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Books > Business & Economics > Business & management > Management & management techniques > Management decision making > General
Decision-making is an activity in which everyone is engaged on a more or less daily basis. In this book, Karin Brunsson and Nils Brunsson explore the intricacies of decision-making for individuals and organizations. When, how and why do they make decisions? The authors identify four distinct ways of reasoning that decision-makers use. The consequences of decisions vary: some promote action, others impede it, and some produce more responsibility than others. With in-depth discussions of rationality, justifications and hypocrisy, the authors show how organizational and political decision processes become over-complicated and difficult for both decision makers and external observers to understand. Decisions is a concise and easy-to-read introduction to a highly significant and intriguing topic. Based on research from several fields, it provides useful reading and essential knowledge for scholars and students throughout the social sciences and for everyone who wants to understand their own decisions and those of others.
Robert Greifeld was CEO of NASDAQ for over a decade, during which time it was named Company of the Year, ranked one of the best performing companies in the U.S., included in Fortune's annual list of 100 fastest growing companies and shares of the company's stock rose a whopping 800%. In Market Mover, Bob looks at the headline-making events that took place while he was at the helm from the collapse of Lehman Brothers and the financial crisis of 2008, to Facebook's disastrous IPO and the Bernie Madoff scandal. He takes you exclusively behind the headlines using them as jumping off points for lessons that can be applied to any business, including jumpstarting change, working with technology, finding the best people, and adapting to globalization.
That monkey could be someone else's problem! This book, one of the most liberating in the extraordinary One Minute Manager Library, teaches an unforgettable lesson: how to save time to do what you want and need to do. Step by step the authors show how managers can free themselves from doing everyone else's job and ensure that every problem is handled by the proper person. By using the Four Rules of Monkey Management, managers will learn to become effective supervisors of time, energy and talent – especially their own. "With humour and logic the authors describe the delicate business of assigning monkeys to the right masters and keeping them healthy…Can lead to effective delegation"
What do the superstars of modern business have in common? An ability to "flip"--to think counterintuitively and then act boldly, with no regard for "business as usual" conventions. one of the youngest and fastest-rising stars on the international consulting and speaking circuit, Peter Sheahan reveals how the world's most effective organizations and individuals distinguish themselves from the competition instead of running with the pack. Sheahan explores six major flipsAction Creates Clarity--to move forward you must act in spite of ambiguity. Fast, Good, Cheap: Pick Three, Then Add Something Extra--the new standard in every industry. To develop competitive advantage, you must Absolutely, Positively Sweat the Small Stuff. Satisfy customers' needs for engagement and contact--it's not "just business"--Business Is Personal. To win mass-market success, be courageous, Find It on the Fringe, and separate yourself from the competitive herd. To Get Control, Give It Up--empower others to create, dream, and believe for you. Stick to what you learned in business school at your peril. Today's small-world economy calls for a new way of doing business. It calls for Flip.
#1 New York Times Bestseller
That's what every business wants to be. And that's why the U.S. Marines excel in every mission American throws at them, no matter how tough the odds. In Corps Business, journalist David H. Freeman identifies the Marine's simple but devastatingly effective principles for managing people and resources -- and ultimately winning. Freedman discusses such techniques as "the rule of three," "managing by end state," and the "70% solution," to show how they can be applied to business solutions.
How to make change happen in business. A practical and revealing guide for anyone dealing with transformation, whatever their business or sector. Understand how to deliver digital change at the coalface, alongside the relevant management theory. With case studies detailing the successes and challenges they have overcome, you'll learn from the experiences from managers, academics and relevant stakeholders in each chapter, including the FT.
