"You can't lead with your feet on the desk . . . or your brain on hold. Ed Fuller brings experience, intelligence, and heart to this inspiring guide to building relationships and the good things that follow when you do. The message is delivered in an engaging style that keeps you entertained and leaves you with lasting wisdom."
--MICHAEL V. DRAKE, MD, Chancellor, University of California, Irvine

"The world of tourism, hospitality, and hotels has become a very global, complex, and diverse industry. No one knows this better than Ed Fuller. In this thoughtfully written text, Ed is speaking to business students, managers, and executives of all industries through his rich experience in the global hotel industry. We have found many great examples within these pages of how we can conduct business better, and I would suggest that they are not only relevant in the United States but throughout the world."
--ANDREW H. FEINSTEIN, James A. Collins Distinguished Chair and Dean, The Collins College of Hospitality Management, Cal Poly Pomona

"The World Travel & Tourism Council services six continents. Ed's book will empower you to apply many of the principles that we employ globally, whether it's in Denver, Dubai, or Dusseldorf. These principles will give you a competitive edge in your markets immediately."
--JEAN-CLAUDE BAUMGARTEN, President, World Travel & Tourism Council

"Ed Fuller's generous layers of personal experiences and his crisp narrative make his stern message easy to understand. Take my advice, read his book before you take another plane on a foreign business trip. It will change the way you behave."
--GEOFFREY KENT, founder and Executive Chairman, Abercrombie & Kent

"Let me tell you what Ed's book isn't: it's not a primer on how to shake hands or fold your napkin in another country. It's an incredibly rich insight into leadership through well-earned personal relationships and experiences that American business executives need to embrace to succeed in the global economy."
--ROGER DOW, President and CEO, U.S. Travel Association

"Ed's book gives the student, manager, and executive practical experience in dealing with unique situations, new relationships, and creative problem-solving approaches that are broadly applicable in the business world, no matter where you live or whom you deal with. The insights will prove valuable to your personal growth."
--ANDY POLICANO, Dean, The Paul Merage School of Business, University of California, Irvine

Japanese corporate governance and managerial practice is at a critical juncture. At the start of the decade pressures mounted for Japan to move to a shareholder-value driven, "Anglo-American" system of corporate governance. Subsequent changes, however, may be seen as an adjustment and renewal of the post-war model of the Japanese firm. In adapting to global corporate governance standards, Japanese managers have also been reshaping them according to their own agenda of reform and restructuring of decision-making processes.
The board's role is seen in terms of strategic planning rather than monitoring, and external directors are viewed as advisers, not as representatives of the shareholders. Managers have adopted a variety of defences against hostile takeovers, including poison pills in some cases. Although shareholder influence is more extensive than it was, central aspects of the Japanese "community firm" remain in place. The commitment to stable or "lifetime" employment for a core of employees, although coming under severe pressure, is still an important point of reference for Japanese management.
Corporate Governance and Managerial Reform in Japan is based on detailed and intensive field work in large Japanese companies and interviews with investors, civil servants, and policy makers in the period following the adoption of significant corporate law reforms in the early 2000s up to the months just before the global financial crisis of 2008. The Japanese experience suggests that there are limits to the global convergence of company law systems, and that the widespread association of Anglo-American practices with the "modernization" of corporate governance has been misplaced. This conclusion is unlikely to be altered--it may be reinforced--by reactions to the financial crisis.

