Personnel and human resources Books

Book SynopsisFast track route to failsafe strategies for managing people Covers all the key challenges of people management, from the development of the personnel profession and early theories to the rapid changes of recent years as skill requirements have grown and the concept of intellectual capital has taken hold Examples and lessons from some of the world's most successful people businesses, including IBM Europe, Southwest Airlines and Parker Hannifin, and ideas from the smartest thinkers, including Jeffrey Pfeffer, Mark Huselid, David Ulrich and Leif Edvinsson Includes a glossary of key concepts and a comprehensive resources guideTable of ContentsIntroduction to Express Exec Introduction to People Express People Express: What is People Management? The Evolution of People Management The E-Dimension of People Management The Global Dimension of People Management The State of the Art of People Management People Management: Success Stories Key Concepts and Thinkers in People Management Resources for People Management Ten Steps to Making People Management Work Frequently Asked Questions (FAQs) Index

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Book SynopsisFast track route to getting the most from teams and team working Covers the key areas of team working, from developing an existing team and building highly effective new teams to virtual teaming and teams in the global economy Examples and lessons from some of the world's most successful businesses, including Southwest Airlines, the Mayo Clinic and Hitachi, and ideas from the smartest thinkers, including Warren Bennis, Meredith Belbin, Ken Blanchard and Jon R. Katzenbach and Douglas K. Smith Includes a glossary of key concepts and a comprehensive resources guideTable of ContentsIntroduction to Express Exec Introduction What is Teamworking Evolution of Teamworking The E-Dimension The Global Dimension The State of the Art In Practice Key Concepts and Thinkers Resources Ten Steps to Making It Work Frequently Asked Questions (FAQs) Index

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Book SynopsisFast track route to mastering all aspects of managing a diverse workforce Covers all the key techniques for managing diversity successfully, from motivating all parts of the workforce to techniques for avoiding stereotyping, and from managing the multilingual organization to using technology Examples and lessons from some of the world's most successful businesses, including Coca Cola, British Airways and Mitsubishi, and ideas from the smartest thinkers, including Richard Lewis and Fons Trompenaars Includes a glossary of key concepts and a comprehensive resources guide ExpressExec is a unique business resource of one hundred books. These books present the best current thinking and span the entire range of contemporary business practice. Each book gives you the key concepts behind the subject and the techniques to implement the ideas effectively, together with lessons from benchmark companies and ideas from the world's smartest thinkers. ExpressExec is organised into ten core subject areas making it easy to find the information you need: 01 Innovation 02 Enterprise 03 Strategy 04 Marketing 05 Finance 06 Operations and Technology 07 Organizations 08 Leading 09 People 10 Life and Work ExpressExec is a perfect learning solution for people who need to master the latest business thinking and practice quickly.Table of ContentsIntroduction to Managing Diversity What is Managing Diversity? The Evolution of Managing Diversity The E-Dimension in Managing Diversity The Global Dimension of Managing Diversity The State of the Art of Managing Diversity Managing Diversity Success Stories Key Concepts and Thinkers in managing Diversity Resources for Managing Diversity Ten Steps to Making Managing Diversity Work

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Book SynopsisFast track route to the effective management of flexible workersand working arrangements Covers the key areas of managing the flexible workforce fromattitude formation and leadership, direction and motivation togroup management and flexible workforce development Examples and lessons from some of the world's most successfulbusinesses including Sandals Inc, British Airways, Cobra Beer, andSemco, and ideas from the smartest thinkers including PeterDrucker, Peter Senge, Linda Gratton and Robert Heller Includes a glossary of key concepts and a comprehensiveresources guideTable of ContentsIntroduction to Express Exec Introduction to Flexible Working What is Flexible Working? The Evolution of Flexible Working The E-Dimension of Flexible Working The Global Dimension of Flexible Working The State of the Art Flexible Working Success Stories Key Concepts and Thinkers Resources for Flexible Working Ten Steps to Effective Flexible Working Frequently Asked Questions (FAQs) Index