Noted CEOs, academics, and military personnel share their experience as visionary leaders The Vision Code explores the concept of "vision" and leadership. The book reveals the secrets of building and executing a strong vision within any organization. Oleg Konovalov--an acclaimed global thought leader--draws together in one volume in-depth interviews with nineteen extraordinary global visionaries that represent a variety of industries and organizations. These leaders explain why a vision is needed, how to implement it, how to communicate a vision effectively, and how to live by it with integrity. As Konovalov explains, vision is a key leadership skill that can be developed as a practical business tool for leading a company today and into the future. The stories of the nineteen leaders reveal how to develop a compelling vision and follow through with the vision in order to inspire an entire workforce. When a leader taps into the power of "vision," he or she creates a more meaningful business experience and ultimately, a better life. This compelling book: Offers a guide for making the concept of vision a reality Provides the information needed to develop a clear and persuasive vision Contains an accessible guide to a much-needed skill Includes interviews with Marshall Goldsmith (#1 Leadership Thinker), Martin Lindstrom (#1 Branding Expert), Garry Ridge (Chairman and CEO of WD-40 Company) and many others Written for leaders at all levels in organizations and industries of any type The Vision Code is a must-have book for anyone who wants to develop the skill to become a visionary leader.
The long-awaited follow-up to the international bestsellers, Business Model Generation and Value Proposition Design Alex Osterwalder and Yves Pigneurs' Business Model Canvas changed the way the world creates and plans new business models. It has been used by corporations and startups and consultants around the world and is taught in hundreds of universities. After years of researching how the world's best companies develop, test, and scale new business models, the authors have produced their definitive work. The Invincible Company explains what every organization can learn from the business models of the world's most exciting companies. The book explains how companies such as Amazon, IKEA, Airbnb, Microsoft, and Logitech, have been able to create immensely successful businesses and disrupt entire industries. At the core of these successes are not just great products and services, but profitable, innovative business models--and the ability to improve existing business models while consistently launching new ones. The Invincible Company presents practical new tools for measuring, managing, and accelerating innovation, and strategies for reducing risk when launching new business models. Serving as a blueprint for your growth strategy, The Invincible Company explains how to constantly stay ahead of your competition. In-depth chapters explain how to create new growth engines, change how products and services are created and delivered, extract maximum profit from each type of business model, and much more. New tools--such as the Business Model Portfolio Map, Innovation Metrics, Innovation Strategy Framework, and the Culture Map--enable readers to understand how to design invincible companies. The Invincible Company: Helps large and small companies build their growth strategy and manage their core simultaneously Explains the world's best modern and historic business models Provides tools to assess your business model, innovation readiness, and all of your innovation projects Presented in striking 4-color, and packed with practical visuals and tools, The Invincible Company is a must-have book for business leaders, entrepreneurs, and innovation professionals.
This Handbook brings together experts in the field of leadership to provide insights into methods for leadership research. It serves to motivate them to use new research methods to further our knowledge of the leadership field. Illustrating novel approaches to research with sample questions and applications to the field of leadership, this comprehensive and accessible Handbook covers key methodologies in leadership research today, as well as introducing methods that will be invaluable in the future. With chapters written by established leadership scholars, the Handbook of Methods in Leadership Research is arranged to cover three core areas of research: measurement and design, quantitative analytic approaches, and qualitative analytic approaches. The book provides an accessible overview and starting point to discover new methods. All chapters are well researched and provide references for those who want to delve deeper into the topics covered. The volume ends with a summary of tips for each method presented. This book will be an indispensable resource for leadership students, scholars, and practitioners alike, to inspire their future research but also to support their understanding of the quality of research carried out by others. Contributors: C.-H. Chang, S.H. Chong, A.R. Cook, A.J. Dixon, E. Djurdjevic, R.J. Foti, V. Gochmann, J. Gooty, R.J. Hall, R. Ilies, R.E. Johnson, M. Jokisaari, R.B. Kline, M. Lewis, W.-D. Li, R.G. Lord, M.E. McCusker, B. Meyer, P. Neves, S. Ohly, M. Pina e Cunha, A. Rego, E.F. Rietzschel, D. Rus, J. Schilling, B. Schyns, W.K. Smith, S. Trichas, W. Wang, J.M. Webb, B. Wisse, F.J. Yammarino
Diversity and inclusion (D&I) isn't just an HR exercise - it can make a real different to your team performance too. By making everyone in your team feel like they belong, you'll be able to boost motivation and productivity. Everyone Included helps you make inclusion, belonging and wellbeing central to your team. By helping everyone feel that they belong, your team will foster genuine inclusion and be ready to adapt and evolve in the future. With a step-by-step plan to design and implement a diversity and inclusion plan that brings results: Where are you now? - Understand your team profile now by conducting a belonging Audit to identify your how inclusive your team is. What do I do next? - Design a D&I plan, including a business case to win support, and identify key metrics to measure its effectiveness How do I keep going? - Ensure your programme continually improves and remains relevant by creating measurements and feedback loops Everyone Included is your comprehensive, step-by-step guide to creating a diversity and inclusion strategy that delivers results for your team.
