Personnel and human resources Books
Oxford University Press Inc Designing Implementing and Evaluating Sustainable Interventions in Organizations
a huge range and FREE tracked UK delivery on ALL orders.
£29.99
Dorling Kindersley Ltd Remote Working DK Essential Managers
Book SynopsisDK brings you a practical guide summarising the skills and secrets you need to to manage a team remotely and get the best out of them. Introducing DK''S Essential Managers - a one-stop guide full of top tips to boost productivity, performance and passion within a business environment. More people are working from home - or remotely in other locations or time zones - than ever before. But with the many advantages the remote- and hybrid-working model brings, there are also brand-new sets of challenges - especially around effective management and getting the best out of teams that aren''t in the same room.Jam-packed with all of the skills to get the best out of remote- or hybrid-working, and as a manager running projects and teams remotely - however far the distance may be. Discover how to adapt your management style and get the best out of your team by defining expectations, understanding the unique challenges of working outside the traditional office env
£7.59
Pearson Education How to Manage Your Boss
Book SynopsisRos Jay is a freelance writer and editor. She writes on a range of business topics specialising in marketing and communication-related subjects. She also writes for and edits corporate magazines both in print and on the net. She is a senior associate of the Institute of Direct Marketing.Trade ReviewRecommended in Personnel Today (October 2006)Table of ContentsIntroduction Understanding your boss (the key to getting the best from them)Getting the relationship right Work stress and how your boss adds to it Are you part of the problem or part of the solution? How to handle your own emotions How to cope with other people's emotions How to be assertive How to listen How to use feedback techniques How to manage your problem boss
£14.39
Taylor & Francis Ltd (Sales) Authentic Diversity How to Change the Workplace
Book SynopsisThe nation has transformed. The calls for racial equity are loud and insistent and they are now being listened to. And yet, companies across the country are still far behind when it comes to equity in the workplace. For decades, we've heard variations on the same theme on how to increase diversity and inclusion and we have still not moved. If we want equity to matter inside and outside the workplace, if we want to be real allies for change, then we need a new approach. We need to stop following trends. We need to lead change.In Authentic Diversity, culture change expert and diversity speaker, Michelle Silverthorn, explains how to transform diversity and inclusion from mere lip service into the very heart of leadership. Following the journey of a Black woman in the workplace, leaders learn the old rules of diversity that keep failing her and millions like her again and again, and the new rules they must put in place to make success a reality for everyone. A millennial, immigrant, and Black woman in America, Michelle will show you how to lead a space centered on equity, allyship, and inclusion and how together we can build a new organization, and nation, centered on justice.Table of Contents1. Hello from the 70th Floor 2. Why We Are Stuck on Workplace Diversity 3. Old Rule #1. Just Make the Business Case for Diversity 4. Old Rule #2. Make Sure You Mention That Bias is OK 5. Old Rule #3: Whatever You Do, Don't Mention Race 6. Old Rule #4. Everyone Starts at the Same Starting Line 7. Old Rule #5. And Our Culture Welcomes Everyone 8. It’s Time to Change the Rules 9. New Rule #1. Make The People Case for Diversity 10. New Rule #2. Build A Data-Driven Diversity Strategy 11. New Rule #3. Want to Hire the "Right Fit"? Use Competencies to Find Them 12. New Rule #4. Build a Community That Works for Your Marginalized Employees 13. New Rule #5. Make Authentic Diversity Matter for Good 14. Goodbye from the 70th Floor 15. Change the World
£31.34
Taylor & Francis Ltd (Sales) Exploring Internal Communication
Book SynopsisExploring Internal Communication has long been the go-to publication for internal communication, public relations and human resources practitioners who want their practice to be grounded in research and guided by evidence-based advice. The new fourth edition has been comprehensively updated throughout to reflect the latest thinking in internal communication. Notably, the use of social media within organisations is explored in depth in recognition of the increasing integration of digital platforms.A greater understanding of the different communication roles played by line managers and senior managers is emerging, and this is reviewed to help managers understand what is expected of them and how to succeed as they communicate with employees. And the demands of channel management are becoming increasingly complex; this edition helps practitioners negotiate this challenge.Enriched with models, tips and case studies, this book is an indispensable tool for both studentTable of ContentsList of figures, List of tables, Notes on contributors, Preface by Kevin Ruck, PART I INTERNAL COMMUNICATION LEADERSHIP, 1. Internal communication and the associations with organisational purpose, culture and strategy, Kevin Ruck, Introduction, Responsible communication leadership, Organisational purpose and values, Internal communication and organisational culture, Internal communication and corporate strategy, Summary, 2. Theoretical and practical positioning of internal communication, Kevin Ruck, Introduction, Defining internal communication, Internal communication and the excellence theory of public relations, Internal communication and a rhetorical approach to public relations, Internal communication and a critical theory approach to public relations, Critical theory and power, Internal communication and relationship theory, Internal communication and employee voice, Internal communication and employee involvement and participation, Internal communication and distortion, democracy and cooperation, Summary of the academic literature, Practical positioning of internal communication, Summary, PART II GOOD PRACTICE, 3. The evolution of practice and the changing role of the practitioner, Heather Yaxley, Kevin Ruck and Ann Pilkington, The roots of modern-day internal communication – the employee publication, Propaganda or freedom: The editorial dilemma, New technologies and new thinking challenge the dominance of the house organ, Emergence of internal social media and employee engagement, Reflections on the evolution of practice, Contemporary internal communication practice, The internal communication function, Internal communication as a profession, Professional development of the internal communication practitioner, Effective business partnering, Summary, 4. Dimensions of internal communication and implications for employee engagement, Mary Welch, Introduction, Definitions, Evolution of employee engagement, Components of engagement, Further research, 5. Keeping employees informed and employee voice: Adopting an employee centric perspective Kevin Ruck, Introduction, Keeping employees informed: Topics of interest, Keeping employees informed: Quality of information, Defining employee voice, Receptiveness to employee voice, Employee voice mechanisms, Keeping employees informed and organisational engagement, Employee voice and organisational engagement, Summary, 6. The AVID framework for good and ethical practice, Kevin Ruck, Introduction, The research that informs the AVID framework, Information interests, Senior manager communication, Line manager communication, Employee voice, Dialogue, The AVID framework for good practice, Ethical practice, Summary, PART III STRATEGIC PLANNING PROCESSES, 7. The RADAR planning model, Kevin Ruck, Introduction, Importance of planning, The RADAR model for planning, Creative problem solving, Problem exploration - why technique, Problem exploration - other people’s definitions, Scenario planning, Setting objectives and targeting employee groups, Targeting employee groups, Strategic thinking, Tactics, Timescales and resources, Summary, 8. Project management, Ann Pilkington, Introducing projects, Defining scope and quality, The business case, Project roles: The project sponsor, Project roles: The project manager, Project roles: The project management office (PMO), Getting the requirements right, What does success look like? Estimating, Planning a project and the critical path, Change control, Risks and issues, How to understand a project, Reporting, Project methodologies, Summary, 9. Change communication, Paul Harrison, Why does change communication matter? What is this thing called change? Where can change communication go wrong? What can change management theory tell us? What makes behavioural change happen? What causes resistance to change and how should it be addressed? What content do staff want in change communication? How can managers lead the organisation through change? Getting change communication right, Summary, 10. Measurement, analysis and evaluation: The ICQ10, Kevin Ruck, Introduction, The continuous measurement cycle, Why is measurement important? A short history of approaches to measurement, The AMEC Integrated Evaluation Framework, The CIPR Inside Measurement Matrix, Using questionnaires, The ICQ10, Data analysis, Qualitative research, Interviews, Focus groups, Analysing interviews and focus groups, Summary, PART IV CONTENT AND CHANNEL MANAGEMENT, 11. Medium theory: Channels and content, Kevin Ruck, Introduction, Medium theory, Information richness, Channel preferences, Channel attributes, Channel usage and perceived effectiveness, Mapping content to channels, Champions for Health campaign: Correlating channels to outcomes, Summary, 12. Applying models from communication theory and psychology to practice, Kevin Ruck, Introduction, The ‘communication’ in internal communication, Attitudes and behaviour, Interpersonal communication, Framing and nudge theory, Summary, 13. Storytelling is serious business, Laoise O’Murchu, Introduction, Why should internal communication practitioners and senior managers pay attention to storytelling? Why doesn’t the facts and figures approach to communication work? Why don’t we use stories? How to tell stories, Can stories be used in business? Why does hearing a story make us less critical and less judgemental? Summary, 14. Getting the language and tone right, Ellen Hake, Introduction, Why language and tone matter, The six keys to effective communication, PART V THE DIGITAL WORKPLACE, 15. Communication on internal digital platforms, Peter Cardon, The evolution of internal digital platforms, The ideal culture on internal digital platforms, Ideal communications of managers on internal digital platforms, The ideals of two-way communication, transparency, and employee voice on internal digital platforms, Communicators as gatekeepers on internal digital platforms, Facilitating employee voice on internal digital platforms, Summary, 16. From message gatekeeper to true business enabler: Internal communication and a social way of working, Rita Zonius, Internal communication is being disrupted, just as the businesses we work for are too, Reinventing the role of internal communication for a social world, The big opportunity for social technology – enabling business progress in a knowledge economy, The typical business need for enterprise social technology, Democratising organisations and the flow of information, Introducing enterprise social? First focus on people and purpose, Preparing your people leads to better business outcomes, Watch for bumps in the road - identify and mitigate risks, Activating a social way of working – ideas to get you started, Leaders need to be social too, Advice for your leaders, A social way of working – use cases for communicators and the business, Meet the community manager – the ultimate enterprise social networker, Step up and encourage value exchange in enterprise social networks, 17. Automation and Artificial Intelligence: The reinvention of practice, Rachel Royall and Kevin Ruck, Preamble, Definitions, The potential impact of automation and AI on the future of work, How automation and AI might impact public relations and internal communication practice, The impact of automation and AI on internal communication competencies, New applications, new transdisciplinary role? Trust and ethics, Summary, Index
£36.09
Taylor & Francis Ltd (Sales) Needs Assessment for Learning and Performance
Book SynopsisNeeds Assessment for Learning and Performance offers comprehensive coverage of the knowledge and skills needed to develop and conduct needs assessments and to analyze, interpret, and communicate results to clients and organizations. Though critical to planning any performance improvement system, needs assessments can feel abstract and vague to students who have not yet managed the process in a professional setting. This first-of-its-kind textbook uses a variety of real-world examples to connect major theories and models to effective principles for practice. Each chapter offers guiding questions, key terms and concepts, recommended readings, and case studies illustrating how needs assessment training can be applied. Graduate students and researchers of instructional design, human resources, performance improvement, program evaluation, and other programs will find this volume relevant to a range of academic and organizational contexts.Table of Contents1. The Practitioner’s Role in Needs Assessment; 2. Needs Assessment Basics: Understanding the Process; 3. Needs Theory; 4. Understanding the System; 5. Contextual Analysis; 6. Needs Assessment Models and Processes; 7. Project Management as it Relates to Needs Assessment; 8. Data Collection Tools and Techniques; 9. Making Sense of Your Data; 10. Decision-Making During Needs Assessment ; 11. Prioritizing Needs; 12. Aligning Instructional and Non-instructional Solutions; 13. Enacting Change; 14. Embracing Design Thinking to Manage Project Constraints
£39.99
Taylor & Francis Ltd (Sales) 101 Coaching Supervision Techniques Approaches