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Book SynopsisThe fast track route to mastering all aspects of training and development. Covers key training and development best practice and thinking, from establishing current levels of knowledge and skills to setting priorities, and from developing individual action plans to using technology. Examples and lessons from some of the world's most successful businesses, including American Airlines and National Air Traffic Services, and ideas from the smartest thinkers, including Meredith Belbin and Katherine Briggs and Isabel Briggs Myers. Includes a glossary of key concepts and a comprehensive resources guide.Table of ContentsIntroduction to Training and Development What Are Training and Development? The Evolution of Training and Development The E-Dimension The Global Dimension The State of the Art Success Stories Key Concepts and Thinkers Resources Ten Steps to Making the Concepts Work

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Book SynopsisFast track route to mastering business decision making Covers the key areas of decision making, from decision support systems and global templates to contemplation and implementation Examples and lessons from some of the world's most successful businesses, including Coca Cola and Pepsi Cola, The Valio Group, Best Buy, and Scandic Hotels, and ideas from the smartest thinkers, including Mary Altomare, Mike Aristedes, David L. Cooperrider, Andre L. Delbecq, J. D. Eveland, Brian Hsieh, Don Mankin, Paul Nutt, Daniel Power, and Morris Raker Includes a glossary of key concepts and a comprehensive resources guideTable of ContentsIntroduction to Express Exec Introduction Definition of Terms: What is Decision Making? The Evolution of Decision Making The E-Dimension The Global Dimension The State of the Art In Practice: Success Stories Glossary Resources Ten Steps to Effective Decision Making Frequently Asked Questions (FAQs) Acknowledgements Index

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Book SynopsisFast track route to managing human resources on a global scale Covers the key areas of global HR, from developing andcompensating local and expatriate talent and working within locallaws and customs to creating global HR strategy and succeeding as astrategic business partner Examples and lessons from some of the world's most successfulbusinesses, including Nortel Networks, Matsushita, and RoyalDutch/Shell, and ideas from the smartest thinkers, including DaveUlrich, Vladimir Pucik, Steve Kerr and Mike Losey Includes a glossary of key concepts and a comprehensiveresources guideTrade Review“…A fast-track guide to managing human resources on an international scale….” (Human Resources, February 2004)Table of ContentsIntroduction to Express Exec Introduction Definition of Terms Evolution The E-Dimension The Global Dimension The State of the Art In Practice Key Concepts and Thinkers Resources Ten Steps to Making It Work Frequently Asked Questions (FAQs) Index

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Book SynopsisFast track route to understanding leaders and leadership Covers the key areas of leadership, from transformational, charismatic and adaptive leadership to co-leadership and a new emphasis on great low-profile leaders Examples and lessons from some of the world's most successful leaders, including Jack Welch, Akio Morita, and Archie Norman, and ideas from the smartest thinkers, including Warren Bennis, Manfred Kets de Vries, Charles Hampden-Turner and Fons Trompenaars, Henry Mintzberg, and Jim Collins Includes a glossary of key concepts and a comprehensive resources guideTable of ContentsIntroduction to Express Exec introduction to Leadership What is Leadership? The Evolution of Leadership Thinking The E-Dimension The Global Dimension The State of the Leadership Debate In Practice: Leadership Success Stories Key Concepts and Thinkers Resources Ten Steps to Making Leadership Work 1 Frequently Asked Questions (FAQs) Index