This book illustrates how to anticipate the future using more than the traditional predictive models (forecasting) based on the forward projection of past experiences, and moving into more advanced methods of anticipation logic (foresight) to build probable scenarios based on weak signals, emerging trends, coexisting presents and potential paths of evolution. Utilizing a helpful, four-part structure, the authors indicate how corporate foresight is fundamental to interpret and lead change, focusing on the two cornerstones of organization and management. They advocate the separation of Research (oriented to the market of tomorrow) from Development (oriented to the market of today), the establishment of a Foresight unit and the concentration of research activities mainly on the acquisition and recombination of external know-how. After an overview of state-of-the-art literature on forecasting methods, they further propose the implementation of a "future coverage" methodology, which will enable companies to measure and verify the consistency between trends, strategic vision and offered products. These organizational and managing tools are then tested in a case study: the Italian company Eurotech SpA, a leader in the ICT sector. A useful resource for both managers and researchers, the book will help readers gain the tools necessary to tackle change and navigate complexity in organizations.
Rapid changes in business along with better informed customers threaten the traditional sales and procurement process. Thousands of sales and procurement people are threatened with extinction, yet all is not destined to be doom and gloom. A new way of partnering between these two roles can, in fact, create significant value for both organizations. Sales and procurement professionals have a bright future ahead of them if they can respond to six trends that the authors have identified in the business-to-business world. Each trend offers an opportunity to develop a new skill for sales and procurement professionals and adopt a new practice. Because these practices are not yet widely adopted as "best practices", the authors coin them "next practices." These trends include: working together to solve complex problems; organizing problem-solving networks across company boundaries; creating processes for live cross-company engagement; facilitating data driven, cross-company interactions fed by digital platforms; providing new personal experiences for individuals and lastly (and most importantly) creating new sources of value for firms. If these trends are adopted by organizations, the ability to co-create means providing significant value to both the sales management team at the supplier and the purchasing management team at the customer. With the alternative being that these job functions will be replaced by web-based or channel-based alternatives that will do most of what they do today at a fraction of the cost. Increasingly, there is no middle ground anymore. SAMs and senior buyers will either evolve into high value-added sales and procurement professionals, or disappear.
For decades business management teams have learned lessons and absorbed wisdom from an array of disciplines - psychology, sociology, biology and more - but philosophy, and the wisdom it embodies, has long been overlooked. World-renowned business philosopher Anders Indset wants to correct this oversight through his mission to introduce practical philosophy into every organisation. Intended as a source of inspiration, Philosophy@Work explores the integration of philosophical tenets into the business landscape, and how they can be applied to personal development, the art of leadership and coping with the forces of change. Within its pages are reflections from twenty-seven of the world's leading business thinkers, including Dorie Clark, Erica Dhawan, Mark Esposito, Stew Friedman, Marshall Goldsmith, Anil K. Gupta, Gianpiero Petriglieri, Haiyan Wang and many more. Through articles, interviews, and essays, they share their insights into the profound impact philosophy can have on business. This is a starting point to a world of practical applied philosophy, a first glimpse into the beginning of a new era.
This volume is the imaginative outcome of several international strategy scholars who have cultivated original research on the broad relationship between strategic capabilities and knowledge transfer at both intra- and inter-organizational levels. This innovative book explores, in depth, the role that strategic capabilities play in facilitating or preventing knowledge transfer in both firm and interfirm environments. As regards the relationships between strategic capabilities and the transfer of knowledge, the research encompasses different levels of analysis (e.g., the firm, the interorganizational network, the industry), different theoretical lenses (e.g., the resource-based view, the knowledge-based view, the evolutionary perspective, transaction cost economics, the cognitive theory) and different methodological stances (conceptual, empirical, case based). Strategic Capabilities and Knowledge Transfer Within and Between Organizations is an illuminating and cohesive book which will appeal to scholars and researchers of management and business strategy as well as practitioners such as managers and consultants.