Book SynopsisThis book locates 101 practical coaching supervision techniques in their theoretical context. It is organised into ten chapters, each reflecting a different philosophical basis for the coaching supervision work: Existential, Gestalt, Person Centred, Positive Psychology, Psychodynamic, Solution Focused, Systemic, Thinking Environment, Transpersonal and finally an Eclectic chapter.With contributions and insights from leaders in the field, this book outlines the different philosophies and their principles and explains their application in practice. The book will help readers determine which technique to use and when, as well as offering a step-by-step guide to implementing or adapting it for their own work. With a breadth of techniques, the book will help all supervisors broaden their repertoire and ultimately become a better practitioner.Accessible and practical, this book is a valuable resource for experienced and novice supervisors as well as their supervisees. ItTrade Review"… 101 Coaching Supervision Techniques, Approaches, Enquiries and Experiments is written for a primary audience of coaching supervisors, new and experienced. Lucas suggests that coaches may also benefit from the book, in developing their independent reflective practice. With ten philosophies and 101 approaches and techniques, Lucas’ book is a substantial addition to the existing publications in the field of coaching supervision. Its style, somewhere between a book and toolkit, will appeal to a wide audience in search of coaching supervision practices grounded in their own philosophical approaches."Extract from a review by Francoise Orlov in Philosophy of Coaching: An International Journal, Vol. 5, No. 2, November 2020, 63-64.Table of ContentsForeword, Introduction, Chapter 1: An Eclectic Approach to Coaching Supervision, by David Clutterbuck; 3-2-1: A Reflective Writing Technique by Liz Ford, Affirmations and Alternatives by Michelle Lucas and Carol Whitaker, Arrivals & Departures with Picture Cards by Michelle Lucas and Charlotte Housden, Building Confidence: Authority, Presence and Impact by Julia Menaul, Capturing Journeys on a Big Scale by Michelle Lucas and Andy King, Deepening Reflection by Tammy Turner, Developing Behavioural Flexibility by Anne Calleja, Developing Coach Maturity by David Clutterbuck, Developing Courage: Naming Elephants and Speaking Truth to Power by Marie Faire, Dilemma Cards by Michelle Lucas and Carol Whitaker, Exploring Boundaries by Angela Dunbar, Exploring Relationships with Clean Language by Angela Dunbar, Exploring the Supervisee’s Client with Clean Networks by Angela Dunbar, Feeling Stuck by Anne Calleja, Fishbowl Supervision by Michelle Lucas & Tammy Turner , I am Part of a System by Tammy Turner , Issues, Insights, Ideas and Intentions by David Clutterbuck, Keeping It Real by Michelle Lucas and Carol Whitaker, Line of Enquiry by Michelle Lucas and Carol Whitaker, Metaphor Magic Box by Lily Seto, Making Friends with our Inner Critic by Clare Norman, Mentor Coaching by Clare Norman, Misfits by Michelle Lucas, Quiet by Michelle Lucas , Reflecting Through Action Inquiry by Christine Champion, Reflective Writing by Michelle Lucas and Christine Champion, Rehearse, Review, Repeat… by Michelle Lucas, Tammy Turner and Carol Whitaker, Rush Writing by Clare Norman, Seven Conversations by David Clutterbuck, Situation-Thoughts-Consequences by Carmelina Lawton-Smith, Supervising with Developmental Action Logics by Claire Davey , Supervision with LEGO® by Damian Goldvarg, Tapping into The Client Perspective by Lesley Matile , The Supervisor in ‘Tutor’ Mode by David Clutterbuck, The Three C’s: Contract, Competence and Client’s Best Interest by Marie Faire, Tree Perspectives: growing your practice through creative reflective writing by Jackee Holder, Trial Triumph Trivia by Clare Norman, Use of Attachment Theory in Supervision by Henry Campion, Using AI in Supervision by David Clutterbuck, Using Vision Boards by Liz Ford, Writing the Labyrinth by Jackee Holder, Chapter 2: An Existential Approach to Coaching Supervision, by Ernesto Spinelli; Deliberately Self-Centred Supervision by Michelle Lucas, Harnessing Self-Doubt by Michelle Lucas, Intentions and Interventions by Benita Treanor, The Value of Noticing by Diane Hanna, Working with Shame Using Embodied Coaching by Tsafi Lederman and Jenny Stacey, Chapter 3: A Gestalt Approach to Coaching Supervision, by Julie Allan and Alison Whybrow; Giving an Object a Voice by Michelle Lucas, Inner Noticing by Julie Allan & Alison Whybrow, Supervision and Sensing by Claire Davey, Transformative Explorations Through Objects and Metaphor by Sue Congram, Two Chair Experiment by Alison Whybrow & Julie Allan, Working with Blocks by Julie Allan & Alison Whybrow, Working with Gesture by Alison Whybrow & Julie Allan, Chapter 4: A Person Centred Approach to Coaching Supervision, by Linda Aspey; Exploring Congruence by Michelle Lucas, Supervisee-led Supervision by Louise Sheppard, Chapter 5: A Positive Psychology Approach to Coaching Supervision, by Carmelina Lawton-Smith; 5% Sentences by Carmelina Lawton-Smith , eMotive Cards by Peter Duffell, FeedForward by Carmelina Lawton-Smith, Give Yourself An ‘A’ by Clare Norman, Good News by Michelle Lucas and Carol Whitaker , Personal Strengths Review by Carmelina Lawton-Smith, Strengths Cards by Carmelina Lawton-Smith, Using Metaphor to Explore ‘at my best’ by Angela Dunbar, Chapter 6: A Psychodynamic Perspective: A Developmental Transactional Analysis Approach to Coaching Supervision, by Lynda Tongue; CHECKS Self Supervision Checklist by Lynda Tongue, Contracting using Four P’s by Michelle Lucas, Desert Island Fantasy by Michelle Lucas & Christine Champion, Discounting and the Steps to Success by Lynda Tongue, Exploring the Potential for Collusion by Michelle Lucas, Exploring Transference and Countertransference by Michelle Lucas and Anne Calleja, Focus on Feelings by Michelle Lucas and Carol Whitaker, Handling Relationship Conflict Using the Drama Triangle by Julia Menaul, Parallel Process by Lynda Tongue, STEPS for Supervision by Lynda Tongue, Using Time Structuring to Understand Intimacy in Relationships by David Crowe and Michelle Lucas, Chapter 7: A Solution Focused Approach to Coaching Supervision, by Evan George and Denise Yusuf; Sit in Three Chairs by Fredrike Bannink , Solution Focused Scaling Questions by Evan George, Sparkling Moments: Instances and Exceptions by Evan George and Denise Yusuf, Stopping and Starting by Carmelina Lawton Smith and Evan George, The Tomorrow Question by Michelle Lucas, Transferring Competence by Fredrike Bannink, Chapter 8: A Systemic Approach to Coaching Supervision, by Maren Donata Urschel; Mapping What Is by Maren Donata Urschel, One Step Towards Better by Maren Donata Urschel, Resourcing by Maren Donata Urschel, Systemically Oriented Questions by Maren Donata Urschel, Using Free Movement by Damion Wonfor , Working with the Seven Eyed Model by Michelle Lucas, Working with the Shadow by Clare Norman, Working with the Supervisee’s Dilemma by Damion Wonfor, Chapter 9: A Thinking Environment Approach to Coaching Supervision, by Linda Aspey; Dialogue by Linda Aspey, Rounds by Linda Aspey, Thinking Pairs by Linda Aspey, Chapter 10: A Transpersonal Approach to Coaching Supervision, by Hetty Einzig; Centring by Paul King, Healthy Self-feedback by Helen Reuben, Ideal Model by Hetty Einzig, Self-Preparation for Supervisors by Helen Reuben, The Two Dimensions of Growth by Hetty Einzig, Using the Outdoors by Liz Ford, What’s My Environmental Footprint? by Penny Walker, Wise Being by Hetty Einzig, Working our Sub-personalities by Hetty Einzig, Working with Emergent Purpose by Hetty Einzig,
£31.34
Taylor & Francis The Ideas That Rule Us
Book SynopsisIt may seem surprising that the economic choices we make in society are often determined by ideas rather than scientific evidence or financial resources. The consequences of such choices are often stark â such as the austerity policies which eroded our ability to withstand crises like the Covid 19 pandemic. This book explores the ideas that rule how our economy works, how government operates and how workers organise.A small number of historical economic ideas remain stubbornly prevalent and powerful today. However, they are largely based on questionable assumptions about human behaviour and unproven theoretical ideas about economics. They were founded within the realms of philosophy and politics rather than hard science. This book illustrates how politicians have selectively borrowed convenient economic concepts in order to promote and defend policies which entrench and escalate inequalities and other structural problems.This accessible book invites readers to question
£36.99
Taylor & Francis Brief Coaching
Book SynopsisBrief Coaching offers a new approach to coaching by considering how the client will know when they have reached their goal, and what they are already doing to get there. The coach aims to work towards the solution rather than working away from the problem, so that the client's problem is not central to the session, but instead the coach and the client work towards the client's preferred future.This book employs case examples and transcripts of sessions to offer guidance on: looking for resources rather than deficits exploring possible and preferred futures examining what is already contributing to that future treating clients as experts in all aspects of their lives. This practical guide includes summaries and activities for the coach to do with the client and will therefore be a useful tool for both new and experienced coaches, as well as therapists branching into coaching who want to add to their existingTrade Review"This book offers the expertise of leading solution focused therapists for an audience that is interested in how to take a solution focused approach to their coaching work. When resources are tight, a BRIEF approach offers a well researched way of making the most from coaching interventions." - Carole Pemberton, author of Coaching to Solutions"This book offers the expertise of leading solution focused therapists for an audience that is interested in how to take a solution focused approach to their coaching work. When resources are tight, a BRIEF approach offers a well researched way of making the most from coaching interventions." - Carole Pemberton, Executive Coach and author of Coaching to Solutions"What this book offers are some potentially fruitful ideas about conducting therapy, indeed the process of therapy itself. I also liked the emphasis on “client strengths, resources, competencies, capabilities and successes.” - James K. Luiselli, New England Psychologist Table of ContentsIntroduction. Basic Principles. Establishing the Contract. Preferred Futures. What is Already Working. Scales. Closing a Session. Second and Subsequent Sessions. Back to Work. The Manager Coach. Last Words. Appendix: Solution Focused Questions.
£28.99
John Wiley & Sons Inc The Loudest Duck
Book SynopsisFrom squeaky wheels to loud ducks, this book will help you to understand and accept differences at work This business fable offers readers an alternate view of diversity through the use of practical stories and cultural anecdotes.Table of ContentsAcknowledgments xv Introduction xi Chapter 1 Beware of Noah’s Ark 1 Objections to Diversity 26 Chapter 2 The Elephant and the Mouse 31 Combining Forces 41 Point of View 46 Chapter 3 Tell Your Grandma to Go Home 49 Necessary but Not Sufficient 52 Preconceived Notions Have Roots 54 Chapter 4 What’s Easy for You Is Hard for Me and How to Navigate the Differences 65 Getting Noticed in Noah’s Ark 67 Getting Out of Your Own Comfort Zone 72 Critical Feedback 83 Who Apologizes and Who Interrupts 91 Mentoring 94 Chapter 5 Unwritten Rules 99 Subtle Inequities 103 Chapter 6 We Hire for Difference and Fire Because They Are Not the Same 113 The Danger of Unconscious Thinking, Speaking, and Acting 113 Chapter 7 The Tools in Your Toolbox 135 Think about the People on Your Team 139 Learn to Recognize Other People’s “Grandmas” 140 Fair and Equal with Access, Knowledge, and Feedback 142 Be Careful with Your Words, and How You Interpret the Words of Others 144 The Silent Have Something to Say 146 Results Should Be the Determinant 147 Conclusion 148 References 151 Index 157
£16.20
John Wiley & Sons Inc How to Hire APlayers
Book Synopsis* It is always easy to find people who want a job, but it's never easy to find talent. In How to Hire A-Players, consultant Eric Herrenkohl shows businesses where and how to find A-player employees - those individuals who will help keep quality high and growth and profits strong.Table of ContentsAcknowledgments xv About the Author xvii Introduction: Where Do I Find Great People? xix 1 The Value of A-Players 1 2 Would You Know an A-Player if You Met One? Defining Your A-Player Profile 19 3 Three Steps to Creating an A-Player Team 37 4 Right under Your Nose: Leveraging People You Already Know 59 5 Don’t Just Sit There. Reach Out! 79 6 Finding New Pools of A-Player Talent 97 7 The Basics of Online Recruiting 117 8 Using Recruiters Wisely 137 9 Interviewing and the Economic Value of Good Looks 153 10 Popping the Hood on Candidates Using Assessment Tools 175 Conclusion: Keeping the A-Players You Hire 191 Web Sites for Free Additional Resources 201 Notes 203 Index 205
£16.99
Kogan Page Ltd Performance Management
Book SynopsisLinda Ashdown is an Assessment Manager at the Chartered Institute of Personnel and Development (CIPD) and an HRM consultant through her own company Ashdown-Jones HR Ltd. She is also an Associate Lecturer at Portsmouth University Business School, specialising in performance management and employee engagement. She was previously on the board of a multinational advertising company as HR Director.Trade Review"Performance Management provides a cogent and compelling narrative about the purpose, value and practical implementation of the essential components needed to create a high performance culture. It should be read by anyone who aspires to deliver outstanding results by aligning business goals with the full potential of the organization to achieve them" * Steve Gatfield, former CEO, Lowe Worldwide and EVP, Interpublic Group (about a previous edition) *"Linda Ashdown's book comprises a very useful addition to the performance management literature. It places performance management in context, and both the current examples and historical backdrop aid understanding. The book is clearly written, unpacks some complex concepts and issues, and will be accessible to a diverse readership. The in-chapter exercises, including case studies and diagnostic questionnaires, should help to bring out practical applications of the subject area via discussion and independent study" * Dr Ray French, Professor in Organizational Behavior, Portsmouth Business School (about a previous edition) *"This book is very readable and insightful. It's ideal for people new to the topic and those more experienced in performance management. The real-life examples and practical exercises will inspire and encourage line managers and HR practitioners to deliver effective performance management at work" * Caroline Beard, Head of Employer Solutions, CIPD (about a previous edition) *Table of Contents Chapter - 01: What is performance management?; Chapter - 02: Why is it important?; Chapter - 03: How does it fit with organization and HRM strategy?; Chapter - 04: How does it work?; Chapter - 05: How do you do it?; Chapter - 06: Planning and action; Chapter - 07: Measurement; Chapter - 08: Conclusion;
£25.42
Kogan Page Ltd Building an Inclusive Organization
Book SynopsisStephen Frost is the CEO and Founder of Included, and works with clients worldwide to embed inclusion into their decision making. He teaches at various business schools and was formerly Head of Diversity and Inclusion for the London Organizing Committee of the Olympic Games and Paralympic Games. He is also the author of The Inclusion Imperative and co-author of Inclusive Talent Management (both published by Kogan Page).Raafi-Karim Alidina is a Consultant, Data and Product Lead at Included, where he draws on his background and research in behavioural insights to design and implement interventions to improve equality, diversity, and create inclusive cultures in organizations.Trade Review"This book, by two real thought leaders in the field, provides a comprehensive, well-researched, and highly accessible guide to leaders and managers, as well as HR practitioners, on how to create genuine inclusion from top to bottom. The lessons everyone can learn will help drive more sustainable and responsible business, but also opportunity and fairer access to work for all which is good for wider society." * Peter Cheese, Chief Executive, CIPD *"Frost and Alidina have set out a holistic, step-by-step guide on how to build an inclusive organization. It is a must read for diversity and inclusion practitioners, leaders and future leaders who want to understand how they can ensure that they can make a difference." * Simon Fillery, former Head of Inclusion, Bank of England *"This book gives clear tangibles on how to take action, and how to deliver in a way that is effective and most importantly sustainable. It provides multiple pathways to an inclusive organization and a solid framework for getting there. I highly recommend this book to anyone looking to make a confident step in developing a more inclusive organization and culture." * Claire Camara, HR Director, Co-op *"This is the go-to book for inclusion 3.0 and how to truly have a culture of respecting and embracing difference in a positive way. This book will get you one step closer to organizational change and improve the 3 C's: our companies, cultures and colleagues." * John Athanasiou, Director of People, HarperCollinsPublishers *"Frost and Alidina know the research and they understand how organizations work, from the boardroom and c-suite to mid-level management to frontline employees. This book will help organizational leaders think about what they can do personally and strategically to seize the opportunities and overcome the challenges of inclusion in today's diverse workplaces." * Hannah Riley