practical, honest advice, ‘The Limitless Recruiter’ is your one stop recruitment shop. “The essential guide to becoming an industry-leading recruiter.” (Azmat Mohammed, Director-General of the British Institute of Recruiters). Trade Review“The book every recruiter should have on their desk.” (The Recruiting Times) “The essential guide to becoming an industry-leading recruiter.” (Azmat Mohammed, Director-General of the British Institute of Recruiters).
£10.79
John Murray Press Teams Unleashed: How to Release the Power and
Book SynopsisFROM THE CO-AUTHOR OF THE WORLDWIDE BESTSELLER, CO-ACTIVE COACHINGTeams Unleashed provides a map and compass for engaged, sustainable, and improved team performance. This practical approach uses the everyday language of teams to highlight what's working, and uncover what's not, and gives teams the tools to to incorporate new practices that build team effectiveness. This is an approach proven in the real world of teams since 2005 and used by thousands of teams worldwide.The steps outlined are based on the fundamentals of coaching - a powerful, repeatable process to support and empower change that makes a difference. Teams Unleashed introduces the five core competencies for working effectively with teams, describes the essential team coaching skills and provides exercises and activities to generate the important conversations that lead to new understanding and new team norms.This is a book for those who work with and lead teams: team and executive coaches, internal HR, OD and L&D professionals, and team leaders. This is an approach that gives teams a way to get clear "We are here"; the tools to design "Where we go from here"; and the structure and accountability to stay on track for team success.Trade ReviewThe drive to deliver team performance is relentless. The tools to get there are few. With Teams Unleashed, Sandahl and Phillips have given us a clear, practical map for more productive team results and truly engaged team culture. It's an exceptional resource for those who work with or lead teams. * Marshall Goldsmith, New York Times #1 bestselling author of Triggers, Mojo, and What Got You Here Won't Get You There *The drive to deliver team performance is relentless. The tools to get there are few. With Teams Unleashed, Sandahl and Phillips have given us a clear, practical map for more productive team results and truly engaged team culture. It's an exceptional resource for those who work with or lead teams. -- Marshall Goldsmith, New York Times #1 bestselling author of Triggers, Mojo, and What Got You Here Won't Get You There
£19.54
John Murray Press CoActive Coaching
Book SynopsisThe definitive edition - updated and expanded, with access to an online toolkit.''The bible of coaching guides...No other book gives you the tools, skills, and the fundamentals needed to succeed in these delicate relationships.'' Stephen R. Covey, Author of The 7 Habits of Highly Effective PeopleCo-Active Coaching offers current and aspiring coaches, leaders and managers in organisations and anyone wanting to strengthen interpersonal relationships, a practical, yet transformative communication process called the Co-Active Model. Since its creation by the authors more than 25 years ago, the Co-Active Model and the book have formed the foundation of the authors'' six-part coach training program delivered globally to tens of thousands of individuals each year through the authors'' training institute, CTI. With its origins in the coaching profession, the Co-Active Model also applies to work and interpersonal relationships because it Trade ReviewThe bible of coaching guides...No other book gives you the tools, skills, and the fundamentals needed to succeed in these delicate relationships. -- Stephen R. Covey, Author of 'The 7 Habits of Highly Effective People'Co-Active Coaching should be required reading for every manager or employee who wants to succeed in the workplace. -- Marshall Goldsmith, author of the New York Times best-sellers 'MOJO' and 'What Got You Here Won't Get You There'Co-Active Coaching exudes the catalytic power to transform your organization and your life. Read it, savor it and practice it to become a purpose-filled leader of life! -- Kevin Cashman, best-selling author, 'Leadership from the Inside Out' and 'Awakening the Leader Within'Gives you the tools, the skills, the strategies and the ethical frameworks to achieve powerful goals: Changing lives and changing the world. -- Celeste Schenck, President, American University of ParisCo-Active Coaching insightfully reveals how to unlock a person s potential and enlighten their past, present and future. It's a must-read for all self-empowered senior executives. -- Michael Cheah, former President of Xian Janssen Pharmaceutical, China (A Johnson & Johnson Group of Companies)
£24.00
Kogan Page Strategic People Sourcing How to Build a Sustainable Talent Pipeline
a huge range and FREE tracked UK delivery on ALL orders.
£31.34
Yellow Pear Press Adaptive Listening
Book SynopsisThere Isn’t One Way to Listen. It’s Time to Adapt Your Listening!“Adaptive Listening is incredible. [It] made me evaluate all aspects of my interactions in life.” ─Workshop participant from Cisco#1 New Release in Running Meetings & Presentations and Human Resources & Personnel ManagementAdaptive Listening is for those who want to improve the way they, and their teams, communicate up, down, across, internally, and externally. Through engaging stories and practical techniques, discover a new model for listening in the workplace.Not just another book on communication. Adaptive Listening helps you up-level the under-trained side of communication amidst the realities of a hectic workday. Researched and tested exclusively in the work setting, Adaptive Listening moves you beyond active listening, embracing easy-to-remember techniques that strengthen relationships and get work done more effectively. Leaders at all levels can improve listening skills. Aspiring, emerging, and established leaders can build more awareness about their own listening style and the impact it has on their workday. Only then can they adapt the way they listen to meet the goals and needs of direct reports, peers, managers, customers, and stakeholders, all while contributing to a positive workplace culture.Inside learn: How to leverage the strengths and avoid the pitfalls of your listening style by recognizing how you prefer to process and respond to information How to break away from ineffective listening and step into Adaptive Listening to meet the goals and needs of the person speaking How to reduce mistrust, misalignment, and miscommunication by being more mindful of the barriers that prevent you from using empathetic communication How to cue other listeners to listen in the way you want and need If you enjoyed You’re Not Listening, Just Listen, Listen Like You Mean It, Power Listening, Nonviolent Communication, or Crucial Conversations, you’ll love Adaptive Listening.
£21.24
John Wiley & Sons Inc The Five Dysfunctions of a Team Team Assessment
Book SynopsisThe Five Dysfunctions of a Team Workshop Team Assessment is a 38-item paper handout that is an excellent team development tool. A key component of the facilitator-lead Five Dysfunctions of a Team Workshop, the Team Assessment delivers what the name implies "a team assessment" rather than an individual self-assessment.
£15.19
HarperCollins Publishers Inc Team Intelligence
£21.25
Taylor & Francis Ltd Human Resource Management in the Hospitality
Book SynopsisHuman Resource Management in the Hospitality Industry: A Guide to Best Practice takes a process' approach and provides the reader with an essential understanding of the purpose, policies and processes concerned with managing an enterprise's workforce within the current business and social environment.Since the ninth edition of this book there have been many significant developments in this field and this new edition has been completely revised and updated in the following ways: Extensively updated content to reflect recent issues and trends relevant to the hospitality industry including: changing labour market profiles and the gig' economy, the digital transformation of HRM practices, employer branding developments, talent management strategies, employee well-being considerations, and contemporary concerns over diversity, gender and harassment at work. Five new chapters on: organizational culture, modern labour markets, eTrade Review"This edition brings the reader to the forefront of contemporary issues affecting the hospitality sector, including the changing business environment and technological trends. It offers valuable insights into the hospitality industry and its workforce, focusing on the context, policies and practices that shape current human resource management, combining theoretical perspectives, industry case studies and best practice advice." Prof. Adele Ladkin, Bournemouth Univeristy, UK "The wide range of current HR topics in the field of hospitality, combined with up-to-date practitioner and consultancy experiences, make this fully revised edition of this seminal text an essential read for any student or professional in the area of hospitality human resource management." Prof. Florian Hummel, IUBH University of Applied Sciences, Germany "Well-informed HR management is one of the driving factors in the hospitality industry and this edition highlights the enormous changes the sector is facing; for example, the developments arising from rapid digitalization, attitudes towards social responsibility and staff development and retention. The case study approach is perfect for university students studying in an applied sciences and international environment." Peter Birdsall, Wittenborg University of Applied Sciences, Netherlands Table of ContentsPart 1 The hospitality industry HRM context 1. Background to the industry’s workforce 2. The human resource management (HRM) concept 3. Organizational culture Part 2 Effectively resourcing the hospitality organization 4. Modern labour markets 5. Job design 6. Recruitment 7. Employer branding 8. Selection 9. Appointment and induction Part 3 Developing the human resource 10. Performance management and appraisal 11. Training 12. Management development: talent management 13. Emotions and well-being at work (by Dr. Conor Sheehan) Part 4 Rewards and Remuneration 14. Reward systems 15. Job evaluation 16. Incentives 17. Employee benefits Part 5 The Employment Relationship 18. Labour turnover and workforce stability 19. Employee relations 20. Employment law 21. Digital human resource management (by Dr. Ioannis Pantelidis) 22. Productivity Part 6 HRM and hospitality: contemporary issues 23. Organizing human resources 24. Managing hospitality people 25. Managing in the international context 26. HRM and multi-site hospitality operations 27. Customer care and service quality 28. Business ethics 29. Career paths in hospitality (by Dr. Maria Gebbels) Appendices A. Lux Hotels case study B. GastroPubs, Restaurants & Bars plc case study C. Red Carnation Hotels Collection case study D. Pan Pacific Hotels and Resorts case study E. Staff Training: A Responsibility for All F. Resources and Organizations: Links
£52.24
Sage Publications Ltd An Introduction to Human Resource Management
Book SynopsisGrasp the fundamentals of Human Resource Management with this engaging and accessible text, ideal for undergraduate and postgraduate students.