Issues a bold challenge to business managers to commit their companies to sustained measurable growth and enduring success. Noted business author and management consultant Robert M. Tomasko details five distinct paths that can take any company, large or small, to higher levels of productivity and prosperity. Important points are fully illustrated with examples drawn from a wide variety of companies in a broad range of markets. Using a dynamic "people-centered" approach, he shows how to match these paths or game plans with the specific characteristics of your business and its key employees. These five paths include: Breaking the Rules: Destabilizing an industry to create new markets describes how to expand your business by violating rules or standards that are obsolete or so entrenched that no one questions them anymore, leaving the market wide open to astute individuals who can spot the telltale signs. Go for Growth tells how to identify these markets and how to seize the initiative, along the lines of Silicon Graphics and Southwest Airlines. Playing the Game: Excel by satisfying existing needs in growing markets explains the inherent strengths and weaknesses of market-driven companies that succeed by knowing and serving an existing market better than anyone else. Go for Growth tells you when and how to apply this game plan so effectively used by Marriott, PepsiCo, and Procter & Gamble. Making the Rules: Dominate the market by controlling its standards describes the strategies of the handful of companies that have managed to control, through research, market share, and product positioning, the markets in which they compete. This is the path of Disney, Intel, and Microsoft. Specializing: Thrive in niche markets details the ways companies such as Nordic Track, Rolex, and Union Carbide can seal off a portion of a market from other competitors by focusing on meeting very specific needs. Go for Growth shows the ways specialization can restore growth to companies undergoing wrenching change. Improvising: Profit from change by rolling with the punches describes the role of improvising as a growth path when no other good choices are available, and explains the numerous ways improvisers like IBM, Kodak, and many regional phone companies can capitalize on their flexibility to achieve profitability. Go for Growth drives home the point that there is no single best approach to growth for everyone by including lively, first-person accounts from managers thriving, and stumbling, in businesses following each path.

Go for Growth fully demonstrates the opportunities awaiting businesses that can successfully follow the right path for their markets and capabilities. In addition, this invaluable book explores ways managers can help focus their entire organizations on sustaining growth and increasing profitability well into the future.

With its combination of stimulating ideas and specific action plans, Go for Growth offers forward-looking managers five unique paths toward business and personal growth.

The author of the best-selling Rethinking the Corporation shows how companies of any size can achieve new growth and greater success

Five Paths to Profit and Success--Choose the Right One for You and Your Company

Go for Growth challenges business leaders to move their organizations toward sustainable growth and enduring prosperity. Written by noted author and business consultant Robert M. Tomasko, this timely book offers a detailed rationale for steady, responsible growth and outlines five energizing, "people-centered" ways to introduce a new, growth-oriented dynamic into an organization. Supported by numerous examples of how successful companies have managed growth, Go for Growth shows how to match specific options with the resources and needs of specific companies, and how to focus the entire organization on the business of success.

"Go for Growth is an important book because of the powerful, insightful way Bob Tomasko integrates personal growth, organizational change, and positive business strategy. It's a thoughtful, practical book--hard to put down, easy to apply. I think his best line is: 'Growth only happens when people grow'; that's a line I'd put on the wall of every executive's office " --Robert J. Lee, Ph.D. President, Center for Creative Leadership

"At a time when so many pundits advocate their pet silver bullet to growth, Tomasko refreshingly shuns the 'one size fits all' panacea by setting forth five sensible paths to profitable growth. He stresses that it is up to each management to sort out which path really makes sense given each company's unique situation." --Samuel M. Felton Strategic Leadership Forum

"Go for Growth will help managers to determine what they need to do and what they need to avoid." --Michael Maccoby Author of Why Work? Motivating the New Workforce

Balancing Acts offers consultants and managers a simple, powerful way to think about change, and ascribes a four-phase iterative process for implementing change. Reviewing change initiatives from different types of organizations, Balancing Acts confronts the problems and pitfalls head-on that often arise during workplace transitions. Conklin explains why organizational change can be so difficult, and shows that by balancing a set of competing psychological and systemic challenges, interveners will increase their chance of success. Conklin shows that human groups function as complex systems, and that a change initiative is not a linear progression toward a predefined result. Instead, change is an iterative process that involves a search for feasible and useful solutions. The book's central argument is that while leading or supporting this search, consultants and leaders must balance four critical concerns: confrontation and compassion, participation and observation, assertion and inquiry, and planfulness and emergence.

When a New Leader takes Over: Toward Ethical Turnarounds takes a detailed look at the experiences of new leaders who are charged with turning an organization around following an ethical scandal. The challenges confronting new leaders who are tasked with restoring trust, rebuilding reputation, and turning around an organization following an ethical scandal are discussed along with specific actions taken by these leaders during the turnaround process. A main focus of the book is to offer insight into the difficult situations confronting new leaders at the beginning, during and after their turnaround experiences which means turning an unethical organizational culture into an ethical one. A number of examples of turnaround efforts that have taken place over the past two decades are included to provide the most comprehensive documentation of the ethical turnaround process. The book includes an in-depth look at what led to the unethical behavior by examining a number of real-world examples of ethical scandals from around the world. The book will provide an analysis of the various ethical scandals by focusing on concepts like unethical leadership, received wisdom, groupthink and moral silence, all of which contribute to the kind of organizational culture and unethical behavior one finds in organizations that experience ethical scandals. The book also discusses proactive leadership and its importance in implementing ethical turnarounds based on values-based leadership, employee involvement and ethics education. A main premise of this book is that new leaders can successfully create an organization environment to rebuild and institutionalize ethical behavior as part of the turnaround process and sustain ethical behavior beyond the turnaround. The book will be of interest to employees at all levels of an organization, business professionals and other practitioners and others who have an interest in organization change, transformation and ethical turnarounds.