Bowles, Senior Lecturer in Public Policy and Management, and Co-Director of the Women and Public Policy Program, Harvard Kennedy School *"While inclusion's significance is imperative, its implementation is not always obvious. Frost and Alidina provide the skills to accomplish this and, much more importantly, the practical, financial, and humanitarian reasons why it should be embraced. Building an Inclusive Organization is a call to action and a veritable survival guide for organizations and businesses seeking to remain relevant in the decades to come. This book is a master class for diversity and inclusion." * Brooke Ellison, Assistant Professor of Health and Rehabilitation Sciences, Stony Brook University *"Working with Stephen on some of the ideas that he articulates in this fascinating and important book has genuinely changed the way I think. But more importantly it has changed what I do. It's the most compelling thing that I've experienced about inclusion and diversity, both as an employer and a television producer." * Diederick Santer, CEO, Kudos *"Steve and Raafi have written a book that not only makes a powerful case for why we need to build inclusive organizations, but tells us how to do so in very practical ways. Running Fulbright founded on the premise of fostering mutual cultural understanding between peoples worldwide, it is essential we embrace these ideas and this gives me and my board a clear road map to a more inclusive future." * Penny Egan, Executive Director, US-UK Fulbright Commission *"Stephen Frost has been a wise companion and guide on Wellcome's still-unfinished journey towards becoming a more inclusive organization. His low-key but practical approach has helped to make diversity and inclusion a natural part of the decision-making process. My leadership team colleagues and I have learnt volumes about the impact of our behaviour and the benefits of thinking differently. We have a long way still to go, and I hope that our steps and missteps featured in this book will help others to make progress more swiftly." * Mark Henderson, Director of Communications, Wellcome Trust *"The authors of this terrific book are kind enough to say that the senior people in Wellcome 'get it'-that we get the importance of diversity and inclusion both in achieving our mission and in how we achieve it. Before I met Steve and Raafi, I barely realised there was so much I did have to get, but working with them over the last 18 months has transformed the way Wellcome thinks and the way I think. This book sets out the authors' message persuasively and clearly, and will be essential reading for the largest funder or university as well as for the newly-fledged lab head." * Jim Smith, Director of Science, Wellcome Trust *"This book provides a step-by-step approach for both leaders, HR professionals, and D&I officers on how to understand and lead organizational change towards more diversity and inclusion. There is lots of practical advice, grounded in good theory, both on inclusive leadership behaviours as well as on systems and structures. This makes the book a must-read for any CEO, business owner, or HR professional working with this agenda." * Kristian Villumsen, CEO, Coloplast *"This book is a must have guide for HR professionals working with inclusion & diversity. It gives you concrete advice on how you work with behavioural change as well as all the HR systems. All together an inspiring book that helps you drive the I&D agenda and create sustainable change." * Stine Fehmerling, Head of D&I, Coloplast *"What I like most about Building an Inclusive Organization is that it goes beyond just their case studies and translates lessons from those into action. I would definitely recommend this book to anyone looking to make their organization more inclusive." * Rebekah Martin, Head of Reward and Diversity, AstraZeneca *"This book is excellent. It is a roadmap for the next iteration of what D&I should look like. It is clear, concise, practical and full of useful takeaways at the end of each chapter. If you work in an organization, at any level, and you care about what you do, you should read this book." * Linzi McDonald, Pro Bono and Responsible Business Manager, Kingsley Napley *"This book describes D&I the way it should be and is an unexpectedly gripping read, from the first case study to the last. It contains valuable guidance around how to be creative and brave, yet ultimately practical." * Cindy Godwin, Global Leader – Diversity, Inclusion and Social Responsibility, AlixPartners *"Being inclusive and embracing diversity are ideals that many of us passionately subscribe to, but translating that belief system to actions that lead to inclusion is actually trickier that we would all like to admit. Building an Inclusive Organization raises a healthy dose of self-awareness. But more importantly, this book helps us think logically and practically about minimising the impact of both conscious and unconscious bias, in a very effective but simple way; it encourages small but impactful interventions. I absolutely recommend it!" * Amy Moore, Director of Awards, US-UK Fulbright Commission *Table of Contents Section - ONE: Understand; Chapter - 01: Diversity is a reality, inclusion is a choice; Chapter - 02: Organizations to the rescue; Chapter - 03: It starts with you; Chapter - 04: Defining the challenge; Chapter - 05: Embracing and challenging bias; Section - TWO: Lead; Chapter - 06: Getting buy-in; Chapter - 07: Designing a plan that will work; Chapter - 08: How to make it stick; Section - THREE: Deliver; Chapter - 09: Curating creativity – how to build an inclusive organization in the creative sector; Chapter - 10: Safeguarding norms, challenging norms – how to create change in finance; Chapter - 11: Responsibility, re-invention and revolution – building inclusion in the tech sector; Chapter - 12: Creating knowledge inclusively – building an inclusive organi-zation in academia and foundations; Chapter - 13: To all organizations – make inclusion part of your purpose
£82.45
John Wiley & Sons Inc Why CEOs Fail
Book SynopsisIf any of the following behaviors sound like you or someone you work with, beware! In Why CEOs Fail, David L. Dotlich and Peter C. Cairo describe the most common characteristics of derailed top executives and how you can avoid them: *Arrogance-you think that you're right, and everyone else is wrong.Trade Review"...it follows a simple, clean formula that seems to make intuitive sense and is backed up with real-life case studies...an interesting and enlightening read..." (Leadership & Organization Development Journal, August 24, 2003) "...particularly refreshing...the balance is right..." (Director, March 2006)Table of ContentsForeword by Ram Charan xi Foreword by Robert Hogan xiii Introduction xvii Chapter One Arrogance: You’re Right and Everybody Else Is Wrong 1 Chapter Two Melodrama: You Always Grab the Center of Attention 13 Chapter Three Volatility: Your Mood Shifts Are Sudden and Unpredictable 27 Chapter Four Excessive Caution: The Next Decision You Make May Be Your First 39 Chapter Five Habitual Distrust: You Focus on the Negatives 51 Chapter Six Aloofness: You Disengage and Disconnect 63 Chapter Seven Mischievousness: You Know That Rules Are Only Suggestions 77 Chapter Eight Eccentricity: It’s Fun to Be Different Just for the Sake of It 91 Chapter Nine Passive Resistance: Your Silence Is Misinterpreted as Agreement 103 Chapter Ten Perfectionism: You Get the Little Things Right While the Big Things Go Wrong 115 Chapter Eleven Eagerness to Please: You Want to Win Any Popularity Contest 127 Chapter Twelve Why CEOs Succeed 139 Bibliography 151 Acknowledgments 157 About the Authors and CDR International 161 Index 165
£18.70
Taylor & Francis New Developments in Goal Setting and Task
Book SynopsisThis book concentrates on the last twenty years of research in the area of goal setting and performance at work. The editors and contributors believe goals affect action, and this volume has a lineup of international contributors who look at the recent theories and implications in this area for IO psychologists and human resource management academics and graduate students. Trade Review"Locke and Latham have enlarged the context of goal-setting theory, offering readers a deeper, richer understanding of new discoveries in many different areas since 1990. Contributions from more than 70 authors and co-authors offer convincing evidence that goal setting is one of the best established findings in behavioral science." - Wayne F. Cascio, Robert H. Reynolds Distinguished Chair in Global Leadership, University of Colorado; Senior Editor, Journal of World Business"This hugely important book brings together the wisdom of the leading researchers in goal setting. Goal setting is key to effective performance in work and organizations yet is neglected both by researchers and practitioners. This new volume is both hugely exciting and invaluable in advancing understanding of one of the (if not the) most important breakthroughs in the psychology of workplace behaviour – and it is edited by the scholars who made that breakthrough. This is truly a ‘must read.’" - Michael West, Lancaster University Management School, Lancaster University, UK"Goal setting theory has been one of the most applied theories in guiding management practice. Its effectiveness is largely due to the fact that it is an inductively based theory for which new discoveries have been and will continue to be made, leading to qualifications and additions to the theory. In this volume, Locke and Latham assemble the discoveries relevant to goal setting theory since 1990, and show how they have enlarged the context of the theory. This volume is of eminent importance for all who are interested in understanding and studying motivation and self-regulation. It also caters to an international readership from scholars to practitioners from a wide variety of disciplinary backgrounds." - Mo Wang, Co-Director of Human Resource Research Center, Warrington College of Business Administration, University of Florida"Drawing upon 50 years of goal setting research and practice, this indispensable volume assimilates fresh discoveries and applications across an exceptionally broad range of disciplines. This remarkable work significantly advances goal setting theory and is essential reading for practitioners, researchers, students and anyone who is concerned with effective goal setting. The coverage is broad, deep and highly accessible." - John C. Scott, Co-founder and COO, APTMetrics, Inc."Professors Edwin Locke and Gary Latham are individually and collectively the two most important scientists to contribute to the Western literature about, and our understanding of, work motivation. Along with their seminal and recent reviews of goal setting research and theory, this compendium comprises original papers by international scholars who explore the most micro as well as the most macro aspects of work motivation. They take goal setting broad-band, over many levels of natural systems. It will be a classic." - Craig C. Pinder, Ph.D., FCHRP, Distinguished Professor of Organization Behavior, Peter B. Gustavson School of Business, University of Victoria, Canada Table of ContentsIntroduction Edwin A. Locke and Gary P. LathamPart 1: The Basics 1. Goal Setting Theory, 1990 Edwin A. Locke and Gary P. Latham 2. The Economic Value of Goal Setting to Employers Frank L. Schmidt 3. Stretch goals: Risks, Possibilities and Best Practices Steve Kerr and Doug LepelleyPart 2: Mediators and Moderators 4. Attributions and Emotions as Mediators and/or Moderators in the Goal Striving Process Marion B. Eberly, Dong Liu, Terence R. Mitchell and Thomas W. Lee 5. Feedback, Goal Setting and Task Performance Revisited Susan J. Ashford and Kathleen E. M. DeStobbeleir 6. Goal Commitment Howard J. Klein, Joseph T. Cooper and ChristinaA. Monahan 7. Goals, Goal Orientations, Strategies and Performance Robert E. Wood, Jennifer Whelan, Victor Sojo and Moureen WongPart 3: Special Goal Topics 8. Goals and Affect Stefanie A. Plemmons and Howard M. Weiss 9. Determinants of Goals Peter A. Heslin and Karyn L. Wang 10. The Role of Self Efficacy in Goal-Based Motivation Albert Bandura 11. Goals and Self-regulation: Emerging Perspectives across Levels and Time David V. Day and Kerrie L. Unsworth 12. Multiple Goal Pursuit Sun Shuhua and Michael Frese 13. Learning Goals: A Qualitative and Quantitative Review, Gerard H. Seijts Gary P. Latham and Meredith Woodwark 14. Goals and Self Efficacy as Mediators Peter Heslin and Dan C. CaprarPart 4: Long Term and Large Scale Goal Setting Programs and Studies 15. Long Term Effects of Goal Setting On Performance With The Productivity Measurement and Enhancement System (ProMES) Robert D. Pritchard, Brandon L. Young, Nick Koenig, Daniel Schmerling and Natalie Wright Dixon 16. The Predictive Validity of Conscious and Nonconscious Motives on Career Advancement Ann Howard 17. Goal Setting and Organizational Transformation Lise M. Saari 18. A Quantitative Analysis of the High Performance Cycle in Italy Laura Borgogni, and Sylvia Dello Russo Part 5: Goals in Groups and at the Macro Level 19. Goal Setting in Teams William S. Kramer, Amanda L. Thayer and Eduardo Salas 20. Units, Divisions and Organizations: Macro-Level Goal Setting Greg Young and Ken G. Smith Part 6: Goal Setting in Specific Domains 21. The Relevance of Goal Setting Theory for Human Resource Management Gary P. Latham and Alana S. Arshoff 22. Goals and Creativity Christina E. Shalley and Gamze Koseoglu 23. Leadership and Goal Setting Ronald F. Piccolo and Claudia Buengeler 24. Goal Setting in Sports Kevin J. Williams 25. Goals and Negotiation Kevin Tasa, Glen Whyte, and Geoffrey J. Leonardelli 26. Using Goals to Promote Health Behaviour Change: Diet and Physical Activity Mical K. Shilts, Marilyn S. Townsend and Rod K. Dishman 27. Linking Goals and Aging: Experimental and Life-span Approaches Robin L. West, Natalie C. Ebner and Erin C. Hastings 28. Goals and Entrepreneurship J. Robert Baum 29. Working with Goals in Therapy Per Jostein Matre, Kitty Dahl, Robery Jensen, and Hans M. Nordahl 30. Goal Setting in the Academic Arena Dominique Morisano and Jordan B. Peterson Part 7: Cross Cultural Issues in Goal Setting 31. Cross Cultural Issues in Goal Setting Miriam Erez Part 8: Goals and the Subconscious 32. Regulating Goal Pursuit through Mental Contrasting with Implementation Intentions Gabriele Oettingen, Marion Wittchen and Peter M. Gollwitzer 33. Priming Subconscious Goals Shlomit Friedman Part 9: Problems and Pitfalls 34. Potential Pitfalls in Goal Setting and How to Avoid Them Gary P. Latham and Edwin A. Locke Part 10: The Goal Setting Questionnaire 35. Re-examining the Goal Setting Questionnaire Ho Kwong Kwan, Cynthia Lee Phyllis Wright and Chun Hiu Part 11: Goal Setting and Self Development 36. Using Goal Setting Theory to Promote Personal Development Cheryl J. Travers Part 12: Overview and Conclusions 37. Goal Setting Theory: The Current State Edwin A. Locke and Gary P. Latham
£52.24
New Society Publishers The Joy of Conflict Resolution
Book Synopsis All you need to understand the dynamics of conflict -- and the joy of resolution The rapid rate of change in the workplace and among families often leads to conflict and confrontation which can undermine productivity and poison relationships. The Joy of Conflict Resolution helps readers understand conflict and why it arises through the lens of the drama triangle of victims, villains and heroes. In an accessible, engaging and light-hearted style that uses stories and humor to explore potentially emotionally charged situations, it provides proven and practical skills to move beyond confrontation to resolve conflicts collaboratively. Table of ContentsVictims, Villains, and Heroes; Lessons from the Sandbox; Just Like the Movies; Welcome to Turm-Oil Inc; The Assumption Iceberg; The Wobbly Stool of Conflict; The Perils of Anger Mountain; Beware the Conflict Gremlins; The Power of Listening; Spinning The Straw of Defensiveness; Escaping The Trap of Positions; Probing The Depths of Conflict; Standing Up For Ourselves (Without Knocking The Other Person Down); The Road to Resolution; Tips for the Traveller; Index.