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction. What is Meant by Training and Development. Evolution of Training and Development.. The E-Dimension of Training and Development. The Global Dimension of Training and Development. The State of the Art. Training and Development Success Stories. Key Concepts and Thinkers. Resources for Training and Development. Ten Steps to Effective Training and Development. Frequently Asked Questions (FAQs). Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction. Definition of Terms. Evolution: From Feudal Posts to Fast-track Projects. Evolution: Towards a Global Learning Organization. The E-Dimension. The State of the Art. In Practice. Key Concepts and Thinkers. Resources. Ten Steps to Making it Work. Frequently Asked Questions (FAQs). Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction to E-Training and Development. What is Meant by E-Training and Development. The Evolution of E-Training and Development. The E-Dimension. The Global Dimension. The State of the Art. In Practice - E-Training and Development Success Stories. Key Concepts and Thinkers. Resources for Training and Development. Ten Steps to Making E-Training and Development. Frequently Asked Questions (FAQs). Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction. What is Boardroom Education?. Evolution of Boardroom Education. The E-Dimension. The Global Dimension. The State of the Art. In Practice.. Key Concepts and Thinkers. Resources. Ten Steps to Making it Work. Frequently Asked Questions (FAQs). Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction. What is Management Development?. Evolution of Management Development. The E-Dimension. The Global Dimension. The State of the Art. In Practice.. Key Concepts and Thinkers. Resources. Ten Steps to Making it Work. Frequently Asked Questions (FAQs). Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction. What Do We Mean by "Developing Teams"? The Evolution of Developing Teams. The E-Dimension. The Global Dimension. Developing Teams: The State of the Art. Team Development Success Stories. Key Concepts and Thinkers. Resources for Development Teams. Ten Steps to Making It Work. Frequently Asked Questions. Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction to Implementing a Training and Development Strategy. What Do We Mean by a Training and Development Strategy? The Evolution of a Training and Development Strategy.. Training and Development Strategies and The E-Dimension. Implementing a Training and Development Strategy - Global Implications. The State of the Art of Implementing Training and Development Strategies . In Practice - Implementing a Training and Development Strategy Success Stories. Key Concepts and Thinkers. Resources for Implementing a Training and Development Strategy . Ten Steps to Implementing a Training and Development Strategy. Frequently Asked Questions. Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction. Definition of Terms. Evolution. In Practice. The Global Dimension. The State of the Art. Success Stories. Key Concepts and Thinkers. Resources. Ten Steps to Making it Work. Frequently Asked Questions (FAQs). Index.

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Book SynopsisEffective Training & Development is essential if you are to continuously get the best from your people and extend the knowledge shelf-life of your company. This module explores the vast array of options available to the HR function including on-the-job learning, formal management education, coaching and mentoring. Cost-effectiveness and measurable payback are also dealt with as cornerstones of any training and development activity.Table of ContentsIntroduction to ExpressExec. Introduction to Training and Development Finance. Training and Development Finance: What does Managing Training and Development Finance Involve? The Evolution of Training and Development Finance. The E-Dimension. The Global Dimension. The State of the Art. Managing Training and Development Finance in Practice. Key Concepts and Thinkers. Resources. Ten Steps to Managing Training and Development Finance. Frequently Asked Questions (FAQs). Index.

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Book SynopsisManaging People Across Cultures maps out the value of people issues in the organizations of today. It challenges us to ask key questions such as ?How did Human Resource Management (HRM) come to be and what genuine need is there for it?? and ?What should the future direction of HRM be?? Fons Trompenaars and Charles Hampden-Turner spell out their vision for what HRM must do to stay relevant to businesses today. Their view is that people management must embrace the values of entrepreneurship i.e. agility, flexibility and innovation to ensure its continued effectiveness. The authors also argue that workplaces have to become customized to grow and learn as its employees push the boundaries of learning and discovery. Functional barriers also need to be torn down. You will discover that the rightful place for HRM is at the fountainhead of any business; the place where ideas are first generated and mobilized for action.Trade Review"... attempt[s] to bring balance, insight and logic... the authors succeed admirable in this endeavour…." (Dialogin.com, June 2006)Table of ContentsIntroduction; Human Resource Management: A leading Force or a Palliative? 1. Human Resource Management and Corporate Culture. 2. Recruitment, Selection, and Assessment. 3. Training Managers to Attain Strategic Goals. 4. How HRM Can Facilitate the Problem-Solving Power of Teams. 5. Building a Learning Organization: A challenge to HR. 6. Leadership Development Across Cultures. 7. From Personal Diagnoses to Web-Based Assessments. 8. Steps Towards Resolving Dilemmas. 9. Creating an Assessment Center. 10. Varieties of Culture Shock. Endnotes. Appendices. Bibliography. Index.