£52.24
Practical Inspiration Publishing People Glue
a huge range and FREE tracked UK delivery on ALL orders.
£999.99
Kogan Page Human Resource Management at Work
Book SynopsisMick Marchington was Emeritus Professor of Human Resource Management at University of Manchester, UK and a Chartered Companion of the CIPD.Adrian Wilkinson is a professor and was founding director of the Centre for Work, Organisation and Wellbeing at Griffith University, Australia and a Chartered Fellow of the CIPD.Rory Donnelly is Professor of HRM at the University of Liverpool, UK and a Chartered Member of the CIPD.Anastasia Kynighou is a senior lecturer in Human Resource Management at Manchester Metropolitan University, UK and a Chartered Member of the CIPD.
£44.99
Harvard Business Review Press Dealing with Difficult People (HBR Emotional
Book SynopsisLearn how to deal with difficult colleagues and clients.At the heart of dealing with difficult people is handling their--and your own--emotions. How do you stay calm in a tough conversation? How do you stay unruffled in the face of passive-aggressive comments? And how do you know if you're difficult to work with?This book explains the research behind our emotional response to awful colleagues and shows how to build the empathy and resilience to make those relationships more productive.Books in this series are based on the work of experts including: Daniel Goleman Tony Schwartz Nick Morgan Daniel Gilbert This collection of articles includes "To Resolve a Conflict, First Decide: Is It Hot or Cold?" by Mark Gerzon; "Taking the Stress Out of Stressful Conversations," by Holly Weeks; "The Secret to Dealing with Difficult People: It's About You," by Tony Schwartz; "How to Deal with a Mean Colleague," by Amy Gallo; "How To Deal with a Passive-Aggressive Colleague," by Amy Gallo; "How to Work with Someone Who's Always Stressed Out," by Rebecca Knight; "How to Manage Someone Who Thinks Everything Is Urgent," by Liz Kislik; and "Do You Hate Your Boss?" by Manfred F. R. Kets de Vries.HOW TO BE HUMAN AT WORK.The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
£10.99
Kogan Page Resourcing and Talent Management
Book SynopsisStephen Taylor, Chartered CCIPD, is a senior lecturer in Human Resource Management at the University of Exeter Business School. He is also a Chief Examiner for the CIPD. Before his academic career he worked in a variety of management roles. Based in Devon, UK he is the co-author of Work and Employment in a Changing Business Environment and Armstrong's Handbook of Human Resource Management Practice, both published by Kogan Page.
£46.79
Kogan Page Ltd Research Methods in Human Resource Management
Book SynopsisValerie Anderson, Chartered MCIPD, is the Emeritus Professor of HRD and Education at University of Portsmouth with extensive HRM and HRD management and consultancy experience.Rita Fontinha is Associate Professor in Strategic Human Resource Management and Director of the World of Work Institute at Henley Business School.
£47.49
Mango Media The 7 Habits of Highly Effective People Guided
Book SynopsisA guided journal companion to the card deck of the bestselling The 7 Habits of Highly Effective People, with over 1 million copies sold.
£22.39
Springer Nature Switzerland AG Increasing Learning & Development's Impact
Book SynopsisThis book provides a guide to the process of accrediting training programs, sets out how to achieve consistent measurement of the results of training, and explains why accreditation is critical for capturing and developing today’s workers’ skills, aiding retention, and boosting strategic organizational credibility with millennials. Workplace and executive training is a multi-billion dollar industry and yet an enormous percentage of that budget is spent on programs that have never been rigorously examined to ensure that they are fit for purpose and deliver value for the money. If you’re signing off on that budget, or asking your people to spend time on training programs, shouldn’t that concern you? Training accreditation offers vital quality assurance, ensures global consistency of results and delivers accountability for learning and performance outcomes. Apart from delivering better results and greater ROI, organizations can differentiate themselves from their competitors in the employment marketplace by offering accredited proprietary training. After all, digital natives, and indeed all of today’s most talented potential employees, expect (and increasingly demand) the high quality, engaging and transferable employee development that only accredited programs can deliver. Aligning with the standards set by the International Association of Continuing Education and Training (IACET) – today’s premier accreditation body for training programs – the authors offer principles for quality program structure, delivery, and improvement needed to achieve accreditation. They share practices used by high quality training program managers today, covering business alignment and program administration along with the planning, design, delivery and evaluation of learning systems.Table of ContentsCHAPTER 1: INTRODUCTION............................................................................................... 1 1.1: Rationale for Accreditation......................................................................................... 2 1.2: Business Case............................................................................................................... 7 1.2.1: Today’s Risk Reduced........................................................................................ 7 1.2.2: Tomorrow’s Risk Avoided.................................................................................. 8 1.2.3: Adapt to External Pressures to Change and Re-size............................................. 8 1.2.4: Reduce Direct People Costs................................................................................. 9 1.2.5: Always Innovate................................................................................................. 9 1.2.6: Attract Workers You Want................................................................................ 10 Conclusion......................................................................................................................... 11 References......................................................................................................................... 12 CHAPTER 1: MANAGER TIPS...................................................................................... 14 CHAPTER 1: SUPPLEMENT.......................................................................................... 15 Supplement Tool 1A: The Advanced Organizer............................................................ 15 PART I: STRUCTURE, RESPONSIBILITY AND CONTROL......................................... 18 CHAPTER 2: ALIGN LEARNING WITH ORGANIZATION MISSION VALUES....... 20 2.1: Vision, Mission and Values as Strategy.................................................................... 20 2.2: Alignment Benefits Accreditation.............................................................................. 23 2.2.1: Philosophy on Employee Education.................................................................. 24 2.2.2: Provides Direction............................................................................................. 26 2.2.3: Unifies the Team............................................................................................... 27 2.2.4: Claims Authority............................................................................................... 27 2.3: Steps to writing a Mission and Values Statement..................................................... 28 Conclusion......................................................................................................................... 30 References......................................................................................................................... 30 CHAPTER 2: MANAGER TIPS...................................................................................... 32 CHAPTER 2 : SUPPLEMENT......................................................................................... 34 Supplement Tool 3A: Steps to Writing a Mission and Value Statement......................... 34 CHAPTER 3: STRUCTURING FOR ACCOUNTABILITY............................................... 42 3.1: Models for Structure................................................................................................. 42 3.1.1: Centralized Training Organization..................................................................... 44 3.1.2: Decentralized Training Organization................................................................. 44 3.1.3: Business Embedded Model............................................................................... 45 3.1.4: Corporate Universities and the Emerging Federated Model............................... 46 3.2: Responsibility and Accountability for Learning....................................................... 47 3.2.1: The Senior Learning Executive.......................................................................... 48 3.2.2: Senior Learning Executive Responsibilities....................................................... 48 3.2.3: Learning Processes............................................................................................ 49 3.2.4: Learning Administration................................................................................... 49 3.2.5: Learning Maintenance...................................................................................... 50 3.2.6: Training Audit................................................................................................... 50 3.3: Accountability for Continuing Education Units (CEUs)........................................... 52 3.3.1: Purpose of CEU................................................................................................ 52 3.3.2: Calculating CEU................................................................................................ 52 3.3.3: Recording CEU................................................................................................. 55 Conclusion......................................................................................................................... 55 References......................................................................................................................... 56 CHAPTER 3: MANAGER TIPS...................................................................................... 57 CHAPTER 3: SUPPLEMENT.......................................................................................... 59 Supplement Tool 3A: CEU WORKSHEET (Face-To-Face Event).................................. 59 Supplement Tool 3B: CEU WORKSHEET: Online/Self-Paced...................................... 60 CHAPTER 4: MANAGEMENT OF TRAINING.................................................................. 61 4.1: Learning Environment and Resources...................................................................... 62 4.2: Assessing the Learning Environment........................................................................ 62 4.3: Providing Support Services....................................................................................... 64 4.3.1: Registration Methods......................................................................................... 65 4.3.2: Notifications and Access................................................................................... 66 4.3.3: Seating Arrangements........................................................................................ 66 4.3.4: Equipment to Support Learning......................................................................... 67 4.3.5: Refreshments.................................................................................................... 68 4.3.6: Event Evaluation............................................................................................... 69 4.4: Creating a Supportive Learning Environment......................................................... 70 Conclusion......................................................................................................................... 70 References......................................................................................................................... 71 CHAPTER: 4 MANAGER TIPS...................................................................................... 72 CHAPTER 4: SUPPLEMENT.......................................................................................... 74 Supplement Tool 4A: Tool to Assess the Organization’s Learning Climate.................. 74 PART II: PLANNING THE ENVIRONMENT AND EDUCATIONAL EVENTS.......... 77 CHAPTER 5: PLANNING FOR LEARNING....................................................................... 80 5.1: Quality Management Background............................................................................ 81 5.1.1: Continuous Improvement.................................................................................. 81 5.1.2: Quality and Continuous Improvement in the Context of Learning.................... 83 5.2: Quality Approach to Training – Strategic Planned Learning.................................. 83 5.2.1: Clean up the Talk.............................................................................................. 84 5.2.2: Don’t Say Curriculum!...................................................................................... 84 5.2.3: Structured Learning Plans – the Learning Blueprint........................................... 85 5.2.3.1: Organizational, Job and Individual Needs............................................ 87 5.2.3.2: Planning the Learning Blueprint (shhh! – curriculum planning)......... 88 5.2.3.3: Writing a Learning Blueprint (shhh! - curriculum design).................... 89 5.2.3.4: Formalize the Learning Blueprint......................................................... 90 5.3: Creating Courses – a Design Process...................................................................... 91 5.3.1: Instructional Systems Design (ISD).................................................................. 92 5.3.1.1: ADDIE Model..................................................................................... 