£17.09
Shake Creative The ABCs of Plutonium Private Club Leadership
Book Synopsis
£90.25
Cambridge University Press The Politics of Working Life and Meaningful Waged
Book Synopsis
£28.49
Cambridge University Press Managing Public Sector Contracts
a huge range and FREE tracked UK delivery on ALL orders.
£18.00
Cambridge University Press Managing Employee Performance and Reward
a huge range and FREE tracked UK delivery on ALL orders.
£66.50
Taylor & Francis Workforce Analytics
Book Synopsis
£52.24
Taylor & Francis Ltd Internal Communication and Employee Engagement
Book SynopsisThis book aims to explore the connection between internal communication and employee engagement in both educational and business settings. Through the collection of chapters contributed by leading public relations, communication, and management scholars as well as seasoned practitioners, readers will gain new insights into current issues in internal communication and employee engagement through a series of real-world case studies analyzing current issues and offering best practices in internal communication and employee engagement in specific industry and organization settings. Learning outcomes and discussion questions for both classroom use and business strategizing round out each chapter, providing a springboard to further inquiry, research, and initiative development in these intricately intertwined areas so crucial to employee satisfaction and organizational success. This makes Internal Communications and Employee Engagement an ideal resource for the intendTrade Review"Does your organization want more engaged employees? Read. This. Book. Through diverse global case studies, it’s an encyclopedia of approaches to, and answers for trust issues, greater DE&I, crises, employee activism, new technologies, the changing workplace and more. It’s a must-read for communicators and leaders." Bruce K. Berger, Ph.D.Professor Emeritus, University of Alabama; Founding Director of the Plank Center for Leadership in PR; and former CCO, Whirlpool Corporation and President of Whirlpool Foundation"In the current landscape, effective internal communication holds increased significance for organizations of all types. Drawing on recent theoretical advancements in the areas of internal communication and employee engagement, this book is a valuable resource for readers seeking new knowledge in the field. The guidance and insights provided by the book will undoubtedly play a significant role in the continuous improvement of internal communication practices in management."Ana Tkalac Verčič, Ph.D.Full Professor, Marketing Department, Faculty of Economics & Business, University of ZagrebTrg J. F. Kennedyja 6, 10000 Zagreb, Croatia"Internal Communications today boils down to smart, engaged employees who can drive sustained business success. The concepts, models and insights presented here represent world class thinking and operational frameworks for strategic impact."Gary F. GratesGlobally Renowned Expert, Organizational Communications/Employee EngagementTable of ContentsTable of ContentsContributorsAcknowledgementsIntroductionSection 1: Leadership & TrustChapter 1HOPE International: A Case Study in Nonprofit Employee Engagement through Internal Communication, Leadership and Culture Nance McCownChapter 2 Exploring Internal Communication, Employee Engagement and Trust within a Government Contractor: A Case StudyLaura L. LemonChapter 3 Leading Institutional Change through Digital Communication: A Case Study on the Launch of the U.S. Army Combat Fitness Test Marc Vielledent and Chase SpearsSection 2: Organizational ChangeChapter 4 Interdisciplinary Approaches in Internal Communication to Effect Successful Organizational Change: Leveraging Agile Project Management and Behavioral NeuroeconomicsConilyn Poulsen JudgeChapter 5 Navigating Change through Chaos: A Case Study of RWJBarnabas Health’s Change Communication during Covid-19Yi LuoSection 3: Internal Issues & CrisesChapter 6 The Myth of Emotion-Focused Employee Crisis Communication? How Information-Focused Employee Crisis Communication during COVID-19 Pandemic Job Disruption Drives Post-Pandemic Intent-to-Perform and Intent-to-Return in Hospitality EmployeesMinjeong KangChapter 7 To Stay Silent or Speak Up Against Corporate Racial Discrimination? An Internal Public Segmentation Approach to Employee Voice and Silence BehaviorsHyunji (Dana) Lim and Young KimChapter 8 Dealing with Employees in Crises: Examining Contingent Organization–Public Relationships (COPR) for Internal CommunicationYang Cheng, Peiyao Liu, and Callie BurnetteSection 4: Employee ActivismChapter 9 Internal Communication and Employee Activism: Netflix’s Dave Chappelle Woes and Perspectives from the FieldArunima Krishna, Raymond L. Kotcher, and Donald K. WrightChapter 10 What Makes Employees Become Activists? Investigating Employee Activism in the AI CommunityJie Jin and Leping YouSection 5: Internal Communication & Emerging Technologies Chapter 11 Internal Social Media and Employee EngagementVibeke Thøis MadsenChapter 12 Nice-to-know: Role Expectations on Enterprise Social Media in the Aviation IndustryJoost Verhoeven and Ward van ZoonenChapter 13 Management of Cybersecurity through Internal CommunicationSolyee Kim and Jeonghyun Janice LeeSection 6: Internal CSR/CSAChapter 14 The Roles of Internal Communication in Driving Corporate Volunteering among Chinese Employees: An Integrated Approach of Social Influence and Volunteering MotivationsYi-Ru Regina Chen, Minqin Ma and Chun-Ju Flora Hung-BaeseckeChapter 15 Engaged Employees through Internal CSR Communication: A Case Study of Home DepotChuqing Dong and Baobao SongChapter 16 The Impact of Corporate Social Advocacy (CSA): A Case Study on Building Employee-Company Relationships through Corporate Engagement in the Fight Against Asian HateKeonyoung ParkSection 7: Diversity, Equity & InclusionChapter 17 How higher education engages employees into DE&I: A thematic analysis of strategic plans and Chief Diversity Officer job duties of the California State University SystemCheng HongSection 8: Remote Work, Flexible Work, & Work-Life IntegrationChapter 18 Rethinking the Way of Working: In Search of Sustainable EngagementAlessandra Mazzei, Luca Quaratino, Alfonsa Butera, and Sara ContiChapter 19 Boundary Communication: Smartphone Usage in Employees’ Work–Family Conflicts When Working from HomeFeihong PanSection 9: Internal Communication & Engagement in a Global ContextChapter 20 Application of the AVID framework in a U.K. Fire and Rescue ServiceKevin RuckChapter 21 Revs Your Heart: How Yamaha Motors Revved up its Employees During Corporate TransformationMasamichi Shimizu and Koichi YamamuraChapter 22ConclusionNance McCown, Linjuan Rita Men, Hua Jiang and Hongmei Shen
£33.99
Taylor & Francis Ltd Informal Leadership Strategy and Organizational
Book SynopsisAcross the spectrum of organizational operations, workplace interactions have proven to be one of the most difficult activities for leaders to manage effectively, especially during any level of change. In these circumstances, leadership strategies, especially related to change and leadership transition, consistently fail at an alarming rate. Additionally, employee engagement and team collaboration continue to be among the most elusive concepts for those in leadership to master.This book explores the influence of the informal leader on team member engagement during major change initiative in the organizational paradigm, with a special emphasis on leaders who are new to the team composite. This book examines the role of the informal leader in promoting or hindering team member engagement and organizational citizenship behaviors in change dynamics with a focus on change in the leadership structure and major initiatives. The relationship between the formal and informal leader is Table of ContentsIntroduction: The Challenge of Workplace Change 1 The Historical Groundwork 2 Leadership Engagement Understood 3 The Informal Leadership Paradigm 4 Team Development Effectiveness 5 Organizational Citizenship Behavior 6 Understand Workplace Culture 7 Effective Change Management 8 Informal Leadership Influence on Engagement
£19.99
Taylor & Francis Human Resources in the Arts
Book SynopsisArts and cultural institutions are a unique organizational context. Managing creative people within that context requires considerations that are not standard in traditional human resource practice. This book is designed to provide arts and cultural administrators with an overview of the most pressing elements of human resource management for arts and cultural institutions.Written by an arts management professor with an equity-focused human resources consulting firm, this book provides readers with knowledge they can immediately use to solve human resource management issues they will encounter.Infused with practical considerations and real-world examples that are grounded in human resources and industrial psychology research, Human Resources in the Arts will benefit arts management students and practitioners alike.
£53.92
Taylor & Francis Ltd The Humachine
Book SynopsisUpdated for a post-Covid world, the second edition of this groundbreaking book explains why becoming a Humachine enterprise is the only way forward for a company to maintain a competitive advantage in the age of artificial intelligence (AI).The first edition of The Humachine offered a foundation for a new form of enterprise, integrating AI technology and human resources to optimize the unique advantages possessed by each. Now, in the face of the Great Resignation' and botsourcing'where an activity previously done by humans is replaced by technologythought leaders Sanders and Wood present a more positive and promising scenario, where an enterprise recognizes human resources as an asset class that possesses skills that cannot be replaced by automation. Enlightened business leaders will look to create synergy between technology and people, enabling the organization to maximize its capabilities by elevating the basis of decision making with closer-to-perfect information and ratio
£29.99
Taylor & Francis Ltd The Next Leadership Team
Book SynopsisShortlisted in the 2024 Business Book Awards (International Business Book category)CEOs and organizational leaders are only as strong as the teams they build. And yet it is surprising how little practical advice there is for senior leaders on how to create, build, and optimize their teams. Step up The Next Leadership Team.Illustrated with real-life examples from interviews with CEOs, C-Suite members, and headhunters throughout, The Next Leadership Team explains how senior leaders can improve the performance of their leadership teams by identifying clear team approaches, associated team member profiles, and by leading that team. These ideas are brought to life with case studies and interviews with well-known corporations such as ABB, Allianz, Amazon, AXA, Best Buy, Capita, Danone, Deutsche Telekom, Ferrari, Freudenberg, Haier, Hilti, HSBC, Holcim, Huawei, Logitech, Microsoft, Nestlé, Netflix, Nokia, Nordea, Schneider Electric, Tata, Wipro, Trade Review"Full of real-life examples from CEOs on how to create, manage, and incentivize a leadership team, this is a handy book on an important subject: a good leadership team is vital to the success of a business."Thierry Delaporte, CEO and Managing Director, Wipro"A company’s success depends strongly on the leadership team’s qualities and on their effective interaction. Read this book to understand how to build a very effective team of managers and how to lead it to deliver the best results for your company." Mario Greco, CEO, Zurich Insurance"All eyes are usually on the top leaders. And top leaders' behavior is influenced heavily by the CEO. With the top team, it’s the same as with any great performing team, there needs to be trust as foundation and clarity on what is expected including the way of working. The CEO sets the tone, plays a critical role to build and shape the team for whatever purpose (transformation, stability, growth) and sets the direction for the team. If there is too much room for interpretation, no clear approach or the wrong players, things can easily deteriorate and eventually become counterproductive. Therefore the clarity and carrying out of leadership approach of every CEO is essential. This book helps with finding the right one and getting advice. A great practical guide." Stephanie Werner-Dietz, Executive Vice President and global head of human resources, ArcelorMittal and former Chief People Officer, Nokia"This work shows a valuable and flexible approach to leadership. It gets out of the one-size-fits-all, providing a practical and insightful guide on how to build the right leadership team to each individual situation."Adel Al-Saleh, CEO, T-Systems and member of the management board, Deutsche Telekom AG"Building successful leadership teams and structured succession planning must be a key focus of any executive, even more in the ever changing business environment. This book doesn’t only stress the importance, but also explains that it can and must be adapted to the specific business needs."Herman Anbeek, President Europe, Americas and Middle East, gategroup"Performance is all about achieving results through people. That is why this book is so crucial as it emphasizes the role of leadership in building high performing teams. It is written in a very pragmatic and down to earth way which makes it very appealing and easy to read."Magdi Batato, Executive Vice President and head of operations, Nestlé"For me, good leadership is all about people impact – because you, as a leader, have taken the genuine interest and time to understand what motivates, inspires, drives, concerns a person; I strongly believe in servant leaders, it’s what the world needs more of. And reading The Next Leadership Team has provided me with some great food for thought!"Christophe Catoir, President, Adecco, member of the Executive Committee, Adecco Group"I highly recommend this important contribution to the key subject of leadership teams."Laurent Hebenstreit, former CEO Sogefi"The Next Leadership Team is the second masterpiece of the two authors, which translates the commonly used buzzwords on leadership and governance into real business life and instead of presenting management theories, provides practical implementations in modified applications and procedures that can be handled in practice. Here the chair meets the practice and an excellent symbiosis appears."Andreas Joehle, Partner Uffenau Partners and former CEO Hartmann AG "CEOs and executives spend much of their time creating teams that can drive success in the organization. The Next Leadership Team is a valuable guide to doing so. Reading the book, I found many ideas and