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Book SynopsisThe aim of this book is primarily to enable those wanting to invest in coaching to be able to do so in the most effective way whether they are doing this as an organisation or as an individual. It illustrates the impact coaching can have and identifies changes in leadership and management demands and expectations. We consider what a coachee gets out of coaching, different formats for coaching and its potential value at Board level, including for the Chief Executive Officer, and for other individuals or groups such as new recruits or those who have just been promoted. We look at the difference between coaching and mentoring and the potential benefits that both can have, especially in combination. We look at how coaching programmes can be introduced effectively and how a leader might introduce coaching in their organisation. We address the international dimension with many organisations looking to ensure that leadership is based on similar values throughout its global reach. This book is unashamedly about business coaching. Quality coaching engagement will impact into an individual's wider life priorities and use of time and energy. But the effective delivery of business priorities has to be at the basis of introducing business coaching. Chapter headings: Effective Engagement The Impact Coaching Can Have Coaching in Context: Changes in Leadership and Management Demands and Expectations What Makes a Good Coach What a Coachee Gets Out of Engaging with Coaching Different Formats for Coaching Coaching and the Chief Executive Different Focuses of Individual Coaching The Difference Between Coaching and Mentoring Meeting Business Priorities Introducing Coaching Programmes in a Whole Organisation Running Coaching in Your Organisation The International Dimension Trade Review"Lively and brimming with enthusiasm…brings together practical advice and experience from people who are at the heart of the industry" (People Management, Thursday 9th August) "Business Coaching is a real breath of fresh air…a practical and useful read for everyone in HR." (Human Resources, September 2007) "...a useful tool for HR teams looking to dispel similar misconceptions in their own organisations." (Strategic HR Review, January 2008)Table of ContentsAcknowledgements. Foreword. Introduction. 1. Effective Engagement. 2. The Impact of Coaching. 3. Coaching in Context: Changes in Leadership and . Management Demands and Expectations. 4. What Makes a Good Coach?. 5. What a Client Gets Out of Engaging with Coaching . 6. Different Formats for Coaching. 7. Coaching Starts at the Top. 8. Different Contexts Where Coaching Can Make A Significant Difference.. 9. The Difference Between Coaching and Mentoring. 10. Meeting Business Priorities. 11. Introducing Coaching Programmes into an Organization. 12. Running Coaching in Your Organization. 13. The International Dimension. 14. Engaging with the Future of Coaching. Annex 1: Introducing Coaching Programmes: Key Questions. Annex 2: Bibliography. Index.