92 5.3.1.2: Dick and Carey Systems Approach Model.......................................... 94 5.3.1.3: Successive Approximation Model (SAM)............................................. 95 5.4: Plan to Evaluate......................................................................................................... 96 Conclusion......................................................................................................................... 97 References......................................................................................................................... 97 CHAPTER 5: MANAGER TIPS...................................................................................... 99 CHAPTER 5: SUPPLEMENT........................................................................................ 100 Supplement Tool 5A: Sample Learning Blueprint....................................................... 100 CHAPTER 6: IS TRAINING THE ANSWER? ASSESSING NEEDS............................. 101 6.1: Assessing the Real Need – Determining the Business Problem/GAP...................... 101 6.1.1: Framing the Problem....................................................................................... 103 6.1.2: Type of Need.................................................................................................. 104 6.1.3: Investigating Root Causes................................................................................ 106 6.1.3.1: Individual–Level Root Causes............................................................ 106 6.1.3.2: Organization-Level Root Causes....................................................... 107 6.2: Conducting a Needs Assessment.............................................................................. 110 6.2.1: Setting the Limits............................................................................................. 111 6.2.2: Determining the Data Needed.......................................................................... 111 6.2.3: Identifying Sources of Information................................................................. 111 6.2.4: Selecting Methods for Data Collection........................................................... 112 6.2.5: Collecting and Analyzing the Data.................................................................. 112 6.2.6: Communicating Needs Assessment Results..................................................... 113 6.3: Issues in Needs Assessments.................................................................................... 114 6.4: Planning for Strategic Organizational Learning beyond Needs Assessment......... 115 Conclusion....................................................................................................................... 116 References....................................................................................................................... 116 CHAPTER 6: MANAGER TIPS.................................................................................... 118 CHAPTER 6: SUPPLEMENT........................................................................................ 119 Supplement Tool 6A: Needs Assessment Diagnosis – Where is the real Problem?...... 119 Supplement Tool 6B: Checklist to Guide Training Needs Assessment......................... 121 PART III: BENEFITS AND OUTCOMES........................................................................... 122 CHAPTER 7: INTENDED LEARNING OUTCOMES...................................................... 125 7.1: Name the Program Goal......................................................................................... 125 7.1.1: Training Program Goal Looks to the Future..................................................... 126 7.1.2: Training Program Goal Covers Broad Changes................................................ 127 7.2: Differentiate Goals and Objectives......................................................................... 127 7.3: Analyze Jobs to Determine Performance Objectives............................................. 128 7.3.1: Job Analysis................................................................................................... 129 7.3.2: Performance Objectives in Domains.............................................................. 131 7.3.2.1: The Cognitive Domain..................................................................... 131 7.3.2.2: The Psychomotor Domain................................................................ 133 7.3.2.3: The Affective Domain....................................................................... 134 7.3.3 Using Domains in Performance Objectives..................................................... 136 7.4: Write High Quality Performance Objectives........................................................ 137 7.4.1: Marrying Performance Objectives and Instructional Objectives.................... 137 7.4.2: Descriptors in Every Performance Objective................................................. 137 7.5: Uses for Performance Objectives............................................................................ 139 7.6: Creating Evaluation Methods to Test Objectives................................................... 140 7.7: Preparing Learning Outlines or Storyboards......................................................... 140 7.7.1: Instructional Plan or Storyboard..................................................................... 141 7.8: Writing, Buying or Buying and Modifying Instructional Materials....................... 142 7.9: Communicating Training Events as Opportunities................................................. 142 7.9.1: Communicate to Employees........................................................................... 143 7.9.2: Communicate to Other Managers................................................................... 143 Conclusion....................................................................................................................... 144 References....................................................................................................................... 145 CHAPTER 7: MANAGER TIPS.................................................................................... 147 CHAPTER 7: SUPPLEMENT........................................................................................ 148 Supplement Tool 7A: Instructional Objectives Worksheet........................................... 148 CHAPTER 8: WHO SHOULD BE INVOLVED IN INSTRUCTION?............................. 149 8.1: Qualifying as a Learning and Development Professional....................................... 150 8.2: Knowledge, Skills, Attitudes and Other Competencies Essential for Learning..... 150 8.3: Learning and Development Professionals Skills..................................................... 151 8.3.1: Needs Assessment Skills................................................................................. 152 8.3.2: Job Analysis Skills.......................................................................................... 153 8.3.3: Design Skills.................................................................................................... 154 8.3.4: Development Skills......................................................................................... 154 8.3.5: Implementation Skills...................................................................................... 155 8.3.6: Evaluation Skills.............................................................................................. 156 8.4: Documenting Learning and Development Professional Qualifications.................. 156 8.5: Developing Learning and Development Professional Skills.................................... 157 8.6: Ensuring a Well-Qualified Learning and Development Team................................ 158 Conclusion....................................................................................................................... 159 References....................................................................................................................... 159 CHAPTER 8: MANAGER TIPS.................................................................................... 160 CHAPTER 8: SUPPLEMENT........................................................................................ 161 Supplement Tool 8A: Checklist to Review Instructor Qualifications........................... 161 CHAPTER 9:............................................................................................................................. 162 CONDUCTING LEARNING EVENTS PROFESSIONALLY......................................... 162 9.1: Historical Evolution of the Training and Development Professional..................... 162 9.2: Training and Development Professionals................................................................ 164 9.2.1: Occupational Profile........................................................................................ 165 9.2.2: Required Qualifications................................................................................... 166 9.2.2.1: Credentials, Certifications, and Certificate Programs........................ 167 9.2.2.2: Training Credentials.......................................................................... 168 9.2.2.2.1: Certified Professional in Learning and Performance (CPLP).............. 169 9.2.2.2.2: Associate Professional in Talent Development (APTD)..................... 169 9.2.2.2.3: Certified Performance Technologist (CPT)....................................... 170 9.2.2.2.4: Alternate Credentials................................................................ 170 9.2.2.3: Eligibility for Credentials................................................................... 170 9.2.3: Competencies of Learning and Development Practitioners.............................. 175 9.3: Professional Conduct and Code of Ethics............................................................... 177 9.3.1: Professional Obligations.................................................................................. 178 9.3.2: Confidentiality................................................................................................ 178 9.3.3: Professional Boundaries and Limitations......................................................... 179 9.3.4: Professional Integrity....................................................................................... 179 9.3.5: Maintain Intellectual Property.......................................................................... 180 9.3.6: Inclusionary Practices...................................................................................... 181 9.3.7: Conflicts of Interest......................................................................................... 181 Conclusions..................................................................................................................... 182 References....................................................................................................................... 182 CHAPTER 9: MANAGER TIPS.................................................................................... 185 CHAPTER 9: SUPPLEMENT........................................................................................ 186 Supplement Tool 9A: Professional Development Activities for L & D Personnel... 186 PART IV: CONTENT DESIGN AND DELIVERY............................................................ 187 CHAPTER 10: DECIDING WHAT TO INCLUDE............................................................ 189 10.1: Planning Training for Your Employees and Your Workplace............................ 189 10.1.1: General/Demographic Characteristics......................................................... 190 10.1.2: Current Abilities......................................................................................... 191 10.1.3: Work Environment..................................................................................... 192 10.2: Setting Instructional Objectives............................................................................ 194 10.3: Write Conditions, Action Verbs, and Criteria in Instructional Objectives......... 195 10.3.1: Condition................................................................................................... 195 10.3.2: Action Verbs.............................................................................................. 196 10.3.3: Criteria....................................................................................................... 199 Conclusion....................................................................................................................... 201 References....................................................................................................................... 201 CHAPTER 10: MANAGER TIPS.................................................................................. 203 CHAPTER 10: SUPPLEMENT...................................................................................... 204 Supplement Tool 10A: Instructional Objectives Worksheet......................................... 204 CHAPTER 11:........................................................................................................................... 205 METHODS TO ACHIEVE CONSISTENCY....................................................................... 205 11.1: Design Content....................................................................................................... 205 11.1.1: Workers as Learners.................................................................................... 206 11.1.2: Sequencing the Content............................................................................... 206 11.2: Select Methods....................................................................................................... 208 11.2.1: Methods are categorized.............................................................................. 208 11.2.2: Select Methods According to Objectives..................................................... 209 11.2.3: Create Activities to match Methods and Domains....................................... 210 11.3: Promote Interaction.............................................................................................. 211 11.3.1: Interaction with Content.............................................................................. 