frameworks for my work and enjoyed reading the down-to-earth style and the examples from around the globe."Jan Jenisch, CEO, Holcim"Highly insightful book to challenge one’s own approach in building a winning leadership team."Kai Konola, CEO, Halton"Markets, competition, regulation etc. are always changing, slowly or quickly, fundamentally or gradually. To provide proactive responses is a permanent challenge. Therefore, composition and decision-making are of central importance for leadership teams."Georg Müller, CEO, MVV Energie AG"A profound and practical account of the view on executive leadership teams. Everything you need to know about selecting, building and optimizing high performing teams." Dr. Stefan Nöken, Supervisory Board Member, former Member of the Executive Board of Hilti Corporation"The time of lone wolves at the top is over. Collaboration, shared ownership and a strong sense of all employees winning together are essential to create sustained success. This book shows how it works."Urs Riedener, former CEO, Emmi "The Next Leadership Team gives a versatile insight how to build a competitive leadership team. I strongly recommend that you read this book."Timo Ritakallio, President and Group CEO, OP Financial Group"Keil/Zangrillo’s concept does not preach a one-size-fits-all leadership model. The leadership reality is complex and situational – they address this well."Jacques Sanche, CEO, Bucher Industries"Composing and evolving effective leadership teams is an art, to which this book provides a systematic framework. Personally, I believe in teams of strong individuals, willing to be stronger together – diverse in multiple dimensions, yet cohesive as a team"Peter Terwiesch, President, Process Automation, ABB"This book is a must-read for any leader who is being faced with major cultural changes or disruptive transformations affecting the whole leadership team. As a leader you find a wealth of practical answers to even those questions you might not have asked before. A great way to learn from other leaders' experience."Heiner Thorborg, Headhunter Table of ContentsPart I: Approaches to leadership teams and situational Cvnstraints 1. Approaches to leadership teams 2. Mapping the leadership team approach with situational constraints Part II: Selecting members to the leadership team 3. How to select leadership team members 4. Selecting team members for different leadership team approaches and situational constraints Part III: Building the team 5. How to initially build the leadership team 6. How leadership approach and situational constraints shape leadership team building Part IV: Optimizing performance 7. Optimizing leadership team performance over time 8. Optimizing performance for different leadership team approaches and in different situations 9. Designing the future of leadership teams
£29.99
Taylor & Francis Ltd The Character Compass
Book SynopsisA guide to transforming leadership for the 21st century, this is a book about a powerful and practical framework that leaders can use to help their organizations thrive, prosper, and improve the world around them: leader character.Developed through extensive research, teaching, and outreach over the past decade, leader character is the foundation that leaders rely upon to help them make their most critical judgments. This book carries forward the authors' important work to the implementation stage on both the individual and organizational levels. Based on the authors' interactions with organizations in the public, private, and not-for-profit sectors around the world, they offer practical roadmaps for implementing leader character in such areas as leadership development, strategy, manifesting purpose, culture-building, executive recruitment and HR practices, EDI, risk management, and other key corporate activities. The result of these implementations is nothing less than sustaTable of ContentsChapter 1: The case for character Chapter 2: The science of character Chapter 3: What’s your Achilles' heel? Chapter 4: Exercising character Chapter 5: The power of micro-moments Chapter 6: Becoming a champion of character change Chapter 7: A culture of character Chapter 8: Character’s role in risk management Chapter 9: Character, directors, boards, and governance Chapter 10: The compass of your life
£31.34
Taylor & Francis Imagining the PostCovid Workplace
Book SynopsisImagining the Post-Covid Workplace explores the impact of how work and the workplace have changed as a result of the COVID-19 pandemic, cost of living crisis, world-wide inflation, and potential impending recession.Leading scholars from across the globe consider the challenges and opportunities the pandemic has created for organizations and employees in all aspects of their jobs and working lives. The book follows a narrative from the broad pandemic-induced disruptions to individual and organizational responses, and new work dynamics, culminating in the long-term societal impacts on work and wellbeing. Chapters examine key trends from organizational psychological topics, including communication, HR strategy, culture, teamwork, leadership, ethics, managing stress and burnout, workplace health and safety, flexible working, the future of careers, and retirement. Brought together, these chapters offer a comprehensive overview of important areas within the field of work and
£36.09
Taylor & Francis Ltd GLUE
Book SynopsisShortlisted in the 2024 Business Book Awards (Leadership category)The adoption of remote, hybrid and flexible working is the new normal. But like the old normal, no one seems very happy. The solution requires a different type of leadership one that unites, transforms and elevates performance. Leadership that creates glue.With employee engagement, productivity and personal ties on the wane, leaders urgently need to refocus on harnessing relationships, making their organisations more humane, and finding new ways to engage and unleash talent. To do that, the single, most impactful thing leaders can do is to create and nurture an intangible, yet essential, factor called glue.So, this book sets out some ideas about glue: where to look for it, how to use it and, most importantly, how to cultivate glue amongst your most valuable people. It explores the approach of some unusual leaders, and of firms transformed through the organisational advantage' of sTrade Review‘GLUE challenges us to rethink modern leadership. It is a timely roadmap for leaders navigating the key post-Covid organisational challenge of the hybrid age: How do we maintain a cohesive and motivational “office culture” when the traditional office no longer meets the needs of our teams?’Inger Ashing, CEO, Save The Children International‘John Dore’s fascinating new book scours the modern landscape of work, proposing a new model of managing and leading that better coheres people around a genuine purpose, shared meaning and a freedom to experiment.’Jeremy Darroch, former Executive Chairman and Group Chief Executive, Sky‘With infectious passion for his areas of expertise, anecdotes in abundance and tools for immediate application, John Dore is the glue on the programmes he directs. Happily for readers, he is as inspirational on the page as he is in the classroom.’Richard Hytner, Adjunct Professor of Marketing, London Business School; founder, Blue Hat Man‘This is the book we all wish we’d read in February 2020. We needed glue more than ever then, and we certainly need it now. The concept of glue is a brilliant shorthand for bringing together people, purpose and leadership – and making it stick.’Catherine Faeirs, COO Autotrader‘In John Dore’s timely new book he lays out a new approach to management where leaders unite employees around bold goals, a shared purpose and a passion for experimentation. GLUE is practical, provocative and essential reading for 21st-century leaders.’Gary Hamel, one of the world’s most influential and iconoclastic business thinkers‘As organisations adapt and reinvent for the Never Normal, the physical and hybrid workplace will continue to rapidly evolve. John Dore’s entertaining new book explores the future of work and reimagines the role of the leader.’Peter Hinssen, Founder of nexxworks, and author of The Day After Tomorrow‘GLUE is a wonderful book that addresses one of the most pressing challenges of our time – how to create and maintain stronger interpersonal bonds among our employees in a world where work is increasingly becoming more remote and hybrid. The book is full of ideas and examples on how to achieve this. It should become essential reading for leaders everywhere.’Costas Markides, Professor of Strategy and Entrepreneurship, London Business School‘I have known John for many years and I can vouch for his understanding and knowledge of what it takes to bring people together and form expert leadership teams. John is a master of this, a topic which has assumed such importance post-Covid lockdowns and in a more flexible, hybrid working world.’Chris Allen, CEO, Quintet Private Bank‘Whether the distance that separates your team is geographical, operational or emotional, the required ‘hybrid’ leadership strategies to re-engage, re-equip and re-inspire your teams can be found in this ground-breaking new book. Put simply, GLUE is a leader’s guidebook for the future of work.’Jim Steele, Performance Coach and author of Unashamedly Superhuman‘We live in challenging times, with record levels of disengagement and employee turnover. In this thought-provoking and inspiring book, John Dore explains the vital role of social capital – glue, in his words – as the hidden ingredient that leaders can nurture to help them create vibrant and purposeful organisations.’Julian Birkinshaw, Professor and Vice Dean, London Business SchoolTable of ContentsIntroduction: Transforming leadership 1. The importance of glue 2. Discovering glue 3. The advantage of glue 4. Defining glue 5. Leading with glue 6. Creating glue 7. Experimenting with glue 8. Barriers to glue 9. Storytelling glue 10. Organisational glue 11. Applying glue
£29.99
Taylor & Francis Ltd The Fragility of Merit
Book SynopsisWhile the operation and structure of the public workforce is not a matter that is on the minds of most, the consequences for the nature and effectiveness of government are substantial. The Fragility of Merit provides a detailed examination of the importance of a professionally competent and politically neutral public service.Illustrating the fundamental fragility of the federal civil service in the United States and the underlying concept of merit in public employment, J. Edward Kellough demonstrates how a particular view of presidential power grounded in unitary executive theory was used during Donald J. Trump's term in office. Specifically, he reviews various efforts to subordinate the public workforce to presidential authority and explains how those actions threatened to undermine bureaucratic expertise that is desperately needed in government.The Fragility of Merit makes a persuasive case for protecting the civil service and for rebuilding a national
£35.14
Taylor & Francis Managing in Organisations
Book SynopsisManaging in Organisations is a concise, accessible, and practical approach to the difficult job of line management. It offers a kit of management tools and a range of worked examples that can be used to address the key tasks that managers face in the workplace. This book provides clear insights into how people behave everyday in real organisations. The fundamentals of key theories and sources are covered throughout for those coming to the subject for the first time. Topics covered include individual, group, and team organisational behaviour; organisational culture and diversity; supervision and leadership; organisational design; management and change; and governance. This book considers small and larger enterprises as well as public, private, and third sectors. Short cases link the issues in the chapter and provide opportunities for developing skills and discussion. This book provides an introduction to the world of managing in organisations and is suitable fo
£35.99
Taylor & Francis The Dark Side of Leadership A CrossCultural
Book SynopsisThe corporate landscape is rife with instances of leaders who have left a trail of sinister outcomes.In the last three decades, the research in leadership and organizational sciences has expanded in theoretical and typological breadth to include the dark side. These works have aimed at uncovering the complex interplay of personalities, power dynamics, and organizational cultures that can lead to destructive and unethical behaviors in the workplace. While there are volumes of literature on leadership, there is a dearth of research that integrates dark leadership and cross-cultural norms, perspectives, variances and interventions. The Dark Sides of Leadership: A Cross-Cultural Compendium is a collaborative and transdisciplinary venture that draws on the knowledge and experiences of organizational science practitioners and scholars across the globe to explore the contentious and evolving subject of dark leadership in the workplace. The primary consideration of this book is to ex
£55.09
Taylor & Francis Radical Retirement
a huge range and FREE tracked UK delivery on ALL orders.
£31.34
Taylor & Francis Therapist to Coach
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£34.19
SAGE Publications Inc Managing Diversity International Student Edition
Book SynopsisWinner of the George R. Terry Book Award from Academy of Management and the Outstanding Academic Title Award from CHOICE Magazine Successful management of our increasingly diverse workforce is one of the most important challenges facing organizations today. In theFifth Editionof her award-winning text,Managing Diversity, authorMichàlle E. Mor Barak argues that inclusion is the key to unleashing the potential embedded in a multicultural workforce. This thoroughly updated new edition includes the latest research, statistics, policy, and case examples. A new chapter on inclusive leadership explores the diversity paradox and unpacks howleaders can leverage diversity to increase innovation and creativityfor competitive advantage. A chapter devoted to Practical Steps for Creating an Inclusive Workplacepresents a four-stage intervention and implementation model with accompanying scales that can been used to assess inclusio
£124.49
John Wiley & Sons Inc The Five Dysfunctions of a Team Facilitators
Book SynopsisTap into your organization's ultimate competitive advantage - teamwork. This title gives trainers what is needed for a high-impact, half-day, full-day, or two-day learning experience for functional teams or team leaders. It helps team members improve in each of five key fundamentals: trust, conflict, commitment, accountability, and results.