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Book SynopsisBestselling author David Taylor returns with his take on business coaching. No fuss. No jargon. Just great ideas. The Naked Coach is the back-to-basics book on coaching that will make sense of coaching and place it back at the very heart of the business agenda. It will make understanding, learning and teaching coaching simple. The Naked Coach tells real, practical, fun, exciting and above all else relevant stories that you can apply straightaway. David Taylor strips away the hype, jargon and mystery to give coaching a clear definition in all its forms, including mentoring, training, facilitation and interventions of every kind. The Naked Coach explains coaching without being patronising, defines without being arrogant, and does it in a fun, accessible way. It is coaching from a different perspective – yours. The fundamental principle of The Naked Coach is to be yourself – always. Find what works for you, and do it, again and again and again. Remember. No fuss. No Jargon. Just great ideas.Table of ContentsPrepare …. One: Coaching from a Different Perspective – Yours. 1 You, Here, Now. 2 The Obvious Secret. 3 The Deal, the Decision and the Day-to-Day. 4 Hit or Myth? Two: Self-Coaching – Applying The Formula to You. 1 Know Where You Want to Go. 2 Know Where You Are Now. 3 Know What You Have to Do, to Get to Where You Want to Go. 4 Do it! Three: Your Coaching Relationships. 1 Finding a Coach for Yourself. 2 You as Coach. 3 Coaching Upwards (Including CEOs). 4 One Team, One Vision. Four: Be a Truly Authentic Organization. 1 The Future – Not What it Used to Be. 2 The Next Business Age – An Agenda of Hope. 3 Ten Challenges – A Thousand Choices. 4 The Perspectives. Five: Coaching the World. 1 Life’s Most Persistent Question. 2 The 21 Days. 3 It Starts …. 4 The Answer’s Yes – What’s the Question? Six: Fulfi lling the Promise of Your First Few Seconds. Hazel’s Journey. Index.

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Book SynopsisThe theme of this book is moral leadership in action as it manifests itself implicitly and explicitly in European business organizations. We understand leadership as interplay among people at all levels within organizations and also within the economic system by which people are bound together through particular forms of interaction. The contributions collected in this volume mirror the plurality of approaches we find in the theoretical writings of academics in different European countries. The additional business cases from six different nations show how leaders actually have adopted and integrated working with values in their own organizations, i.e. how they put moral leadership into action. While the selected papers are not meant to be representative of each country, particular economic and cultural traditions are apparent in both thinking and managing moral leadership. The contributors, by presenting this emerging multicultural pattern of Europe, contribute to a better and more knowledgeable understanding of how European business leaders pursue their goals.Managers, students and teachers in business, ethics and leadership studies will find this volume an indispensable guide to the unique contributions of European leadership scholars.Trade Review'This comprehensive volume . . . is particularly suited to teachers and students within the higher education sector having an interest in business and management ethics.' -- Economic Outlook and Business Review

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Book SynopsisThis book takes a fresh look at professions - their history and sociology, and at the nature both of professional practice and professional competence. Based on research by the authors across 20 varied professions, the book offers an innovative model of professional competence and throws new light on how competence is acquired. It identifies a range of informal learning processes, which seem to be just as important to becoming competent as formal training. As a result, the authors suggest a paradigm of professional development that combines informal and formal learning and also brings together academic and competence-based approaches.Professions, Competence and Informal Learning provides practical advice to professional developers on programme design as well as tips for individual professionals on how to exploit their informal learning opportunities. It draws on the research to forecast the future skills needs of professionals and suggests how professional development programmes may need to change in response.The book should be of value to anyone who is interested in professional competence, whether as a professional educator or developer, or as an individual professional. It is also potentially of use to trainers and educators in non-professional areas, especially those with an interest in informal learning.Trade Review'It is a very good read. . . This book ought to appeal to a diverse readership: Those simply interested in their place in society as professionals and wishing to further develop themselves, those for whom the development of other professionals is their own professional interest, and those with an academic interest in the development of professions and the changing nature of employment. It pulls together a wide range of material, both theoretical and empirical, in a very readable and ultimately practical form.' -- Chris Alder, Personnel Review'The book provides an in-depth synthesis of continuing professional development (CPD) and adult learning literature. It brings into focus a myriad of published work from disparate sources . . . One test of the perceived value of a book such as this is "would I want to keep it on my bookshelf and will I use it?" Professions, Competence and Informal Learning will have a place on my bookshelf.' -- Leadership in Health Services'This book offers clear and informative accounts of the history of professions, theories of professional competence and learning, and the debates surrounding continual professional development, interwoven with carefully described empirical research which allows an insight into the perceptions and experiences of professionals themselves. It is a fascinating and useful book, which will appeal especially to those concerned with designing and running professional development programmes and, perhaps more importantly, to individual professionals who wish to understand and improve their own learning experiences.' -- Continuing Professional Development Spotlight'I highly recommend this book to HRM-professionals within all organizations; this book is an advanced HRD-source for the 21st century.' -- Celeste Wilderom, University of Twente, The NetherlandsTable of ContentsContents: Preface Part I: History and Sociology of Professions 1. When is a Job a Profession? 2. Once upon a Time: A Brief History of Professions 3. Here and Now: Professions in the Twenty-first Century Part II: Nature of Professional Competence and Professional Practice 4. Competence: A Problematic Concept? 5. Figuring it Out: Modelling Professional Competence 6. Ringing the Changes: Testing and Revising the Professional Competence Model 7. Professional Competence – Through the Eyes of Professionals 8. Practice Makes Perfect: How Professionals Do What They Do Part III: Professional Development – Theory and Practice 9. Learning in Theory: A Look at Learning Theories of Relevance to Professional Development 10. Beyond Competence: From Novice to Expert in Professional Practice 11. That’s the Way to Do It: A Critical Look at Some Techniques used in Developing Professionals 12. Learning in Practice: How Professionals Learn Informally 13. Making the Best of it: Maximising Informal Learning within Professional Development Programmes 14. Do it Yourself: Getting the Most from Your Learning Opportunities Part IV: Beyond the Here and Now 15. Learning is Lifelong: A Look at Continuing Professional Development 16. Over There: International Issues in Professional Development 17. Over the Horizon: Where are Professions Heading? References Index