212 11.3.2: Interaction with Others................................................................................ 212 11.4: Selecting Instructional Media – Training Delivery............................................... 213 11.4.1: Planning for On-site Learning...................................................................... 214 11.4.2: Planning for Job-integrated Training............................................................ 215 11.4.3: Planning for Peer Learning and Social Media Learning............................... 216 11.5: Implement a Course Planner................................................................................. 216 11.5.1 Using a Course Planning Instrument............................................................. 217 Conclusion....................................................................................................................... 219 References....................................................................................................................... 219 CHAPTER 11: MANAGER TIPS.................................................................................. 220 CHAPTER 11: SUPPLEMENT...................................................................................... 221 Supplement Tool 11A: Methods Overview.................................................................. 221 PART V: ASSESSING OUTCOMES, MAINTAINING RECORDS................................ 225 CHAPTER 12: FEEDBACK AND JOB APPLICATION.................................................. 227 12.1: Providing Learners with Feedback....................................................................... 227 12.1.1: Training Evaluation Policy and Procedures................................................. 228 12.1.2: Record Keeping........................................................................................... 230 12.2: Addressing Job Application of Training............................................................... 232 12.2.1: Defining On-The-Job Transfer.................................................................... 232 12.2.2: Defining and Ensuring Near Transfer of Training..................................... 232 12.2.3: Defining and Ensuring Far Transfer of Training.......................................... 233 12.3: Managers Tips to Provide Learners with Feedback and Ensure On-the-Job...... 235 Conclusion....................................................................................................................... 236 Reference........................................................................................................................ 236 CHAPTER 12: MANAGER TIPS.................................................................................. 238 CHAPTER 12: SUPPLEMENT...................................................................................... 239 Supplement Tool 12A: Brainstorming Guide –Encourage Giving Feedback............. 239 Supplement Tool 12B: Brainstorming Guide –Near Transfer of Learning................. 240 Supplement Tool 12C: Brainstorming Guide –Far Transfer of Learning................... 241 CHAPTE 13: RECORDS AND PROGRAM EVALUATION........................................... 242 13.1: Full Program Evaluation....................................................................................... 242 13.1.1: Purpose....................................................................................................... 243 13.1.2: Reluctance................................................................................................... 243 13.1.3: Comprehensive........................................................................................... 244 13.1.4: Goal Oriented.............................................................................................. 244 13.1.5: Sources........................................................................................................ 245 13.2: Focus: Formative, Summative or Confirmative................................................... 246 13.2.1: Formative.................................................................................................... 246 13.2.2: Summative.................................................................................................. 246 13.2.3: Confirmative............................................................................................... 247 13.3: Evaluation Procedures/Methods........................................................................... 248 13.3.1: Kirkpatrick and Phillips Levels of Evaluation............................................. 248 13.3.2: Other Program Evaluation Methods............................................................. 251 13.4: Report Writing and Audience............................................................................... 253 13.4.1: Results......................................................................................................... 254 13.4.2: Conclusions and Recommendations............................................................ 254 13.4.3: Evaluation Reports..................................................................................... 255 13.5: Training Policy and Records................................................................................. 257 13.5.1: Policy........................................................................................................ 257 13.5.1.1: Evaluation policies..................................................................... 258 13.5.1.2: Learner privacy policies........................................................... 258 13.5.2: Results and Record Maintenance................................................................ 259 13.5.2.1: Training event records................................................................ 259 13.5.2.2: Learner documentation............................................................... 260 13.5.3: Record Maintenance................................................................................... 260 Conclusion....................................................................................................................... 261 References....................................................................................................................... 261 CHAPTER 13 : MANAGER TIPS................................................................................. 263 CHAPTER 13: SUPPLEMENT...................................................................................... 264 Supplement Tool 13A: Level 1 Sample of Evaluation Form........................................ 264 CHAPTER 14: ACCREDITATION SOURCES.................................................................. 265 14.1: Pre-Steps to Achieve Accreditation....................................................................... 265 14.2: Clarify Purpose...................................................................................................... 266 14.3: Research................................................................................................................ 267 14.3.1: Accrediting Bodies...................................................................................... 267 14.3.2: Standards.................................................................................................... 270 14.3.2.1: American National Standards Institute (ANSI)............................ 271 14.3.2.2: International Organization for Standardization (ISO)................ 271 14.3.2.3: Learning and Development Standards........................................ 272 14.4: Business Case......................................................................................................... 273 14.5: Project Plan........................................................................................................... 273 14.6: Accreditation Process............................................................................................ 275 14.7: Recommendation and Tips.................................................................................... 276 Conclusions..................................................................................................................... 283 References....................................................................................................................... 284 CHAPTER 14: MANAGER TIPS.................................................................................. 285 CHAPTER 14: SUPPLEMENT...................................................................................... 286 Supplement Tool 14A: Accreditation Readiness Checklist.......................................... 286
£37.49
Kogan Page Ltd EvidenceBased Management
Book SynopsisEric Barends is Managing Director of the Center for Evidence-Based Management and advises management teams and boards of directors on evidence-based management and decision-making. He is also a visiting lecturer at New York University, Australian National University and VU University Amsterdam.Denise M Rousseau is the H J Heinz II University Professor of Organizational Behavior and Public Policy at Carnegie Mellon University's Heinz College and Tepper School of Business. She was formerly the President of the Academy of Management and is an adviser to numerous social enterprises, professional associations, and governmental and for-profit organizations.Trade Review"Evidence-Based Management is another way of saying 'we deal in facts, in reality'. The differentiating factor in Google's people strategy was that we relied on evidence-based management to separate what we 'hoped would be true' from reality. This superb book gives you the tools to build your own roadmap to excellence." * Laszlo Bock, CEO of Humu and former SVP of People Operations at Google/Alphabet *"Evidence-Based Management seeks to improve the decision making lessons taught in our business schools as well as the decision frameworks business managers and leaders use routinely. If Enron's board, its risk management department, its accounting, finance and legal teams had adopted the principles and practices described in this book, Enron would be alive and well today." * Sherron Watkins, Enron Whistleblower, Time Person of the Year 2002 *"As we leave the age of intuition and enter the era of evidence, leaders need a guide for data-driven decision-making. This book is that guide: an accessible, immediately actionable manual from some of the great pioneers of evidence-based management." * Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg *"Evidence-Based Management addresses a vital need. By lucidly conveying the perspectives of both researchers and practitioners, it should help each community to do its job, protect each from simplistic accounts of one another's work, and facilitate collaboration between them." * Baruch Fischhoff, Howard Heinz University Professor, Department of Engineering and Public Policy and Institute for Politics and Strategy, Carnegie Mellon University *Table of Contents Chapter - 01: Evidence-based management: the basic principles (with Rob Briner); Chapter - 02: ASK: Critical questions about assumed problems and preferred solutions; Section - PART ONE: Evidence from practitioners; Chapter - 03: ACQUIRE: Evidence from practitioners; Chapter - 04: APPRAISE: Evidence from practitioners; Section - PART TWO: Evidence from the scientific literature; Chapter - 05: A short introduction to science (with Rob Briner); Chapter - 06: ACQUIRE: Evidence from the scientific literature; Chapter - 07: APPRAISE: Evidence from the scientific literature (with Rob Briner); Section - PART THREE: Evidence from the organization; Chapter - 08: ACQUIRE: Evidence from the organization (with Martin Walker); Chapter - 09: APPRAISE: Evidence from the organization (with Martin Walker); Section - PART FOUR: Evidence from stakeholders; Chapter - 10: ACQUIRE: Evidence from stakeholders; Chapter - 11 APPRAISE: Evidence from stakeholders; Chapter - 12: AGGREGATE: Weighing and pulling together the evidence; Chapter - 13: APPLY: Incorporating the evidence into the decision-making process (with Alessandra Capezio); Chapter - 14: ASSESS: Evaluate the outcome of the decision taken; Chapter - 15: Building the capacity for evidence-based management; Chapter - 16: Guidelines for critically appraised topics;
£37.99
Random House Publishing Group Who The A Method for Hiring
Book SynopsisIn this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement-and it has a 90 percent success rate.Whether you’re a member of a board of directors looking for a new CEO, the owner of a small
£20.70
Troubador Publishing The Complete It Recruitment Survival Guide
Book SynopsisAyub Shaikh is a renowned trainer, famous for having brought credibility, confidence and industry knowledge to over 5,000 IT recruitment consultants, HR professionals and resourcers through his training courses around the world. In the past Ayub himself was an accomplished IT recruiter in the financial heart of London and is now a mentor to some of the world's largest IT recruitment consultancies. His company Holistica Consulting is the world's only training company dedicated purely to teaching IT recruiters and resourcers all they need to know about the various IT vertical markets such as SAP, JAVA, C#, and Telecoms. Without doubt there is nobody more suited to writing the world's first 'survival guide' for the IT Recruitment industry. Each chapter is written with recruitment relevance in mind, and includes Interview questions and further techniques to help match candidates to jobs. This is a hugely significant work for the IT recruitment industry, but do not be daunted (those of you who are squeamish about IT jargon and terminology).Those who have attended Ayub's training will immediately relate to the uniquely simple, passionate and even humorous ways in which he puts across very complex IT concepts and principals. And his now famous easy-to-understand teaching style continues into this ground breaking book. IT knowledge is delivered in a reassuring and relaxed way; and the stories, trivia, and anecdotes flow throughout. This is an instruction manual like no other. With The Complete IT Recruitment Survival Guide you have a constant, easy-to-understand yet knowledgeable companion as you tackle the murky waters of the world of IT recruitment.