£185.40
John Wiley & Sons Inc The Secrets of Facilitation
Book SynopsisThis thoroughly revised and updated edition of The Secrets of Facilitation delivers a clear vision of facilitation excellence and reveals the specific techniques effective facilitators use to produce consistent, repeatable results with groups.Table of ContentsIntroduction to the Second Edition xvii What’s New in the Second Edition? xviii Case Study: The Secrets in Action—How Two Practitioners Have Put the Secrets to Work xx Introduction: a Powerful Secret xxiii Case Study: Learning the Powerful Secret xxiii Secret #1—The Fundamental Secret of Facilitation xxiv Case Study: The Sanitation Workers xxiv Learning to Apply the Fundamental Secret xxvi The Principles of SMART Facilitation xxviii More Ways to Apply the Secret xxxix What This Book Will Do for You xxxix Where to Start xl I. What Is the Role of a Facilitator? 1 Questions Answered in This Chapter 1 Case Study: The Facilitator’s Role in Civic Leadership Groups 1 Sample Scenarios: Group Solutions Needed 3 When Is Facilitation Appropriate? 4 Secret #2—The Secret of When to Use Facilitation 5 Definition: What Is a Facilitated Session? 5 What Are the Responsibilities of a Facilitator? 6 The Soul of a Facilitator 7 When Is Facilitation Not Appropriate? 8 Facilitation: Where Is the Industry Today? 10 What’s Next for Facilitation? 11 Applying the Secrets to Gain Buy-In to a Strategic Plan 13 Facilitator’s Checklist for Understanding Facilitation and the Roles of a Facilitator 14 Exercise Your Skills 15 II. The Secrets to Questioning: Design Your Questions to Get Better Answers 17 Questions Answered in This Chapter 17 Case Study: Starting Questions 17 The Starting Question 18 Secret #3—The Secret of the Starting Question 20 Case Study: The Starting Question to Engage the VP’s Number Two 26 The Reacting Questions 27 Secret #4—The Secret to Guiding a Group 28 Floating an Idea 29 Secret #5—The Secret to Influencing Idea Ownership 30 Applying the Questioning Techniques 32 A Final Note on Questioning 34 Facilitator’s Checklist for Questioning 34 Exercise Your Skills 35 III. The Secrets to Preparing: Know Your 5 Ps 37 Questions Answered in This Chapter 37 Case Study: The Principals’ Conference 37 The 5 Ps of Preparation 38 Secret #6—The Secret to Preparation: The 5 Ps 38 It’s All About Purpose 39 Secret #7—The Secret Power of Purpose 40 Defining the Product 41 Secret #8—The Secret to Defining the Session Product: The 3 Hs 42 Selecting Participants 42 Identifying the Probable Issues 45 Preparing the Process 46 The Meeting Notice 46 Case Study: Preparing for Vision Councils 47 Special Topic: Managing a Sponsor 48 Secret #9—The Secret to Managing a Sponsor’s Presence 51 Applying the 5 Ps 53 Facilitator’s Checklist for Preparing 54 Exercise Your Skills 55 IV. The Secrets to Starting: Inform, Excite, Empower, Involve 57 Questions Answered in This Chapter 57 Case Study: Kicking off Vision 2020 57 Opening the Session 58 Secret #10—The Secret to a Strong Opening 59 Secret #11—The Secret to Exciting in the Opening 62 Gaining Buy-In to the Agenda 63 Secret #12—The Secret to Gaining Agenda Buy-In 63 Using Ground Rules 65 Secret #13—The Secret to Using Ground Rules 65 Case Study: Avoiding the Executive Feeding Frenzy 68 Using Parking Boards 70 Secret #14—The Secret to Parking Boards 70 Effective Introductions 71 Secret #15—The Secret to Effective Introductions 72 Opening Nonfacilitated Meetings 73 When Should You Arrive for the Meeting? 73 Getting Started on Time 74 Secret #16—The Secret to Starting on Time 74 Applying the Secrets to Starting 75 Facilitator’s Checklist for Getting the Session Started 76 Exercise Your Skills 77 V. The Secrets to Focusing: Establish the Course, Avoid Detours 79 Questions Answered in This Chapter 79 Case Study: Facilitating the Senator and the Chief of Staff 79 Secret #17—The Secret to Using Checkpoints 79 Focusing the Group: Using Checkpoints 79 The Extended Checkpoint 83 Warming Up a Group 84 Secret #18—The Secret to Warming Up a Group 84 Delivering Accurate, Clear, and Concise Directions (PeDeQs) 85 Secret #19—The Secret to Giving Clear Directions 85 Keeping a Group on Track 88 Secret #20—The Secret to Keeping a Group on Track 88 Managing Breakout Groups 90 Secret #21—The Secret to Effective Breakout Groups 90 Secret #22—The Secret to Rotating Flip Charts 95 Applying the Secrets to Focusing 97 Facilitator’s Checklist for Focusing a Group 97 Exercise Your Skills 99 VI. The Secrets to Recording: the Power of the Pen—use It, Don’t Abuse It, Make It Theirs 101 Questions Answered in This Chapter 101 Case Study: Public Safety Collaborative 101 How Facilitators Abuse the Pen 102 Using, Not Abusing the Pen 104 Secret #23—The Secret to Using, Not Abusing, the Power of the Pen 104 Case Study: The Power of the Pen, ELMO, and Parking Boards 107 Knowing What to Record 107 Secret #24—The Secret to Knowing What to Record 108 Managing the Recording Process 110 Secret #25—The Secret to Keeping the Recording Concise 112 Using Strategies to Avoid Lulls While Writing 113 Secret #26—The Secret to Avoiding Lulls While Writing 114 Additional Techniques for Recording 116 The Seven Deadly Sins of Facilitation 118 Applying the Secrets to Recording 119 Facilitator’s Checklist for Recording 119 Exercise Your Skills 120 VII. The Secrets to Information Gathering: Know Your Tools and How to Use Them 123 Questions Answered in This Chapter 123 Case Study: The Retailing Conference 123 Understanding the Major Information Gathering and Processing Functions 125 Understanding Processing Groups 126 Understanding Processing Order 127 Gathering and Processing Information 127 Secret #27—The Secret to Gathering Information 127 Gathering Facts 128 Secret #28—The Secret to Getting the Details 129 Categorizing 130 Secret #29—The Secret to Categorizing 130 Inquiring 133 Secret #30—The Secret to Q&A Sessions 133 Generating Ideas 136 Secret #31—The Secret to Generating Ideas 136 Prioritizing 138 Secret #32—The Secret to Prioritizing 139 Reporting 143 Secret #33—The Secret to Reporting Back 144 Getting Feedback 145 Secret #34—The Secret to Getting Quality Feedback 145 Additional Information Gathering and Processing Strategies 147 Applying the Secrets to Information Gathering 150 Case Study: Facilitation in the Classroom 151 Facilitator’s Checklist for Information Gathering 152 Exercise Your Skills 153 VIII. the Secrets to Closing: Review, Define, Evaluate, End, Debrief 155 Questions Answered in This Chapter 155 Case Study: Polling for Agreement at the Close 155 Secret #35—The Secret to a Strong Close 157 Reviewing Activities Completed and Personal Objectives 157 Confirming Commitment to Decisions Made 158 Secret #36—The Secret to Confirming Commitment to Decisions 158 Clearing the Issues List 163 Secret #37—The Secret to Clearing the Issues List 163 Assigning Actions 164 Secret #38—The Secret to Assigning Actions 164 Defining What Can Be Communicated About the Session 165 Evaluating the Session 167 Ending the Session 169 Debriefing 169 What If the Session Is Running Behind? 170 What If the Session Is Going to Run Over? 171 Delivering a Partial Close 171 Facilitator’s Checklist for Closing 172 Exercise Your Skills 173 IX. The Secrets to Managing Dysfunction: Conscious Prevention, Early Detection, Clean Resolution 175 Questions Answered in This Chapter 175 Case Study: The Chairman and the COO 175 Dysfunctional Behavior—What Is It? 177 Secret #39—The Secret to Understanding Dysfunction 178 Techniques for Conscious Prevention 180 Secret #40—The Secret to Preventing Dysfunction 180 Techniques for Early Detection 183 Secret #41—The Secret to Detecting Dysfunction 183 Techniques for Clean Resolution 185 Secret #42—The Secret to Resolving Dysfunction 185 Recommended Responses to Various Dysfunctions 188 When the Unexpected Happens 196 Secret #43—The Secret to Responding When the Unexpected Happens 197 Responding to Mistakes and Attacks 198 Case Study: Making a Mistake as the Facilitator 198 Secret #44—The Secret to Responding to Mistakes and Attacks 199 Rewarding Functional Behavior 201 Lesson Learned 201 Applying the Secrets to Managing Dysfunction 203 Facilitator’s Checklist for Managing Dysfunction 205 Exercise Your Skills 207 X. The Secrets to Consensus Building: Create and Maintain a Consensus-focused Process 209 Questions Answered in This Chapter 209 Case Study: Consensus on Values 209 Defining Consensus 210 Secret #45—The Secret to Understanding Consensus 211 Deciding How to Decide 212 Secret #46—The Secret of Five-Finger Consensus 214 Understanding Why People Disagree 215 Secret #47—The Secret to Understanding Disagreement 215 Secret #48—The Secret to Resolving a Level 3 Disagreement 221 Filling Your Toolbox of Consensus Building Techniques 223 Secret #49—The Secret to Resolving a Level 1 Disagreement 224 Secret #50—The Secret to Resolving a Level 2 Disagreement 231 Case Study: Improving Customer Delivery Times 234 Secret #51—The Secret to Using Weighted Scoring 236 Revisiting the Family Vacation 241 Applying the Secrets to Consensus 242 Secret #52—The Secret to Gaining Consensus on Wording 242 Facilitator’s Checklist for Consensus Building 244 Exercise Your Skills 245 XI. The Secrets to Energy: Set the Pace, Anticipate the Lulls, React Accordingly 247 Questions Answered in This Chapter 247 Case Study: Learning the Impact of Energy 247 Understanding the Impact of Energy 248 Secret #53—The Secret of Energy: The Three Es 248 Projecting Energy from the Start 250 Secret #54—The Secret to Starting with Energy 250 Case Study: The Low-Key Facilitator 253 Adjusting to the Lullaby Times 253 Secret #55—The Secret to Adjusting to the Lullaby Times 254 Maintaining Energy During the Session 254 Secret #56—The Secret to Maintaining Energy 255 Case Study: A Team Building Mistake 258 Using Team Building Activities 259 Secret #57—The Secret to Using Team Building Activities 259 Crossing the River: My Favorite Team Building Exercise 260 Facilitator’s Checklist for Energy 264 Exercise Your Skills 265 XII. The Secrets to Agenda Setting: Adapt Your Agenda to Address the Need 267 Questions Answered in This Chapter 267 Case Study: Pay for Performance 267 Understanding Process 268 Using Standard Agendas 269 Secret #58—The Secret of Standard Agendas 269 Customizing the Agenda 273 Secret #59—The Secret to Customizing the Agenda 274 Developing an Agenda from Scratch 275 Secret #60—The Secret to Developing an Agenda from Scratch 275 Knowing Your Process Cold: The Facilitation Guide 277 Secret #61—The Secret to Knowing Your Process Cold 277 Estimating and Tracking Time 279 Secret #62—The Secret to Estimating Time 279 Applying the Secrets to the First Meeting of a Task Force 281 Facilitator’s Checklist for Agenda Setting 284 Exercise Your Skills 285 XIII. The Secrets to Facilitating Virtual Meetings: Keep Everyone Focused and Engaged 287 Questions Answered in This Chapter 287 Case Study: The Virtual Strategy Monitoring Session 287 Secret #63—The Secret to Preparing for a Virtual Meeting 293 Choosing and Preparing Your Technology 293 Preparing for the Meeting 294 Starting the Meeting 295 Running the Meeting 296 Secret #64—The Secret to Engaging People Virtually 297 Special Cases 298 Facilitator’s Checklist for Virtual Meetings 300 Exercise Your Skills 302 XIV. The Secrets to Facilitating Large Groups and Conferences: Use the Power of Process to Guide and Engage 303 Questions Answered in This Chapter 303 Case Study: Facilitating a Thousand People 303 Facilitating Large Groups 305 Secret #65—The Secret to Facilitating Large Groups 305 Facilitating Conferences 307 Case Study: Facilitating a Conference on Spirituality 307 Secret #66—The Secret to Facilitating Conferences 310 Secret #67—The Secret to Managing Time with Speakers 312 Facilitator’s Checklist for Facilitating Large Groups and Conferences 314 Exercise Your Skills 315 XV. The Secrets to Facilitating Cross-cultural Groups: Recognize Your Own Biases to Better Adapt to the Culture of Others 317 Questions Answered in This Chapter 317 Introduction 317 Understanding Cultural Competency 318 Secret #68—The Secret to Facilitating Cross-Cultural Groups 323 Applying the Secrets to Cross-Cultural Groups 333 Case Study: What Is the Objective? 334 Case Study: Facilitating the Strategic Plan for a Caribbean Government 336 Case Study: Facilitating for Morehouse 347 Interrupting the Effects of Institutional Power Through Facilitation 351 Facilitator’s Checklist for Facilitating Cross-Cultural Groups 364 Exercise Your Skills 366 XVI. The Secrets to Building an Internal Facilitator Capability: Build the Case, Raise Awareness 369 Questions Answered in This Chapter 369 Introduction 369 Case Study: The Pull Strategy at Hydro One 370 Case Study: From Training to Something Bigger at Direct Supply 377 Case Study: The Facilitator Development Program at Saudi Aramco 379 Best Practice Strategies 385 Secret #69—The Secret to Establishing an Internal Facilitator Cadre 386 Exercise Your Skills 394 XVII. Special Topics 395 Questions Answered in This Chapter 395 Apply the Secrets to Running a Simple Meeting 395 Applying the Secrets as a Meeting Participant 402 Secret #70—The Secret to Guerrilla Facilitation 402 Applying the Secrets to Very Small Groups 404 Applying the Secrets as a Consultant or Subject Matter Expert 405 Case Study: The Strategy Firm and the Nonprofit 406 Becoming a Certified Facilitator 408 Facilitator Neutrality: Fact or Fiction? 412 Epilogue 417 Resource Guide for Facilitators 419 Leadership Strategies—The Facilitation Company 419 The FindaFacilitator Database 420 The International Association of Facilitators 420 The International Institute for Facilitation 420 Training Courses in Facilitation 420 Recommended Books 424 70 Secrets of Facilitation 427 Acknowledgments 431 The Author 433 Index 435
£49.40
John Wiley & Sons Inc From One to Many
Book SynopsisThere have been few practical resources to date that address team and group coaching practices, and the requisite skills and approaches for coaches, leaders and HR professionals. Coaches hunger for deeper insights into many of the topics explored in From One to Many.Table of ContentsList of Figures and Tables ix Acknowledgments xi Introduction 1 Part I: Team and Group Coaching Defined 15 Chapter 1: Team and Group Coaching: Related Sisters 17 Chapter 2: The Fusion of Approaches, Benefits and Tricky Issues in Coaching Many 39 Chapter 3: Core Skills for Team and Group Coaching 61 Part II: Team and Group Coaching Foundations and in Action 91 Chapter 4: Design Principles and Practices for Coaching Many 93 Chapter 5: Group Coaching Foundations 115 Chapter 6: Team Coaching Foundations 137 Chapter 7: Virtual Design and Delivery 167 Chapter 8: Creating Connection and Fostering Engagement in Team and Group Coaching 195 Part III: Expanding Our View of Coaching Many 219 Chapter 9: Capacity Development: Mentoring, Coaching, Supervision, Leader as Coach and Peer Coaching 221 Chapter 10: Developing a New Cohort of Leaders 249 Chapter 11: Co-facilitation, Partnering and Collaboration: Who Has Your Back? 267 Chapter 12: Trends in Team and Group Coaching 283 Appendix: Exercises, Tools and Resources for Team and Group Coaching 293 About the Author 331 Index 333
£31.35
John Wiley & Sons Inc HR for Small Business For Dummies UK
Book SynopsisYour handy, authoritative guide to small business HR Packed with practical tips and advice on how to handle tricky people situations in the workplace, this friendly guide shows anyone without a ton of HR experience how to correctlyand legallyutilise HR practises within a small business. From hiring to firing, managing performance to leading changeand everything in betweenHR For Small Business For Dummies ensures you and your organisation are prepared for whatever may come knocking on your human resource department''s door. Written by a team of authors that runs PlusHRan organisation that provides outsourced HR services to small- and medium-sized companiesHR For Small Business For Dummies offers a thorough and accessible understanding of what HR is, how it works and what key UK legislation you need to know to resolve issue-led HR problems. Throughout the book, the emphasis is on communication and how you may need to tweak your strategy as your business grows, Trade Review“If you’re thinking of taking on your first employee I would consider this to be essential reading.” (Brilliant Business Books, January 2016)Table of ContentsIntroduction 1 Part I: Getting Started with HR 5 Chapter 1: Getting into the Business of People 7 Chapter 2: Recruiting Your First People 25 Chapter 3: Working Together 47 Chapter 4: Managing Your Pay and Benefits 63 Chapter 5: Parting Company 75 Par t II: Maturing in Business: Moving from Managing People to Good HR Practice 93 Chapter 6: Setting the Ground Rules 95 Chapter 7: Keeping Things Fair 117 Chapter 8: Managing and Rewarding Performance 137 Chapter 9: Creating a Great Team 157 Chapter 10: Setting Up HR in Your Business 175 Part III: Growing People and Teams 189 Chapter 11: Leading Your Growing Business 191 Chapter 12: Getting the Structure Right 209 Chapter 13: Training and Developing Your People 229 Par t IV: HR and the Law 247 Chapter 14: Hiring People 249 Chapter 15: Managing People 269 Chapter 16: Managing Pay, Benefits and Taxes 287 Chapter 17: Parting with People 305 Part V: The Part of Tens 323 Chapter 18: Ten HR Jargon Busters 325 Chapter 19: (Nearly) Ten Tips for Managing Poor Performance 329 Chapter 20: Ten Great Interviewing Ideas 335 Chapter 21: Ten (Or So) Signs of Employees Who Are Ready for Promotion 343 Index 347
