8949 books for genre «Management»

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Your first 100 days in a new leadership role are critical to the success of your mission, your relationship with your new team, and your career. Turnover is high among new leaders who "didn't work out" and the costs to them and their organizations are dramatic. The solution is for every new leader to have an "onboarding" plan. This updated and revised third edition of the bestseller delivers expert guidance to prepare executives for their new leadership roles, accelerate their results, and reduce turnover. With new chapters and sample action plans, the third edition: The third edition also includes a new 100-­Hour Action Plan for crisis situations, which has been adopted by the American Red Cross. The new edition also explains how to use social media and other communication tools to reach and motivate your stakeholders. Discover the right approach for your new role and engage your new colleagues by fully understanding the unwritten rules of the new context. helps deliver better . . .

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. If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. But while everyone in business may know Porter’s name, many managers misunderstand and misuse his concepts. sets the record straight, providing the first concise, accessible summary of Porter’s revolutionary thinking. Written with Porter’s full cooperation by Joan Magretta, his former editor at, this new book delivers fresh, clear examples to illustrate and update Porter’s ideas. Magretta uses her wide business experience to translate Porter’s powerful insights into practice and to correct the most common misconceptions about them-­for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers. An added feature is an original Q&A with Porter himself, which includes answers to . . .

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and -- words that most people associate with ego. But in this original, eye-­opening work, authors David Marcum and Steven Smith argue that the upside of ego is as powerful as the downside and answer questions about ego that have been a mystery to most people. In his landmark book, Jim Collins showed that one of two key traits defined leaders who transformed organizations from good to great: humility. But if humility is so powerful, why don't more of us have it? Why does ego allow us to reach good results but never great ones, unless balanced by humility? Why do we need ego to personally succeed, while having it often interferes with the success we pursue? Using five years of exhaustive research, Marcum and Smith provide compelling evidence and matter-­of-­fact answers on striking the balance between ego and humility to reach the next level of leadership. The authors include case studies to illustrate how ego subtly interferes with success but also how ego sparks the drive to . . .

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Most companies treat service as a low-­priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance – for as long as it takes to calm the customer down and fix whatever foul-­up jeopardized the relationship. In, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer hold true, service must become a competitive weapon, not a damage-­control function. That means weaving service tightly into every core decision your company makes. The authors reveal a transformed view of service, presenting an operating model built on tough choices organizations must make: • Is it convenience? Friendliness? Flexible choices? Price? • Will you charge customers more? Get them to handle more service tasks themselves? • What will your recruiting, selection, training, and job design practices look like? What about your organizational culture? • For example, what do you need to . . .

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Management Challenges in the 21st Century looks afresh at the future of management thinking and practice. The content revolves around two fundamental issues that are occuring simultaneously: changes in the world economy, and shifts in the practice of management. These developments, especially in developed countries are crucial in exploring and understanding the challenges of the future. This volume focuses on the key questions for all business: What are the new realities? What new policies are required of companies and executives in order to deal with these changes. Facing a whole swathe of issues head-­on in his usual clear-­sighted style, Drucker offers up a prescient and informed analysis that will help every executive to build a proactive strategy for the future.

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In the early 1980s, Springfield Remanufacturing� � Corporation (SRC) in Springfield, Missouri, was a� � near bankrupt division of International Harvester.­� � That's when a green young manager, Jack Stack,­� � took over and turned it around. He didn't know how to� � "manage" a company, but he did know about the� � principal, of athletic competition and democracy:­� � keeping score, having fun, playing fair, providing� � choice, and having a voice. With these principals� � he created his own style of management --­� � open-­book management. The key is to let everyone in on� � financial decisions. At SRC, everyone learns how to� � read a P&L -- even those without a high school� � education know how much the toilet paper they use� � cuts into profits. SRC people have a piece of the� � action and a vote in company matters. Imagine� � having a vote on your bonus and on what businesses the� � company should be in. SRC restored the dignity of� � economic freedom to its people. Stack's� � . . .

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You’ve been given a project to run. You know you need to get it right, but you don’t know what you need to do and in what order to make sure it all runs smoothly and you come out of it looking great. You need. Almost every manager and businessperson finds at some time that he or she has to complete a task that has sufficient complexity and importance that an ad-­hoc approach to getting it done is just not enough. Managers in this common situation need the structure and rigour of a project management approach, yet very few managers are formally trained in project management or have the inclination, time or finances to become trained. They need an approach they can feel confidant is sufficiently robust to ensure their success, but also simple enough to be immediately applicable. provides the solution to this problem; a practical and immediate way to become a competent project manager. This is a comprehensive and authoritative guide written and structured in a practical and rapidly . . .

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Bruce Greenwald, one of the nation?­s leading business professors, presents a new and simplified approach to strategy that cuts through much of the fog that has surrounded the subject. Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-­to-­follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position. Over the last two decades, the conventional approach to strategy has become frustratingly complex. It?­s easy to get lost in a sophisticated model of your competitors, suppliers, buyers, substitutes, and other players, while losing sight of the big question: Are there barriers to entry that allow you to do things that other firms cannot?

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" is outstanding in covering the breadth of the tasks and thought processes involved in product and innovation management.­" “Every product manager will greatly benefit from having this reference manual in their office as they live through the exciting twists and turns of product management.­”, Managing Director, B2B Channels, United Airlines “An excellent tool for beginners and experts alike. Steven Haines's practical experience and knowledge shine through at every step.­”, Director of Product Management, First Data International “From now on, this book will stand as an important reference point for all product management teams.­”, Vice President Product Management, Smiths Detection “ is the book all product managers have been waiting for. It is concise, to the point, and comprehensive.­”, Vice President Product Management, Fair Isaac “A must-­have for every product manager, this book contains a wealth of information, advice and practical tools that will lead to success for both the . . .

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provides you with the tools to successfully drive change, overcome obstacles, and engage and align people in working effectively together to achieve your business objectives. Leadership guru Dr. Loretta Malandro has developed a groundbreaking behavior-­based methodology that is used around the globe to create top-­performing leaders and high-­performance organizations. It is based on a simple but profound concept: In order to change your organization, you must be willing to alter your behavior and help others make the choice to change their behavior. This means demanding 100% accountability from your people--­and yourself. In today's ultra-­competitive business environment, a new leadership approach is needed. takes you step by step through the process of raising behavioral standards that directly impact the bottom line. You will learn the secrets behind: Too many people in leadership positions attempt to enact change through systemic means, such as restructuring or altering . . .

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Books for genre Management