£28.45
Mango Media Le Guide du dirigeant: Nos biais inconscients:
Book SynopsisÉvitez les biais cognitifs et améliorez vos performances au travailLe biais cognitif est un mécanisme de pensée affectant tout individu. Cela se traduit par une altération du jugement, affectant ainsi nos prises de décision. Au niveau professionnel, celles-ci peuvent entraîner de graves conséquences, aussi bien sur le plan humain que stratégique.Prenez les bonnes décisions. Avec plus de 30 techniques et outils vous permettant d’identifier les biais cognitifs et d’éviter les distorsions, vous apprendrez à prendre des décisions stratégiques justes et non basées sur le jugement et l’intuition.Devenez un manager performant. Ce guide changera votre façon de manager et vous livrera de précieux conseils en ressources humaines pour recruter les bonnes personnes, inspirer vos collaborateurs, et développer vos compétences managériales. Grâce aux conseils d’experts, faciles à mettre en place, devenez un leader inspirant!Dans ce livre, apprenez à: Identifier les biais cognitifs et comprendre la neuroscience Cultiver votre curiosité et votre empathie Développer le potentiel de vos collaborateurs Augmenter la performance de vos équipes et obtenir des résultats concrets Si vous êtes à la recherche d’un livre sur le management et la stratégie d’entreprise tels que Vous allez commettre une terrible erreur! ou Dream Team et que vous vous intéressez à la neuroscience, alors vous devez lire Le Guide du dirigeant : Nos biais inconscients.
£10.49
Profile Books Ltd The Art of Counselling
Book SynopsisWhatever you do at work, if you interact with people - either as colleagues or clients - you will need the skills to have sensitive conversations. We cannot all be trained psychotherapists, but we can learn how to effectively listen, empathise and advise others in need. In The Art of Counselling, leading psychologist and psychotherapist Rollo May gives you to tools to interact compassionately and productively, helping you to:- Appear approachable and build empathy from the outset- Tailor your approach according to personality types- Listen with purpose in order to give meaningful adviceA pioneer in the field of existential psychology, Rollo May recognised that many people who are not counsellors by profession are often required to act as such at work. The Art of Counselling has since become a classic of the genre and is more relevant than ever to the modern workplace.
£10.44
Kogan Page Ltd Excellence in People Analytics
Book SynopsisJonathan Ferrar is a globally recognised consultant, speaker and business advisor in HR strategy and analytics. He is chief executive officer of global people analytics firm Insight222, and board advisor to the Chartered Institute of Personnel & Development.David Green is an influencer, advisor and prolific speaker in the field of people analytics, human resources technology and the future of work. He is managing partner at Insight222 and host of the Digital HR Leaders podcast. In 2023 he was named as one of the Most Influential HR Thinkers by HR Magazine.Trade Review"In this book, cutting-edge practitioners share insights that you can start putting into action right away."" * Adam Grant, #1 New York Times bestselling author of THINK AGAIN and host of the TED podcast, WorkLife *"Exceptional and the standard for people analytics" * Dave Ulrich, Rensis Likert Professor, School of Business, University of Michigan Partner, The RBL Group *"A superb book with practical case studies applicable to every HR professional and business leader in the use of data analytics towards better decision making."" * Low Peck Kem, Chief Human Resources Officer, Public Service Division, Prime Minister’s Office, Singapore *"Filled with topical case studies that can support any people analytics and HR team in their pursuit of creating enterprise value." * Loren I. Shuster, Chief People Officer & Head of Corporate Affairs, The LEGO Group *"HR is closer to the business than ever, and this book shows how people analytics is a business activity that drives substantial value." * Katarina Berg, Chief Human Resources Officer, Spotify *"There is a need for companies to become more human in our increasingly digital age. I have found, as a CHRO, that analytics provides equal benefit to both employees and the business, and Excellence in People Analytics dovetails these two very well. Using analytics is clearly one of the most valuable tools for becoming more human, enabling personalization and consumerisation of the employee experience." * Leena Nair Chief Human Resources Officer, Unilever *"People analytics provides business executives with another lever to improve their strategy and operations. Jonathan and David have a deep understanding of this topic and its impact on people and performance. Their work with companies across the globe is now captured in this book, providing insight with a collection of terrific case studies and practical advice. It is an outstanding guide for executives wishing to create value using people analytics." * John Boudreau, Professor Emeritus, Marshall School of Business, University of Southern California *"Excellence in People Analytics is a delightful journey of discovery through the field of people analytics with 30 vivid case studies and practical models. Businesses have recognized that workforce data can unleash the potential of talent and create value for the company. Yet people analytics is one of the biggest capability gaps for organizations. This book inspires me and is a great guide to implement people analytics beyond the 'buzz' term." * Rosa Lee, Executive Vice President of Bosch China & Corporate HR, Head of Asia-Pacific *"Excellence in People Analytics will equip HR leaders and practitioners with the structures and use cases they need to keep up with technology and learn new skills. I have little doubt that this book will define HR's contribution to the workplace of the future." * Bernard Marr, Bestselling author of Data Strategy and Data-Driven HR, futurist and strategic advisor *"Brilliantly insightful, yet practically impactful. This is a foundational book in the field of people analytics that emphasizes a business-first approach for elevating human performance. The nine dimensions for success are complemented with powerful cases that will empower any practitioner to apply these concepts." * Michael J. Arena, VP Talent & Development, AWS and author of Adaptive Space *Table of Contents Section - PART ONE: The case for people analytics; Chapter - 00: Introduction; Chapter - 000: The business value of people analytics; Section - PART TWO: Nine Dimensions for Excellence in People Analytics; Chapter - 01: Governance; Chapter - 02: Methodology; Chapter - 03: Stakeholder Management; Chapter - 04: Skills; Chapter - 05: Technology; Chapter - 06: Data; Chapter - 07: Workforce Experiences; Chapter - 08: Business Outcomes; Chapter - 09: Culture; Section - PART THREE: The next steps for people analytics; Chapter - 10: Transforming people analytics; Chapter - 11: Epilogue - the future of people analytics; Chapter - 12: Concluding remarks; Chapter - 13: Glossary; Chapter - 14: Index
£33.24
Kogan Page Ltd Employment Law
Book SynopsisDavid Lewis is Professor of Employment Law in the Law School at Middlesex University, UK.Malcolm Sargeant was Professor of Labour Law in the Business School at Middlesex University, UK.Ben Schwab is a Lecturer in Employment Law at Kingston University London, UK.Trade Review"Aimed at CIPD and other HRM students this textbook authoritatively covers employment law and is soundly structured, well-written, and up to date. It includes chapter overviews, activities prompting reflection, key learning points, a glossary, and online resources for students and staff." * Michael Jefferson, Senior Lecturer, Law, University of Sheffield, School of Law *"Now in its 16th edition, 'Employment Law, The Essentials' remains the leading textbook for the CIPD advanced Employment Law module. This book covers all key areas of employment law and includes up-to-date case law and legislative amendments. It is well-structured and accessible, including clear learning outcomes, reflective activities, case studies, and suggestions for further reading and useful websites in each chapter. I highly recommend this extremely valuable resource for all HR professionals, business leaders, and those who are studying employment law on HRM or business degrees." * Dr Lauren Kierans BL, Lecturer, Law, Maynooth University, Department of Law *Table of Contents Chapter - 01: The sources and institutions of employment law; Chapter - 02: Formation of the contract of employment (1) – The sources of terms; Chapter - 03: Formation of the contract of employment (2) – Implied terms of law; Chapter - 04: Recruitment and selection; Chapter - 05: Pay issues; Chapter - 06: Discrimination against employees (1); Chapter - 07: Discrimination (2) – Lawful discrimination, vicarious liability, burden of proof, enforcement and equality of terms; Chapter - 08: Parental rights; Chapter - 09: Health and safety at work; Chapter - 10: The regulation of working time; Chapter - 11: Variation, breach and termination of the contract of employment at common law; Chapter - 12: Unfair dismissal (1) – Exclusions and the meaning of dismissal; Chapter - 13: Unfair dismissal (2) – Potentially fair reasons and the concept of reasonableness; Chapter - 14: Redundancy; Chapter - 15: Unfair dismissal and redundancy claims; Chapter - 16: Continuity of employment and transfers of undertakings; Chapter - 17: Information and consultation; Chapter - 18: Trade unions and collective bargaining; Chapter - 19: Glossary
£47.49
Sage Publications Ltd Employment Law
Book SynopsisGain a comprehensive grounding in employment law with this clear and accessible introduction to employment law, designed to demystify complex topics for students.Key features include:Activities and questions present realistic problems and allow students to apply their understanding.Exhibit' boxes outline key case law examples.Debates' sections encourage critical thinking about the law.This thoroughly updated 20th anniversary edition is essential reading for HRM, business and CIPD students studying employment law.Stephen Taylor isAssociate Professor in HRM at the University of Exeter Business School.Astra Emir is a barrister and visiting lecturer at City University.