£15.29
John Wiley & Sons Inc People Strategy
Book SynopsisThe Wall Street Journal bestseller! Learn to unlock the potential of your employees and colleagues with this definitive resource for people management People Strategy: How to Invest in People and Make Culture Your Competitive Advantage provides readers with a powerful framework in which to develop high-performing teams, increase employee motivation, and use data to build an inviting and effective company culture. Author Jack Altman, cofounder and CEO of Lattice, an award-winning HR and performance management platform, shows you how to: Establish the values that will form the bedrock of your organizationDevelop feedback processes that help employees feel heard, supported, and equipped to succeedMonitor the breadth and depth of employee engagement in your companyUse the data and insights created by your People Strategy to drive business results Perfect for executives, managers, and human resource professionals, People Strategy also belongs on the bookshelves of anyone with even an interest in how to develop, nurture, and unlock the potential of their employees and colleagues.Table of ContentsIntroduction: Why Your Company Should Put People First 1 Chapter 1 The Three Pillars of Company Culture 9 Chapter 2 Hiring for Culture and Performance 21 Chapter 3 Performance and the Importance of Feedback 41 Chapter 4 Building Engagement 77 Chapter 5 Prioritizing Growth 105 Chapter 6 Leveraging Data 133 Conclusion: The Power of People 147 Appendix: Turning Strategy into Action 161 About the Author 167 Acknowledgments 169 Index 171
£18.69
John Wiley & Sons Inc Elite Sales Strategies
Book SynopsisTable of ContentsForeword by Charlie Green vii Preface xi Introduction 1 Chapter 1 The Modern Sales Approach 15 Chapter 2 The One-Up Sales Conversation: Your Only Vehicle for Value Creation 31 Chapter 3 Insights and Information Disparity 49 Chapter 4 Supporting Client Discovery 65 Chapter 5 Your Role as a Sense Maker 85 Chapter 6 The Advantage of Your Vantage Point 101 Chapter 7 Building Your One-Upness 119 Chapter 8 One-Up Guide to Offering Advice and Recommendations 137 Chapter 9 The One-Up Obligation to Proactively Compel Change 157 Chapter 10 Triangulation Strategy: Helping Clients Decide While Avoiding Competition 175 Chapter 11 Being One-Up Helps Your Clients Change 191 Chapter 12 Advice for Those Who Are Presently One-Down 207 Top Secret 223 Chapter 13 The Secret Chapter 225 The Modern Sales Approach 241 Acknowledgments 243 About the Author 245 Index 247
£18.69
Taylor & Francis Ltd Work Psychology
Book SynopsisWork Psychology: The Basics provides an accessible, jargon-free introduction to the fundamental principles of work and occupational psychology. Covering key theories and models in this dynamic area, it offers a solid understanding of both academic theory and practical applications. The book follows the structure of the British Psychological Society curriculum for Masters courses, exploring psychological assessment at work, learning, training and development; wellbeing at work, work design, organisational change and development, and leadership, engagement and motivation. These core topics are supplemented by deep dives into the development of the discipline, research and practice in the field, and suggestions for the future of work psychology. Giving a detailed look into the world of work, it answers questions such as: Can we accurately select people for jobs? How can work positively and negatively affect mental and physical health? How can we motivate people in tTrade Review"Work Psychology: The Basics is a great introduction to work psychology. It offers an excellent overview of the key areas of work psychology from the history and development of work psychology, psychological assessment, wellbeing at work, learning and development, organisational change and development, and leadership, motivation, and engagement. A chapter is dedicated to each topic, making it easy to follow and invaluable source to work psychology students, those working towards accreditation, and those who simply would like a thorough, but easy introduction to work psychology. It introduces key theories and models in each area, together with suggestions for further reading." Karina Nielsen, Professor of Work Psychology, Institute for Work Psychology, University of Sheffield, UK. "This excellent new text book, the first I’ve seen that follows the structure of the new British Psychological Society stage 1 curriculum which is much needed. The combination of academic and practitioner perspective from these experienced authors helps to bridge the gap between research and practice in Occupational Psychology. The book is full of relatable case studies, current research and topical practical examples that will really help students bring the subject area to life." Catherine Steele, Occupational and Coaching Psychologist, University of Leicester, UK. "A must read book if you want to know how to apply psychology to work! The clear, jargon free descriptions of science and practice are both informative in describing the origins of work psychology and forward thinking exploring the dynamic growth and expansion of the field. Structured around the BPS curriculum, this is a perfect aid for those pursuing chartership. The text is interactive with case studies and exercises, and informative of practice. This book will be valuable for a wide range of readers from students to professionals and employers." Dr Angela Carter, Just Development, UK. Table of Contents1. The Development of Work Psychology 2. Psychological Assessment at Work 3. Learning Training and Development 4. Wellbeing at Work 5. Work Design, Organisational Change and Development 6. Leadership, Engagement and Motivation 7. Work Psychology Research and Practice 8. The Future of Work Psychology
£19.92
CRC Press Labor and Employment Issues for the Safety
Book SynopsisSafety professionals interact with many other functions within the organization, including but not limited to production, human resources, and medical, with each function possessing specific laws and regulations which govern their actions and inactions. In order to function within the organizational structure, they need a working knowledge of the laws and regulations which impact his/her area of responsibility as well as the laws and regulations which impact employees, managers, and the overall organizational structure.An extensive examination of safety laws and regulations, Labor and Employment Issues for the Safety Professional provides a working knowledge of the impacts, requirements, and implications of safety professionals' actions and inactions as related to state and federal laws. It presents information on an issue-by-issue basis, delineating the basics of the issue, identifying the applicable law or regulation, and presenting possible solutions to acTrade Review"Dr. Schneid has put together a complete compendium of important topics, tools, and, most importantly, PRACTICAL thoughts. … the CONCEPTS that Tom has explicitly put before you are KEY to your understanding and survivability in the unique environment in Safety, Legal and making a difference."—From the foreword by Michael J. Fagel, Ph.D., CEM, Eastern Kentucky University, University of Chicago, and Northwestern University"Dr. Schneid has put together a complete compendium of important topics, tools, and, most importantly, PRACTICAL thoughts. … the CONCEPTS that Tom has explicitly put before you are KEY to your understanding and survivability in the unique environment in Safety, Legal and making a difference."—From the foreword byMichael J. Fagel, PhD., CEM, Eastern Kentucky University, University of Chicago, and Northwestern UniversityTable of ContentsLabor, Management, and Safety. At-Will Employment and Exceptions. Labor Law and Safety. NLRB and Labor-Management Relations. Collective Bargaining. Contract Administration. Title VII and Antidiscrimination Laws. Age Discrimination. Wage and Hour Laws. Federal Retirement and Welfare Laws. Privacy Laws. Family and Medical Leave Act and Safety. Americans with Disabilities Act and Safety. OSHA Inspections and Defenses. New Cases, Laws, and Legislation. Appendix 1: National Labor Relations Act. Appendix 2: Wage and Hour Division (WHD): Minimum Wage Laws in the States—July 1, 2010. Appendix 3: Spotlight on Statistics. Appendix 4: OSHA Instruction. Index.
£80.74
Taylor & Francis Ltd Human Performance Improvement
Book SynopsisOrganizations are under pressure to build and sustain competitive advantage with and through people. For that reason, managers continue to demand results from workers and look for as many ways as possible to increase productivity and decrease the costs of doing business. Human performance improvement (HPI) is a systematic approach to securing better performance from people. This book provides a thorough overview of the theory and practice of HPI, looking at the long-term action plan and specific interventions that can improve productivity and address performance problems. This new edition provides up-to-date references and sources, examines the manager's role in HPI in more detail than previous editions, and explores how to build on human performance improvement strengths and opportunities. Written by a group of highly respected authors in the field, this book will show you how to discover and analyze performance gaps, plan for future improvements in human performance, and deTrade Review"If you need to read just one book on human performance improvement, this is the right one!"Wayne Chen, Senior Vice President of DiDi, China"This book is a must-read for performance improvement specialists who want to make a transformational difference in their organizations. Particularly valuable to readers is a clear and concise road map for how to move from training to human performance improvement and the competencies needed to make this change a reality. A required addition to your professional library."G.M. (Bud) Benscoter, PhD., Owner, GMB Performance Group; Faculty Member, Boise State University and Wilmington (DE) University, USA"HPI is a dynamic process and the authors have superbly captured how this process is applied in a rapidly changing and complex workplace, examining the trends and patterns of workplace performance through actual case studies of international companies. A great read!"Dennis Mankin, Managing Partner and Senior Consultant, Platinum Performance Partners LLC, USATable of ContentsList of figuresPrefaceAcknowledgmentsIntroduction1 Laying the foundation2 The role of analyst3 The role of intervention specialist4 The role of change manager5 The role of evaluator6 Trends and their implications for HPI7 Transforming the training department into an HPI function8 Building your competence as an HPI practitioner9 From theory to practice: real-world HPI projectsAppendix I: Reengineering the training department assessment instrument Appendix II: Determining your optimum pathway to development IndexAbout the authors
£36.99
Taylor & Francis Ltd Public Personnel Management
Book SynopsisNow in a thoroughly revised 7th edition, Public Personnel Management focuses on the critical issues and common processes in the management of public sector personnel. In keeping with prior editions, the text centers on the core processes within public human resource management: strategic workforce planning, effective recruitment and retention, workforce development, and employee relations. Designed to further address the ways in which expectations for human resource managers have changed and developed in recent years, the 7th edition includes several new features and improvements: Substantially restructured, updated, and additional case studies and student exercises. Coverage of how the field of Public HRM has been influenced by the two most recent national recessions, economic downturns at the state and local level, privatization and contracting trends at all levels of government, the growing presence of millennial employees in the workplTrade Review"This new edition conveys the importance of a strategic approach to public human resource management as a critical element of a sustainable policy system. It appeals to a new generation of public managers, who will work with an increasingly diverse and multi-generational workforce, while navigating complex systems of multi-actor governance, the very success of which depends upon the effective management of human capital." – Alisa Moldavanova, Wayne State University, USA "The latest edition of this classic text offers a fresh perspective on enduring themes. Public Personnel Management maintains the focus of earlier editions, while including updated information on contemporary issues like social media and generational shifts. The expertise that these three academic leaders bring to this topic is evident throughout. Their robust treatment of personnel management makes this book required reading for students and practitioners of public administration." – Heather Getha-Taylor, University of Kansas, USA "The substantially revised 7th edition of Public Personnel Management continues to stand as THE definitive text for students, practitioners, and scholars interested in public sector human resource management. Novices will discover the book is both accessible and easy to comprehend while seasoned practitioners and scholars will find it advances a meticulously crafted, cogent framework that aptly characterizes public sector human resource management. Without a doubt, Llorens, Klingner, and Nalbandian’s book is a must read for any serious student of the topic." – Edmund Stazyk, University at Albany, SUNY, USA Table of ContentsPart I. Introduction 1. The World of Public Personnel Management 2. Doing Public HRM in the United States Part II. Planning 3. Thinking Strategically about HRM 4. The HR Role in Policy, Budget, Performance Management, and Program Evaluation 5. Defining and Organizing Work 6. Rewarding Work: Pay and Benefits Part III. Acquisition 7. Social Equity and Diversity Management 8. Recruitment, Selection, and Promotion Part IV. Development 9. Leadership and Employee Performance 10. Training, Education, and Staff Development 11. Performance Management 12. Safety and Health Part V. Sanctions 13. Organizational Justice 14. Collective Bargaining
£104.50
Taylor & Francis Ltd Essentials of Occupational Health Psychology