This book is the first to examine the use of electrooptic architectures and high-resolution encoding techniques that directly digitize wideband signals in a digital receiver. It explains new symmetrical number system (SNS) signal processing techniques you can easily apply to designs using symmetrical folding wave-forms, providing you a high-performance framework for getting optimum results from such systems.

Software Included! Provides simulations of architectures discussed in the book. System Requirements: Pentium PC. Windows 95 or later. 256K, 50MB hard disk space, MatLab 5.3 and Simulink 3.0.

A key problem facing the construction industry is that all work is done by transient project teams, and in the past there has been no structured approach to learning from projects once they are completed. Now, though, the industry is adapting concepts of knowledge management to improve the situation.

This book brings together 13 contributors from research and industry to show how managing construction knowledge can bring real benefits to organisations and projects. It covers a wide range of issues, from basic definitions and fundamental concepts, to the role of information technology, and engendering a knowledge sharing culture. Practical examples from construction and other industry sectors are used throughout to illustrate the various dimensions of knowledge management. The challenges of implementing knowledge management are outlined and the ensuing benefits highlighted.

Contracts form an integral part of strategic sourcing in modern supply chains. They bind people, customers, suppliers and organisations into a coherent working relationship whereby goods and services are exchanged in a mutually agreed framework. Contract management provides an introduction to the basic management principles of planning, organising, directing and control as an approach to managing contracts. Contract management explains the importance of managing the content of the contract as well as the contracting process so that unnecessary problems can be prevented and, as a result, important relationships can be maintained. The chapter on broad-based black economic empowerment has been removed from this edition as this is now well established, and new regulations in terms of the Preferential Procurement Policy Framework Act have been introduced. South African and US case studies are included, which should give learners a broad insight into some practical problems that may occur in contracts. The late Gideon Nieman is was professor emeritus and former head of the Department of Business Management at the University of Pretoria. He worked for more than 20 years in senior positions in trade and industry before joining academia. He also presents presented short courses on contract management and procurement.

Leaders and Managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won't eat into their precious time and quick ideas that deliver a big result. The Little Book of Big Coaching Models cuts through all the noise and gives managers access to the very best coaching models that they need to get the best from their team Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably.

Project Leadership and Entrepreneurship Building Innovative Teams has been significantly updated to include important new developments in the field of project management (PMBOK 5ed and APM BoK 6ed). This book includes chapters on: project leadership traits, styles, skills, power, motivation, delegation and empowerment; entrepreneurship traits, innovative problem solving, spotting and exploiting beneficial opportunities; leading project participants, client organization structures, project organizations, stakeholders and networking; and leading project teams, team roles, team development, team building. The text uses plenty of exercises and case studies to explain the leadership techniques in a project environment. Lecturer's chapter presentation guide and PowerPoint slides are available from the publisher's website.

Power and influence are key processes in organizations, and anyone wanting to learn how to lead or manage organizations effectively must first understand the dynamics associated with such processes. One interesting but not surprising fact about knowledge in this area is that scientific theory and empirical research are not new, having first appeared about 50 years ago. However, the rate of knowledge advancement in this domain has not been rapid, and there is still much to learn about organizational power and influence processes. Thus, this fifth volume in Research in Management is devoted to highlighting new theoretical and empirical perspectives that advance the frontiers of knowledge about power and influence in organizations.The chapters of this volume are all related to power and influence, albeit conceptualized somewhat differently and dealing with different substantive domains. However, that these chapters represent interesting and important contributions to knowledge concerning power and influence in organizations, and that each should spark future research that will further enhance the field.