£48.44
Pooleys Air Pilot Publishing Ltd Air Pilot's Manual - Human Performance &
Book Synopsis
£23.00
Springer-Verlag Berlin and Heidelberg GmbH & Co. KG Leadership Strategies for Women: Lessons from
Book SynopsisHow do women leaders make it to the top of an organization? How can women stay at the top when most of their colleagues are men? What should women do to exercise leadership well? This book tells the stories of four powerful women who knew the answers to these three questions. Therefore, this book also explicitly identifies the key factors in these leaders’ career success, and it elucidates the competencies that enabled the women to exercise leadership effectively. The four success stories offer women who already serve in leadership roles and those who aspire to become great leaders both inspiration and practical lessons that can be applied to real-world challenges.“A wonderful selection of much-needed role models of powerful women who shaped their time with distinctively authentic styles, all their own. An inspiration for both men and women of what more gender balance in global political and economic roles has to offer the world.” Avivah Wittenberg-Cox, CEO 20-first and best-selling author of Why Women Mean Business and How Women Mean Business. “We all know we can learn a lot from history. Leadership Strategies for Women does this in the unexpected context of gender diversity. Nicely written and original, the book is a powerful example of how looking back can help us moving forward.”Frank Uit de Weerd, Vice-President HR Innovation, Research & Development, Royal Dutch/Shell “An inspiring narrative that creatively leverages lessons from four women from the past, each of whom had to play the cards she was dealt, and each a force of nature who prevailed against the odds and shaped her world. Today’s crop of aspiring women leaders, who often start from scratch and face a bewildering array of options and tough performance expectations, would do well to absorb this book’s tightly drawn lessons.”Ingo Walter, Seymour Milstein Professor of Finance, Corporate Governance and Ethics, NYU Stern School of BusinessTrade ReviewFrom the reviews:“This book is an excellent acquisition for those interested in Leadership and Career Development. … The book is very well written with a lot of examples … . The reading is very easy and the book is very fun and I really recommend such reading for the women that intend to become a successful women.” (Inspire and Action Blog, inspireandaction.wordpress.com, November, 2013)Table of ContentsIntroduction.- I Cleopatra VII: Leveraging Difference.- II Isabella of Spain: A woman With Visions.- III Elizabeth I of England: Managing a Team of Men.- IV Catherine the Great: Leading Strategic Growth.- V Four Queens: Lessons in Career Development.- VI Four Queens: Lessons in Leadership.
£41.24
Kogan Page Agile LD
Book SynopsisNatal Dank co-founded PXO Culture, which offers learning, coaching and consultancy and specializes in people experience, HR and business agility. She is also Chief Trendwatcher at the HR Trend Institute and was named one of the Most Influential HR Thinkers of 2022 by HR Magazine. Recognized as a pioneer of Agile in the people profession, Natal hosted the first London-based Agile HR Meetup in 2016, which has since grown into a global movement reshaping the L&D and people profession. She is also the co-author of Agile HR.
£30.39
Kogan Page Armstrongs Handbook of Strategic Human Resource
Book SynopsisMichael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Reward Management Practice and Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into over twenty languages. He is based in London, UK.
£42.74
John Wiley & Sons Inc Digital Humans Thriving in an Online World
Book SynopsisEmbrace the Human Side of Organisational Digital Transformation Digital Humans: Thriving in an Online World is an insightful, engaging and interdisciplinary discussion of how best to transform your organisation into a nimble, digital enterprise with human beings firmly established at the centre of it. The authors draw on complexity theory, anthropology, history, organisational transformation and behavioural science to demonstrate the characteristics that define successful digital organisations. You''ll discover the importance of focusing on human beings even as you make the shift to digital and learn to understand the importance of our new digital ecosystems. Illuminating case studies and examples of organisations that have successfully made the jump to digital are explored and the book presents new and effective ways to make strategic decisions about your company''s future based on our new physical-digital hybrid reality. A can''t-miss blueprint tTable of ContentsAcknowledgements ix About This Book xi Introduction xiii Part One Living in Our Online World 1 Our Brave New Digital World 3 Living in a Changing World 17 The Activated Organization 45 Part Two New Thinking for Digital Humans and Their Organizations 57 1 The Digital Spine 59 2 Build Together 75 3 The Organization of One 99 4 Add-app-ability 113 5 Theatres of Work 129 6 Build Beautiful Things 145 7 Playing Games 157 8 The Power of Small Things 171 9 Targets and the Mirror 187 10 Always Learning 199 11 Creating Meaningful Alternatives 215 12 Turn It On 227 Conclusion: Reflections on New Thinking for Our Brave New Digital World 245 Terms of Art 249 About the Authors 259 Index 261
£15.19
Pearson Education Positive Leader The
Book SynopsisJan Mühlfeit is a global strategist, executive coach and mentor. He is the Former Chairman of Microsoft Europe, where he worked for 22 years. He is currently an entrepreneur in residence' at INSEAD and a coach for Exec MBA students at Cambridge University. Jan is also a member of the Business Advisory Board at Imperial College London. Melina Costi is a professional business writer with a background in marketing management.Trade Review‘The Positive Leader by Jan Muhlfeit is the perfect guide that can help unlock greatness in any leader who wishes to be a catalyst for change and transformation.’ Deepak Chopra, Author, The Soul of Leadership ‘Inspired, thought-provoking and easy to apply. Based on Jan’s own authentic approach, this book shows leaders how to plug into the power of positivity to bring out the very best in themselves and others. Learn valuable lessons on strengths, purpose, energy management and, of course, happiness. Classic Jan!!.. he is the real deal, and so is this book!’ Orlando Ayala, Corporate Vice President, Chairman of Emerging Markets, Microsoft Corporation “The impact of positivity and authenticity in leadership. Jan Muhlfeit has put his finger on a real game changer here.” Frank Brown; Chief Operating Officer, General Atlantic. ‘The cornerstone of world-class success and happiness is self-awareness. This book addresses the most important decision you ever will make—to uncover who you are and offer your best to the world.’ David Svoboda, Athlete, 2012 Olympic Champion in Modern Pentathlon “Jan’s guide to achieving sustained success and happiness is an inspirational reminder of the true qualities of modern leadership. ‘The Positive Leader’ is both a practical handbook and a thoughtful reflection on what it takes to helm organizations in an increasingly complex world.” Jean-Philippe Courtois, EVP and President, Microsoft Global Sales, Marketing & Operations at Microsoft “Full of wisdom garnered over a long and distinguished career and building on the best positive psychology, this book shows you how to be the person who inspires others to new heights. A great guide to becoming an authentic leader and an inspiration for a happier and more meaningful life.” Stephen Joseph, Professor and author of Authentic. How to be yourself and why it matters 'This is a book that champions the value of people over profit with a wisdom that profits will be the by-product of happy and positive people.' Tim Gallwey, Author, The Inner Game of Tennis ‘’In an era in which good leadership is scarce, this book, product of years of experience by its author in leadership positions, is an excellent guide to young aspiring new leaders.’’ Androulla Vassiliou, Former EU Commissioner for Education, Culture, Multilingualism and Youth “Leadership gets much easier when you have great talent that works well together in a strong culture – Jan, provides a powerful and enlightened approach for you to achieve your potential as a leader.” Jeff Raikes, Co-founder, Raikes Foundation and Former CEO of the Bill & Melinda Gates Foundation “A clear and compelling roadmap for energizing your leadership! The book is a fantastic source of practical insights grounded in positive psychology.” Peter Zemsky, Deputy Dean and Dean of Executive Education, INSEAD "A totally new perspective on leadership. Scrap the old belief that happiness follows success. Instead, think that success follows happiness. A true paradigm shift." Patricia Falco Beccalli, Founder & CEO, Principle AG, Former Anchor of CNBC “Jan Muhlfeit proposes a very human-centered and emotionally literate management approach. This book is a must read for managers navigating today’s complex and fragmented enviroTable of ContentsIntroduction: Setting the Scene for Positive Leadership PART 1: Building Strengths Positive People (The ‘WHO’) Chapter 1: Who Am I? (Self-Awareness, Strengths & The EQ Factor) Chapter 2: Strengths Audit (Unlocking Strengths & Getting Authentic) Chapter 3: Creating Super-Talented Teams PART 2: Personal Mission & Ultimate Vision Positive Purpose (The ‘WHY’) Chapter 4: What is the ‘WHY’? (Working Your Personal Mission) Chapter 5: Being Visionary (Inspiring the Dream & Making it Happen) Chapter 6: The Big Picture (Building a Winning Culture) PART 3: Energy Management Positive Process (The ‘HOW’) Chapter 7: Slave to Success (Burnout & Stress) Chapter 8: How to Become a Chief Energy Officer (CEO) Chapter 9: A Four-Way Strategy for Managing Energy PART 4: Success vs Happiness Positive Place (The ‘WHERE’) Chapter 10: Pursuing the Happiness Path Chapter 11: In a Better Place (Strategies for Day-to-Day Happiness) Chapter 12: Your Leadership Legacy (Helping Others & Social Support) Conclusion: Your Happiness/Success Story!