Book SynopsisEssentials of Occupational Health Psychology provides a thorough overview of Occupational Health Psychology (OHP) with a focus on empowering readers to take appropriate and reasoned action to address a wide variety of worker health, safety, and well-being challenges that are present in working situations all over the world.Although relatively new as an area of specialization, OHP research and intervention efforts are already having major impacts on the way work is done around the world. Each of the twelve chapters in Essentials of Occupational Health Psychology addresses an essential aspect of OHP, with a consistent emphasis on putting what is known about that area into practice. Topics include essential background information regarding the history of OHP and major areas of OHP research and practice, such as work-related stress and recovery, psychological and physical demands and resources, interpersonal mistreatment, work and nonwork role dynamics, andTrade Review"This book by two experienced researchers and interventionists successfully balances academic research with practical advice about how to best assure the health and safety of employees. It provides comprehensive coverage of the major workplace hazards, their effects on individuals and organizations, and how best to manage them to minimize harm." —Paul Spector, University of South Florida, USA"This book provides a thorough, yet concise introduction to the field of Occupational Health Psychology. The writing is approachable, the twelve chapters are well-organized, and the authors clearly connect OHP research and practice to the real-world complexity of the workplace." —Carrie A. Bulger, Quinnipiac University, USA"Essentials of OHP takes this broadly relevant area of psychology out of its typically-academic confines and makes it accessible to those who work in real-world organizational settings. This well-organized volume will serve as an excellent primer for both students and practitioners interested in promoting worker health, safety, and well-being." —David W. Ballard, Independent Consultant, UK; Practice Committee Chair, Society for Occupational Health Psychology "This book by two experienced researchers and interventionists successfully balances academic research with practical advice about how to best assure the health and safety of employees. It provides comprehensive coverage of the major workplace hazards, their effects on individuals and organizations, and how best to manage them to minimize harm." Paul Spector, University of South Florida, USA"This book provides a thorough, yet concise introduction to the field of Occupational Health Psychology. The writing is approachable, the twelve chapters are well-organized, and the authors clearly connect OHP research and practice to the real-world complexity of the workplace." Carrie A. Bulger, Quinnipiac University, USA"Essentials of OHP takes this broadly relevant area of psychology out of its typically-academic confines and makes it accessible to those who work in real-world organizational settings. This well-organized volume will serve as an excellent primer for both students and practitioners interested in promoting worker health, safety, and well-being." David W. Ballard, Independent Consultant, UK; Practice Committee Chair, Society for Occupational Health Psychology Table of Contents1. Understanding the Psychology of Occupational Health 2. Designing and Evaluating Occupational Health Psychology Interventions 3. Individual Differences That Matter in OHP 4. Worker Psychological Health 5. Worker Physical Health 6. Work-Related Stress and Recovery 7. Psychological and Social Demands and Resources 8. Interpersonal Mistreatment at Work 9. Work and Nonwork Role Dynamics 10. Physical and Environmental Demands and Resources 11. Safety at Work 12. Broadening OHP Impact Beyond the Workplace
£45.99
Taylor & Francis Ltd Business Partnering
Book SynopsisA Business Partner is a professional who supports and advises strategic and operational decision-making through insights that drive better business performance. Often as a result of external changes, business partners must respond quickly to map out the future strategic development, keep the firm competitive and ensure all objectives and legal requirements are met. In this book, business partnering expert Steven Swientozielskyj introduces a framework that provides a set of practical tools and techniques via a simple six stage model that, when replicated, will take the practitioner from start to finish through strategic change; from the formation and agreement of the strategy to its delivery and sustainability. Business Partnering is a one-stop shop for understanding this important phenomenon and as such will be vital reading for practitioners and academics in the business arena.Trade Review'Business Partnering captures the very best of Steve's own transformational and world-class experience and blends it with the latest research and success stories. Steve has made it available in a readily digestible way for all existing and aspiring practitioners. This wonderful resource is a 'must-have' for all business partners and indeed for anyone where multi-disciplinary teamwork is essential for success.' - David Murphy, Retired Head of HR Services, Network Rail, UK'Business Partnering is a must read for professionals seeking to differentiate their practiced approach to increase the value of their outputs. This practical handbook has an abundance of concise evidential reference points from numerous theoretical models and frameworks that can be directly applied in the professional practices. The author has a leading edge view on business partnering and this handbook will be my go-to-guide for many years to come.' - Milgintas Milo Mazeika, Assistant Management Accountant, Mentee, United Kingdom'Steve has uniquely brought together the various facets of business partnering and structured the content around a six stage general model. The combination of relevant research and techniques, together with Steve’s own real life case studies, provide an excellent guide for practitioners wishing to enhance their knowledge within organisations. This excellent book provides business partners with the insight necessary to make positive changes within their sphere of influence.' - Stephen J. Smith, Head of Finance Shared Services, Network Rail, UK'The handbook of business partnering is an authorative guide for any professional who interacts with stakeholders. The general model provides a framework that all professionals can apply to a multitude of circumstances. I particularly enjoyed the sections on how to develop trust and how to deal with conflict. This sets a new standard and therefore a must read for those who interact with stakeholders.' - David Stanford, Vice President, The Chartered Institute of Management Accountants, UK'Business Partnering is an excellent book which captures how to create a culture of excellence in todays highly competitive environment. By combining key areas into a 6 stage model, Steve has provided a real-life useable guide on how to improve organisational performance, teamwork and engagement. Applying Steve's framworks in my current workplace has already led to a number of success stories. This book will most definitely be by my side throughout my career.' - Samantha Risby, District Manager, Signet, UKTable of Contents1. Introduction 1.1 Introduction 1.2 Context and Scope 1.2.1 Preparation stage 1.2.2 Engagement stage 1.2.3 Acceptance stage 1.2.4 Delivery stage 1.2.5 Change stage 1.2.6 Outcome stage 1.3 Historical and Current Context 1.3.1 The emergence of added value for partnering 1.3.2 The emergence of specialization 1.3.3 The emergence of the ‘business partner’ in current times 1.4 Definitions of Stakeholders and Business Partners 1.4.1 Stakeholder definition 1.4.2 Business partner definition 1.5 Functional Perspectives 1.5.1 The Human Resources perspective 1.5.2 The Finance perspective 1.5.3 The Procurement perspective 1.5.4 The Information technology perspective 1.5.5 Summary 1.6 Why is Business Partnering Important 1.6.1 Why is it important at an individual level 1.6.2 Why is it important at a functional level 1.6.3 Why is it important at an enterprise level 1.7 The Three Key Approaches: Control, service or advisory 1.7.1 The advisory style for business partnering 1.7.2 The service style for business partnering 1.7.3 The control style for business partnering 1.8 The Paradigms and Paradoxes of the General Model 1.8.1 The paradigms for the model 1.8.2 The paradoxes for the model 1.9 Summary 2. The Preparation Stage 2.1 Self-learning and Responsibility 2.1.1 Knowledge 2.1.2 Skills 2.1.3 Competence 2.2 The Initial Induction Process 2.2.1 Line manager roles and activities 2.2.2 Human Resources 2.3 Power of the Stakeholder 2.3.1 Expert power 2.3.2 Referent power 2.3.3 Information power 2.3.4 Legitimate power 2.3.5 Reward power 2.3.6 Coercive power 2.4 Personal and Stakeholder Team Assessments 2.4.1 Personal values and beliefs 2.4.2 Stakeholder team assessments 2.5 The Different Styles of Business Partnering 2.5.1 The regulator 2.5.2 The service provider 2.5.3 The change agent 2.5.4 The business advisor 2.5.5 Advantages for different styles of business partnering within an organization 2.5.6 Disadvantages for different styles of business partnering within an organization 2.5.7 The merging of styles 2.6 Appraising the Culture of the Organization 2.7 The Initial Organizational Situational Appraisal 2.7.1 PESTEL Model 2.7.2 The 5C model 2.8 Impact and Priority Matrix 2.9 Summary 3. The Engagement Stage 3.1 Setting Expectations for Models that can be Applied 3.2 Engagement Models 3.2.1 The contractual model 3.2.2 Service level agreements 3.2.3 The objective setting model 3.2.4 Laissez faire model 3.3 Setting Expectations 3.3.1. The contractual model 3.3.2 The service model 3.3.3 The objective setting model 3.3.4 Laissez faire model 3.4 The Softer Skills and Expectations of Stakeholders 3.4.1 Expectations 3.4.2 The ethical impact upon softer skills 3.5 Partnering from Within and Outside the Function 3.5.1 Internal and external stakeholders 3.5.2 The four primary placement models for a business partner 3.5.3 The changing business environment 3.6 Profiles and Features that Impact Business Partnering 3.6.1 Profiles of stakeholders that business partners may support 3.6.2 Features that impact the placement of business partners 3.7 Power in Relation to Engagement 3.8 The Alignment of Team and Corporate Goals 3.8.1 The RACI model 3.8.2 The PACSI model 3.8.3 Efficient and effective practice and their benefits 3.9 The Business Partnering Relationships within Matrix Frameworks 3.9.1 What is Matrix management 3.9.2 Advantages and disadvantages 3.9.3 Improving service delivery within a matrix framework 3.10 Summary 4. The Acceptance Stage 4.1 The Causes and Types of Conflict 4.1.1 Definitions of conflict 4.1.2 Sources and causes of conflict 4.2 Personality Conflicts and Resolving them 4.2.1 A context of conflict 4.2.2 Types of personal conflict 4.2.3 The assertive process 4.3 Management Models and Approaches to Conflict 4.3.1 The initial approach to conflict 4.3.2 Approaches and methods to deal with conflict 4.3.3 The transitions and resolutions of conflict 4.4 The Nine-position Model of Acceptance 4.5 The Acceptance of Different Thinking Styles 4.5.1 Negative thinking 4.5.2 Positive thinking 4.5.3 Different thinking styles 4.6 Acceptance of the Business Partner 4.6.1 Constraining negative traits in relation to acceptance 4.6.2 Enabling positive traits for acceptance 4.7 The Integration of the Business Partner to a Team 4.7.1 What are the team norms? 4.7.2 Establishment of Team/group norms 4.7.3 The grid for the Group/Team development stages 4.8 The Integration and Development of High Performing Team Members 4.8.1 The features of building a high performing team 4.8.2 The internal characteristic of high performing teams 4.9 The Integration of the Stakeholder’s Team with the Organization 4.10 Summary 5. The Delivery Stage 5.1 Business, Delivery and Operating Models 5.1.1 Overview of business, operating and delivery models 5.1.2 Diagnostics for defining the model type 5.1.3 Case study 5.2 Type and Definitions of Delivery 5.3 Constraints and Enablers for Delivery 5.3.1 Types of constraints 5.3.2 Constraints and enablers of delivery 5.3.3 Summary 5.4 Overview of Support Methods 5.5 SWOT 5.5.1 An overview of the model 5.5.2 Delivery considerations for the business partner 5.6 Risk Management 5.6.1 The drivers for risk management 5.6.2 Risk considerations for the business partner 5.7 4C Model 5.7.1 The balance across the 4C model towards targets 5.7.2 Cash 5.7.3 Compliance 5.7.4 Customer service 5.7.5. Cycle time 5.7.6. The summary of the 4C delivery model 5.7.7 Delivery considerations for the business partner 5.8 Key Performance Indicators (KPIs) 5.8.1 Outcomes 5.8.2 Delivery considerations for the business partner 5.9 Budgets 5.9.1 The basic of budgets 5.9.2 More complex budgeting processes 5.9.3 Delivery considerations for the business partner 5.10 Functional Methods of Delivering Outputs 5.10.1 Human Resources functional delivery examples 5.10.2 Procurement functional delivery examples 5.10.3 IT functional delivery examples 5.10.4 Finance functional delivery examples 5.11 The Distinction Between Delivery, Improve and Change 6. The Change Stage (Part 1 of 2) 6.1 Internal Versus External Pace of Change 6.2 What Causes Change and Why Does it Occur? 6.2.1 Strategic drivers of change 6.2.2 Tactical drivers of change 6.2.3 Operational drivers of change 6.3 Defining the Scale of Change 6.4 Change Summary 6.5 Benchmarking 6.5.1 Introduction 6.5.2 Why benchmark 6.5.3 The steps in benchmarking 6.5.4 External benchmarking 6.5.5 Internal company benchmarking 6.6 Balanced Scorecards 6.6.1 The functional perspective 6.6.2 The internal process perspective 6.6.3 The customer perspective 6.6.4 The learning and growth perspective 6.7 Technology Implementations 6.7.1 Business analysis 6.7.2 Business intelligence 6.7.3 Big data 6.7.4 Analytics 6.7.5 Case study 6.8 Project Management Planning 6.8.1 The basics of project planning 6.8.2 The project charter 6.8.3 Contents of a project plan 6.8.4 Gantt charts 6.8.5 Monitoring the plan 6.8.6 Closing out the project 6. The Change Stage (Part 2.2) 6.9 Types of Resistance to Change 6.9.1 Strategies in dealing with change at an individual level 6.10 The Enablers to Change 6.10.1 Managing expectations for change 6.10.2 How quickly will change be adopted 6.10.3 What are the key attributes and elements for change 6.11 Business Process Engineering 6.11.1 Inputs 6.11.2 Process 6.11.3 Outputs 6.11.4 Feedback Loops 6.11.5 Methods of improvement 6.12 Six Sigma and Lean Tools 6.12.1 What is Six Sigma 6.12.2 Key defined roles for six sigma 6.12.3 Summary for six sigma 6.12.4 Summary of the chapter 7. The Outcome Stage 7.1 Organizational Outcomes 7.2 Stakeholder Outcomes 7.3 Team Outcomes 7.4 Rewards 7.4.1Job satisfaction 7.4.2 Job enrichment 7.4.3 Job Enlargement 7.4.4 Increased motivation 7.5 Personal Development 7.6 Trust 7.6.1 The development of trust 7.6.2 Value 7.6.3 Predictability 7.6.4 Reciprocity 7.6.5 Vulnerability 7.7 Ethics 7.7.1 Fundamental principles 7.7.2 Threats, risks, and case study 7.8 Set up of a Business Partnering Programme 7.8.1 Models for establishing business-partnering programs 7.8.2 Proactive planned business-partnering programs 7.8.3 Concluding perspectives 7.9 Governance 7.9.1 Functional business partnering 7.9.2 Intra organizational business partnering 7.9.3 Inter- organizational 7.9.4 Additional features 7.10 Lessons Learned 7.11 Summary 8. The Final Recap 8.1 The Final Recap 8.2 Summary Points and Propositions by Chapter 8.2.1 Introduction 8.2.2 Prepare 8.2.3 Engage 8.2.4 Acceptance 8.2.5 Delivery 8.2.6 Change 8.2.7 Outcome 8.3 How to Become an Efficient and Effective Business Partner 8.4 Final Quote
£56.04
Taylor & Francis Ltd A History of Management Thought
Book SynopsisOf all the sciences and social sciences, management is the one that most deliberately turns its back on the past. Yet management as we know it today did not spring into life fully formed. Management has more than just a present; it also has a past, and a future, and all three are inextricably linked. This book charts the evolution of management as an intellectual discipline, from ancient times to the present day.Contemporary management challenges, including sustainability, technology and data, and legitimacy are analysed through an historical lens and with the benefit of new case studies. The author helps readers understand how the evolution of management ideas has interacted with changes in society.By framing management''s history as one of challenge and response, this new edition is the perfect accompaniment for students and scholars seeking meaningful study in the business school and beyond. Essential reading as a core textbook in managementTrade Review'Witzel has done it again: enlivening every-day management with the almost tangible presence of thinkers from the past; suddenly we know ourselves to be companions of managers, philosophers and problem-solvers of all times and places. His acute analysis shows why we intuitively recoil from some, or feel a bond with others; His care for what it is to be a human being trying to organise and get things done is the red thread that spans the centuries. Big thinking on a human scale at its best.' - Jonathan Gosling, Professor Emeritus, University of Exeter, UK'This history illuminates. Witzel’s wonderfully-stuffed sourcebook shows business has always been about people and profit, unchanged in millennia. But old principles must suit new times. Business’s scale is now unprecedented. It is also increasingly separated from public purpose, its technologies and financialization problematic. The reader will learn a lot about the core challenge: harnessing peoples’ imagination and skill in the pursuit of profit.' - J.-C. Spender, Research Professor, Kozminski University, PolandTable of Contents1. Introduction 2. Early Management Thought 3. Management Thought in the Age of Commerce 4. Management Thought in an Age of Enlightenment 5. Scientific Management 6. European Management Thought 7. Management Thought and Human Relations 8. The Divisionalisation of Management Thought 9. From Scientific Management to Management Science 10. The Age of the Management Gurus 11. Asian Management Thought 12. Management Thought in the twenty-first century 13. Conclusions
£65.54