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Book SynopsisThis book presents Human Resource Management (HRM) as a tool for improving the performance of organizations in developing and transitional countries. It does this through the presentation of an integrated model of human resource management, informed by the practical realities of applying such a model in developing and transitional countries. Using exercises and real-life examples, the authors emphasize the need to practise (and to study) HRM in context, taking account of the contrast between what theory says should happen and what actually happens in practice. Having introduced a strategic model of HRM, the book explores the key HRM activities of human resource planning, job analysis, managing pay, recruitment and selection, performance management, learning and training, job reduction and employee relations. The authors stress that every HRM model must be critically assessed in the particular setting in which it is being used, and then adopted, adapted or abandoned. This process of critical adaptation of international models of 'good practice' is the essence of global HRM.This textbook offers a clear and highly accessible introduction to the theory and practice of HRM in developing and transitional countries. It has been designed for students on a wide range of human resource oriented courses, including development management and administration. It will also be a valuable reference tool for HRM practitioners in the private and public sector and in NGOs.Trade Review‘Global Human Resource Management is a timely and excellent resource, and its focus on developing and transitional countries fills something of a gap in the literature. It is a welcome addition to the list of resources available to HR managers working in the international scene.' -- Geoffrey De Lacy, HR MonthlyTable of ContentsContents: 1. Global Human Resource Management: A ‘Crossvergent’ Approach 2. Strategic Human Resource Management 3. Human Resource Planning 4. Job Analysis 5. Managing Pay 6. Recruitment, Selection and Equal Opportunities 7. Performance Management and Appraisal 8. Learning and Training 9. Job Reduction 10. Employee Relations Bibliography Index

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Book SynopsisAlison Hardingham is a business psychologist with over twenty years' experience of coaching individuals and teams and a successful author, trainer and conference speaker.

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Book SynopsisDavid Megginson is a professor of HRD at Sheffield Hallam University, UK. He is on both the membership and education committees of the CIPD and the CPD Working Group.Vivien Whitaker is a lecturer, researcher and consultant at Sheffield Hallam University, UK.

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Book SynopsisAlan Mumford has published numerous articles and books and is a leading figure in the management development field.Jeff Gold is a principal lecturer in Organisation Learning at Leeds Business School, Leeds Metropolitan University, UK.Richard Thorpe is a professor of Management Development and deputy director of the Keyworth Institute at Leeds University Business School, University of Leeds, UK.

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