£16.14
Berrett-Koehler Publishers Breakthrough Coaching: Creating Lightbulb Moments
Book SynopsisLight bulb moments in coaching are the creative insights that change minds and lives.A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery.Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever.Read Breakthrough Coaching to unlock access to: 5 Modules of learning and discovery 19 Resource Tools and 5 Practice Exercises Coaching case studies and examples And so much more No longer will you worry ?can I really say that?? or ?should I have said more?? Instead, you?ll be able to reveal deep desires and dreams, shine a light on blind spots and mental blocks, and open your client''s minds to new perspectives that change their stories ripe with new possibilities?in less than an hour of your time together.
£22.95
Society for Human Resource Management Actualized Teamwork
Book SynopsisWilliam L. Sparks serves as the Dennis Thompson Chair and Professor of Leadership at the McColl School of Business at Queens University of Charlotte. Concurrently, he serves as the Managing Partner with William L. Sparks & Associates, LLC, and as a Partner with Peter Browning Partners, LLC, providing leadership, team, and board development services to organizations worldwide. He created and validated the Actualized LeaderProfile, the ALP360, and the Actualized Team Profile over the last twenty years, and they have been translated into nine languages. His TEDx Talk, "The Power of Self-Awareness," explores the importance of personal responsibility for self-actualization. He completed his Ph.D. in Organizational Behavior and Development from the School of Business
£24.61
Kogan Page Ltd Human Resource Management
Book SynopsisStephen Taylor, Chartered CCIPD, is a Senior Lecturer in Human Resource Management at the University of Exeter Business School, UK and also a Chief Examiner for the CIPD. Based in Devon, UK, he previously taught at Manchester Business School and Manchester Metropolitan University Business School and has worked in a variety of management roles in the hotel industry and in the NHS.Professor Carol Woodhams is Professor of Human Resource Management and Head of the Department of People and Organisations at the University of Surrey, UK. She has held various positions within the CIPD including National Examiner for Designing and Delivering Training and Editor of the flexible learning materials at Intermediate and Advanced levels and is based in Surrey, UK. She was named by HR Magazine as the most influential HR thinker in 2023.Trade Review"This textbook offers comprehensive coverage of the contemporary employment relationship which will support those studying human resource management to develop insight and understanding of important workplace matters." * Professor Carol Atkinson | Director of Research – Faculty of Business and Law| Manchester Metropolitan University *Table of Contents Chapter - 01: Managing the employment relationship; Chapter - 02: Talent management and workforce planning; Chapter - 03: Reward management; Chapter - 04: Employment law; Chapter - 05: Human resource development; Chapter - 06: Improving organisational performance; Chapter - 07: People management in an international context; Chapter - 08: Equality, diversity and inclusion; Chapter - 09: Wellbeing at work; Chapter - 10: Glossary
£37.99
Simon & Schuster People Skills
Book SynopsisImprove your personal and professional relationships instantly with this timeless guide to communication, listening skills, body language, and conflict resolution.Maybe a wall of silent resentment has shut you off from someone you love. Maybe you listen to an argument in which neither party seems to hear the other. Or maybe your mind drifts to other matters when people talk to you. People Skills is a communication skills handbook that can help you eliminate these and other communication problems. Author Robert Bolton describes the twelve most common communication barriers, showing how these ?roadblocks? damage relationships by increasing defensiveness, aggressiveness, or dependency. He explains how to acquire the ability to listen, assert yourself, resolve conflicts, and work out problems with others. These are skills that will help you communicate calmly, even in stressful emotionally charged situations. People Skills will show you: -How to get your needs met using simple assertion techniques -How body language often speaks louder than words -How to use silence as a valuable communication tool -How to de-escalate family disputes, lovers'' quarrels, and other heated arguments Both thought-provoking and practical, People Skills is filled with workable ideas that you can use to improve your communication in meaningful ways, every day.Table of ContentsContentsPrefacePART ONEIntroductionCHAPTER ONESkills for Bridging the Interpersonal GapCommunication: Humanity's Supreme AchievementThe Ineffectiveness of Most CommunicationThe Ache of LonelinessSo Much Lost LoveA Key to Success at WorkA Life-or-Death MatterYou Can ChangeYou Will Change!Managing Your Resistance to LearningFive Sets of SkillsSummaryCHAPTER TWOBarriers to CommunicationCommon Communication SpoilersWhy Roadblocks Are High-Risk ResponsesJudging: the Major RoadblockRoadblockSending Solutions Can Be a Problem!Avoiding the Other's ConcernsRoadblock Number ThirteenSummaryPART TWOListening SkillsCHAPTER THREEListening Is More Than Merely HearingThe Importance of ListeningListening DefinedListening Skill ClustersAttending SkillsFollowing SkillsSummaryCHAPTER FOURFour Skills of Reflective ListeningReflective Responses Provide a Mirror to the SpeakerParaphrasingReflecting FeelingsReflecting MeaningsSummaryCHAPTER FIVEWhy Reflective Responses WorkStyle and Structure in ListeningSix Peculiarities of Human CommunicationSkepticism Is Best Dissolved by ActionSummaryCHAPTER SIXReading Body languageThe Importance of Body LanguageNonverbals: The Language of FeelingsThe "Leakage" of Masked FeelingsGuidelines for Reading Body LanguageReflect the Feelings Back to the SenderA Clear But Confusing LanguageSummaryCHAPTER SEVENImproving Your Reflecting SkillsGuidelines for Improved ListeningBeyond Reflective ListeningWhen to Listen ReflectivelyWhen Not to Listen ReflectivelyThe Good News and the Bad NewsSummaryPART THREEAssertion SkillsCHAPTER EIGHTThree Approaches to RelationshipsListening and Assertion: The Yin and Yang of CommunicationMethods for Developing AssertivenessThe Need to Protect One's Personal SpaceImpactingThe Submission-Assertion-Aggression ContinuumPayoffs and Penalties of Three Ways of RelatingChoose for YourselfSummaryCHAPTER NINEDeveloping Three-Part Assertion MessagesVerbal Assertion: The Third OptionThree-Part Assertion MessagesEffective and Ineffective Ways of ConfrontationWriting Three-Part Assertion MessagesA Voyage of Self-Discovery and GrowthSummaryCHAPTER TENHandling the Push-Push Back PhenomenonSurprise AttackThe Human Tendency to Be DefensiveThe Upward Spiral of Increasing DefensivenessA Six-Step Assertion ProcessSummaryCHAPTER ELEVENIncreasing Your Assertive OptionsMany Varieties of Assertive Behavior"Natural" AssertionsSelf-DisclosureDescriptive RecognitionRelationship AssertionsSelective InattentionWithdrawalThe Spectrum ResponseOptionsNatural and Logical ConsequencesStop the Action; Accept the FeelingsSay "No!,"Modify the EnvironmentThe Danger of Going OverboardThe Aura of AssertivenessSummaryPART FOURConflict Management SkillsCHAPTER TWELVEConflict Prevention and ControlConflict Is UnavoidableConflict Is Disruptive and/or DestructiveThe Benefits of ConflictRealistic and Nonrealistic ConflictPersonal Conflict Prevention and Control MethodsGroup/Organizational Prevention and Control MethodsThe Dangers of Conflict Prevention and ControlSummaryCHAPTER THIRTEENHandling the Emotional Components of ConflictFocus on the Emotions FirstThe Conflict Resolution MethodThe Conflict Resolution Method in ActionFour Ways to Use the Conflict Resolution MethodPreparation for the EncounterEvaluating the ConflictExpected Outcomes of the Conflict Resolution MethodSummaryCHAPTER FOURTEENCollaborative Problem Solving: Seeking an Elegant SolutionThree Kinds of ConflictAlternatives to Collaborative Problem SolvingSeeking an Elegant Solution Through Collaborative Problem SolvingSix Steps of the Collaborative Problem-Solving MethodWhat This Problem-Solving Method CommunicatesCollaborative Problem-Solving in ActionHandling the Crucial PreliminariesWhat Do I Do When Collaborative Problem Solving Doesn't Work?Applications of Collaborative Problem SolvingSummaryCHAPTER FIFTEENThree Essentials for Effective CommunicationIn Communication, Skills Alone Are InsufficientGenuinenessNon-possessive LoveEmpathyImplementation of the Core AttitudesAFTERWORDFour Steps to Improved CommunicationA Quantified Commitment to Use the SkillsSelect Appropriate SituationsUndaunted by Occasional FailurePrepare Others for the ChangeSkill TrainingNotesIndex