In this fully revised and updated second edition of the widely acclaimed first volume, Sigvald Harryson provides powerful evidence as to how the most successful innovators are distinguished by their ability to synergistically link external and internal knowledge networks. Based on extensive research with leading global innovators along with ten years of experience in management of knowledge and technology for accelerated innovation, Managing Know-Who Based Companies provides practical guidance regarding how to manage these networks. Important theoretical arguments that advance our thinking about managing knowledge for innovation are also presented. The author studies how individuals and teams who possess the required active empathy and relationship-building skills to function as human knowledge bridges across various centres of excellence, functions and teams - the 'know-who' - are central to successful innovation in the global value networks of today's business environment. This book is recommended reading for CEOs of multinational companies who wish to make better use of the value networks in which they live and do business. It will also be of significant value to CTOs, CKOs and Human Resource Managers interested in new ways to turning both hard technologies and soft human brainpower within and beyond the corporate borders into faster and more powerful innovation.
Today's economy is rapidly shifting and extremely complex. As we
enter this new commercial age, a global restructuring of the
business world is underway. Executives must respond to this change
by re-imagining their organizations' structures, enhancing product
and service offerings, and leveraging emerging technological
capabilities in order to keep their organizations vital for years
to come.
Have you ever wondered why you make bad decisions? Or why it's so hard to make a decision in the first place? Through pioneering research into behavioural science, decisions expert Dr Sheheryar Banuri has designed an entirely novel decision-making framework which can be adopted into everyday life to help us better our decision-making skills by understanding and streamlining the process. The result? Simple, effective and efficient techniques to combat indecision. The Decisive Mind will draw on examples from evolutionary psychology, examine our ability (or inability) to prioritise and highlight the scenarios that force decision-making errors, and help us understand our own minds. By unpicking a lifetime's worth of misconceptions about our own decision-making patterns and habits, this book will guide you on your first steps towards optimising your own brain space.
This Handbook brings together experts in the field of leadership to provide insights into methods for leadership research. It serves to motivate them to use new research methods to further our knowledge of the leadership field. Illustrating novel approaches to research with sample questions and applications to the field of leadership, this comprehensive and accessible Handbook covers key methodologies in leadership research today, as well as introducing methods that will be invaluable in the future. With chapters written by established leadership scholars, the Handbook of Methods in Leadership Research is arranged to cover three core areas of research: measurement and design, quantitative analytic approaches, and qualitative analytic approaches. The book provides an accessible overview and starting point to discover new methods. All chapters are well researched and provide references for those who want to delve deeper into the topics covered. The volume ends with a summary of tips for each method presented. This book will be an indispensable resource for leadership students, scholars, and practitioners alike, to inspire their future research but also to support their understanding of the quality of research carried out by others. Contributors: C.-H. Chang, S.H. Chong, A.R. Cook, A.J. Dixon, E. Djurdjevic, R.J. Foti, V. Gochmann, J. Gooty, R.J. Hall, R. Ilies, R.E. Johnson, M. Jokisaari, R.B. Kline, M. Lewis, W.-D. Li, R.G. Lord, M.E. McCusker, B. Meyer, P. Neves, S. Ohly, M. Pina e Cunha, A. Rego, E.F. Rietzschel, D. Rus, J. Schilling, B. Schyns, W.K. Smith, S. Trichas, W. Wang, J.M. Webb, B. Wisse, F.J. Yammarino
A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated business models that are no longer promising the results we need. This new edition builds on the well-known methodology of the first edition to allow you to innovate, test and implement new business models within your industry. Discover the idea of business model innovation, from structuring the process of innovation of a company's business model to encouraging outside-the-box thinking. With expert authors, The Business Model Navigator combines learning research with evidence of high practical impact, allowing you to master the transformation journey and lead your business to success. |
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