£11.69
BenBella Books Get A Grip: How to Get Everything You Want from
Book SynopsisIt's time to take your business to the next level. Eileen Sharp and Vic Hightower were frustrated. After years of profitable, predictable growth, Swan Services was in a rut. Meetings were called and discussions held, but few decisions were made and even less got done. People were pointing fingers and assigning blame, but nothing happened to solve Swan's mounting problems. It felt as though they were working harder than ever but with less impact. The company Eileen and Vic had founded and built for 10 years was a different place. Their story is not unusual, and the challenges they were facing are common--and solvable. Get A Grip tells the story of how Swan Services resolves its issues by implementing the Entrepreneurial Operating System(R). With the help of EOS, Eileen, Vic, and their leadership team learn to develop and commit to a clear vision, establish focus, build discipline, and create a healthier and more cohesive team. The story of Swan Services is a fable, but the Entrepreneurial Operating System(R), a complete entrepreneurial toolkit, is very real and has helped thousands of businesses worldwide. With characters and situations created from collective business experiences and stories, Get A Grip is a fable that will ring true for entrepreneurial leaders the world over and guide them to get their companies on track.Trade Review"Gino Wickman's first book Traction, describing his Entrepreneurial Operating System (EOS), is already one of the great improvement game plans for business owners in America. Here, in his new brainstorm with coauthor Mike Paton, he takes entrepreneurial readers through a single story to show how every advantage of implementing EOS can actually become a practical reality in their own businesses. I would absolutely read both books together." --Dan Sullivan, Founder of Strategic Coach(R) "Over the years I've heard countless testimonials from entrepreneurs who swear by Gino Wickman's first book, Traction, but only after reading Get A Grip did I see clearly how implementing his Entrepreneurial Operating System could truly transform a business and put it on the road to greatness. This book will change your company--and your life." --Bo Burlingham, Editor-at-Large of Inc. magazine, Author of Small Giants: Companies That Choose to Be Great Instead of Big
£15.19
Ebury Publishing How To Become A Great Boss
Book SynopsisThe great boss simple success formula includes:--Hire only top-notch people--Put the right people in the right job--Listen to your staff--Remove frustration and barriers that fetter the people--Say 'thank you' publicly and privatelyJeffrey J.Trade ReviewSimplicity in business books is a formidable virtue, something Jeffrey J Fox understands...No tip takes longer than two minutes to read, though the messages they impart may well remain with you for a lifetime. * Eurobusiness *
£15.29
John Wiley & Sons Inc The Power of a Positive Team
Book SynopsisA book about teams to help teams become more positive, united and connected. Worldwide bestseller the author of The Energy Bus and The Power of Positive Leadership shares the proven principles and practices that build great teams - and provides practical tools to help teams overcome negativity and enhance their culture, communication, connection, commitment and performance. Jon Gordon doesn't just research the keys to great teams, he has personally worked with some of the most successful teams on the planet and has a keen understanding of how and why they became great. In The Power of a Positive Team, Jon draws upon his unique team building experience as well as conversations with some of the greatest teams in history in order to provide an essential framework, filled with proven practices, to empower teams to work together more effectively and achieve superior results. Utilizing examples from the writing team who created the hit showTable of ContentsNo One Creates Success Alone 1 1 The Power of Positive 7 2 Positive Teams Create Positive Cultures 13 Create Your Culture 16 Culture Is Dynamic, Not Static 17 Make Your Bus Great 18 Make Your Culture a Priority 18 Invest in the Root 19 Decide to Be Vitamin C 21 The Power Is on the Inside 22 What Do We Want to Be? 22 3 Positive Teams Work Together toward a Shared Vision with a Greater Purpose 25 Shared Vision 28 Greater Purpose 28 Purpose-Driven Goals 29 Vision + Mission 31 Telescope and Microscope 32 Creating Billions and Winning Gold 32 The World’s Largest Family 34 The Table 35 Keep Your Vision and Purpose Alive 36 Make Your Vision and Purpose Come Alive 37 One Word 38 Make Sure Everyone Is on the Bus 39 Everyone Means Everyone 40 4 Positive Teams Work Together with Optimism, Positivity, and Belief 41 Stay Positive Together 43 Believe Together 44 Encourage Each Other 46 Feed the Positive Dog 47 Talk to Yourself 48 Replace Have To with Get To 49 Make the Next Opportunity Great 50 L.O.S.S. 50 Shark or Goldfish 52 Think Like Rookies 52 Defeat Murphy 53 Inside Out 54 Distort Reality 56 Fear or Faith 56 The Positivity Experiment 57 Don’t Stop Believing 59 The Best Is Yet to Come 60 5 Positive Teams Transform and Remove Negativity 63 No Energy Vampires Allowed 66 It Starts at the Culture Level 67 The First Step Is Transformation 68 Remove the Negativity 68 It’s Not Okay to Be Moody 70 Implement the No Complaining Rule 71 Weed and Feed 72 Positive Conflict 73 6 Positive Teams Communicate and Connect 77 Connection Is the Difference between Good and Great 80 It Starts with Communication 82 Where There Is a Void, Negativity Will Fill It 83 Fill the Void 84 One-on-One Communication 85 Why Don’t We Communicate? 85 On a Scale of 1 to 10 87 Listening Enhances Communication 88 Communicate to Connect 89 Team Beats Talent When Talent Isn’t a Team 89 Team + Talent 91 Team Building 93 It’s Worth It 97 Team Grit 99 7 Positive Teams Commit and Care 101 Play Your Notes 104 Team First 104 We before Me 107 Commitment Recognizes Commitment 109 Committing Makes Everyone Better 110 Serve to Be Great 111 Commit to Your Team 112 Do You Care? 113 Care More 114 Craftsmen and Craftswomen 115 You Can’t Fake It 116 8 Positive Teams Are Always Striving to Get Better 119 The One Percent Rule 122 Own the Boat 122 Elite of the Elite 123 Love and Accountability 124 Family and Team 125 Love Tough 127 Positive Discontent 127 Tell-the-Truth Mondays 128 Have the Difficult Conversations 129 Like versus Love 130 Forged in the Fire 132 9 We Are Better Together 133 Meraki 140 Are You a Real Team? 143 11 Thoughts about Teamwork 145 References 147 Let us help you build a Positive, United,and Connected Team 149 Power of a Positive Team Resources 151 Positive U 152 Other Books by Jon Gordon 153
£17.85
Bloomsbury Publishing PLC Work and Organizational Behaviour
Book SynopsisCritical and accessible, the new edition of this bestselling textbook offers valuable insight into contemporary management practices and encourages readers to reflect on the realities of the workplace. Work and Organizational Behaviour takes a unique and well-rounded approach, exploring key theories and topics through the lenses of sociology, psychology, ethics and sustainability. Firmly embedded in the latest research and the wider geopolitical environment, this new edition places OB in the context of climate change, the rise of unstable working conditions and the impact of new technologies. A strong suite of pedagogy supports student learning, demonstrating key theories in action and preparing readers for the real world of work. Cases and features illustrate contemporary organizational practices and their impact across the world, in a range of industries. With streamlined content, an improved structure, and an enhanced focus on leadership, Work and Organizational Behaviour<Table of Contents1. Introducing contemporary organizational behaviour 2. Work and the gig economy 3. Studying work and organizations 4. Class, gender, race and equality 5. Personality and self-identity 6. Perception and emotions 7. Motivation 8. Learning 9. Group and team dynamics 10. Communication 11. Structure 12. Technology 13. Culture 14. Human resource management 15. Leadership 16. Decision making, ethics and social responsibility 17. Power, politics and conflict 18. Change.
£52.24
