This is a book of negotiation stories that apply techniques Dr. Klatt has learned since 1972, the year he began his career as a professional real estate licensee negotiator. They are techniques that were learned in the School of Hard Knocks, the best learning place of all. This book is not intended to be a complete presentation of all areas of negotiation, negotiation practice, or negotiation theory. It is intentionally short on theory and long on stories. It is so much easier (and more fun) to remember stories than theory, and if you remember the story you will be able to work back to the theory. It is a book written for real estate agents, law students, attorneys, mediators, and anyone else for whom negotiations are central to their career. In a sense, this means that this book has been written for us all. For we are all professional negotiators. Dr. Klatt was a strapping San Diego City lifeguard, excellent athlete, competitive surfer, ambidextrous tennis player, and drag racing champion before an accident robbed him of his sight. That was an event that could have broken the spirit of lesser men. Instead, Dr. Klatt turned his physical short-coming into a vector for professional excellence. He went on to sell a portfolio of property that has a present collective value that is easily worth hundreds of millions of dollars, and he did it all without ever laying sight upon one single inch of the property that he sold. This book is his method.

This book provides the only comprehensive examination of contraceptive social marketing. It includes a full description of the most important of these programs, documenting a form of international assistance that has attracted over $1 billion from governments and other donors. The book contains a wealth of previously unpublished material that illustrates this remarkable story. The author challenges the widespread belief that family planning can only be made available through medically-oriented programs and that foreign assistance must be catalytic rather than long-term.

"Let Every Child Be Wanted," with its comprehensive overview, anecdotes and strategies, is a useful handbook for philanthropic agencies, independent charities, and government programs. It will also be valuable for preparing students to work in public health arenas around the world. With a new generation of health workers steeped in social marketing techniques like those offered in this book, tremendous advances can be made in the battle against unwanted pregnancy and AIDS.

In all facets of life, most people strive for success. This could mean getting a promotion to vice-president, making the high school basketball team, having your children grow up to be good citizens, or getting the family together for holidays. Many of the elements of success are likely to include recovering from failure, short and long-term goals, perseverance, focused concentration, coping with adversity and keeping confident despite obstacles. To be successful requires many of these attributes and some people might consider them to be ingredients of mental toughness. But what is mental toughness? Let's look at the following examples and you can decide whether the person is mentally tough or not. A basketball player is injured and despite the fact that he may re-injure himself and hurt his long-term career, he decides to play in the championship game to help his teammates. A businesswoman is feeling really sick but she has a big presentation scheduled for today. Even though she might not be at her very best she "sucks it up" takes some medicine and goes into work to deliver her presentation. Are these examples of mental toughness or not? Would your conclusion be any different based on the outcome of the situation? For example would you say the businesswoman was mentally tough if she gave a great presentation but should have stayed home if, due to her illness, gave a poor presentation? These are difficult decisions, and people will typically come to different conclusions concerning what is mental toughness.In this book, I will provide evidence regarding the meaning of mental toughness. Its component will be broken down and tips for how to build mental toughness will be provided. So get started on the journey of understanding mental toughness and taking concrete steps to become more mentally tough.

With downsizing, layoffs, and other retrenchment measures afflicting both public and private sectors, outplacement consulting has grown from a minor specialty among human resources (HR) firms and practitioners into an important industry. Meyer and Shadle explore changes that have occurred in the outplacement process--as well as its practice--to provide a clearer understanding of what it is and what it offers organizations and their employees. Clearly written and designed to assist management and their HR professionals, the book provides not only an insight into the meaning of job loss and its devastating impact on workers and the organization, but also a way to help lessen the blow to both.

Among the topics explored here are the seven dimensions of the new careerism, an inclusive definition of outplacement, a complete and objective review and analysis of the elements of the outplacement and career transition process, and a description of the different kinds of assessment typically offered as part of outplacement. It also provides an inside look into this multimillion-dollar industry, its organization and markets, trends, and the industry's burgeoning technology. The authors answer such questions as: Why does one need outplacement counseling? Why do corporations pay for it and how much? How do outplacement firms contact and contract with corporations? How can the outplacement firm provide consultation to downsizing corporations? This book is a well-researched practical resource for all organizations and their employees in this economically difficult decade.

"The Four Filters Invention of Warren Buffett and Charlie Munger" examines each of the steps that Buffett and Munger perform in "framing and making" an investment decision. This book is a focused look into this amazing innovation within "Behavioral Finance." The genius of Buffett and Munger's parsimonious four filters process was to "capture all the important stakeholders" in a "multi-variable" decision forming process.

This book reports and interprets the results of a major research study that investigated the shopping behavior of the mature consumer with regard to the principal types of direct response marketing: catalog shopping, direct mail, media ads, telephone solicitation, direct selling, party-plan selling, and in-home demonstrations. Sponsored by the American Association of Retired Persons (AARP) and the Andrus Foundation, the project represents the most thorough treatment of the older consumer published to date. Marketing managers, direct marketing specialists, and retailers will find here the data they need to make informed decisions and develop appropriate marketing strategies for reaching a growing, and often relatively affluent, segment of the U.S. consumer population.

The study was based on an 8-page questionnaire to which more than 2500 subjects nationwide responded and which yielded information on respondents' willingness to purchase from various direct sources, actual purchase behavior, preferences for purchasing from direct sources, likes and dislikes about in-home shopping, and the characteristics that influence purchasing decisions. The authors also compared shopping behaviors and attitudes of older consumers with younger groups and analyzed differences on the basis of demographic and psychological variables. A wide range of practical findings issued from the study, including the fact that many mature consumers associate high pressure sales tactics with in-home shopping and evince a high degree of distrust of direct selling techniques. In the final chapter, the authors present practical recommendations for formulating and maintaining a marketplace offering that is satisfying to the mature shopper. Numerous tables and figures illustrate the statistical conclusions drawn from the study.

"The best book ever written about small business" is the superlative written by Esquire in a feature article profiling this best selling how-to book, written by the CEO of ten successful businesses. The usefulness of this entrepreneurial business manual has propelled Success in Small Business Is a Laughing Matter through four printings over two decades, making it a must-own classic.

Most people assume that being right should be enough to be followed and respected as leaders. However, anyone attempting to lead any type of organization (family, business, sports, etc.) knows by experience that this is not so. Usually, the blame is placed on external factors, like the lack of the right team or circumstances. After several failing experiences, frustration and cynicism creep in about the possibility of successfully implementing any improvement initiative. What is the use of being right if nobody listens to us? What is the point of being wise and powerful if the rest of the world thinks we are mad? This book summarizes twenty years of practical experience searching for the most powerful complements to go beyond "Being right" in order to significantly improve our performance as leaders and change agents. It explains how, after developing a good solution, leaders could also be able to sell their ideas to their own people and create the truly collaborative working environments in which continuous improvement can set roots and flourish.

A turnaround expert offers a practical management guide to surviving a recession or any other tough business environment, from an industry downturn to getting blindsided by competitors. Theo van Dijk has spent a lifetime getting companies out of difficulties. In Managing When Times Are Tough he shares his expertise, offering practical advice on honing management skills and employing simple techniques that are highly effective in helping companies weather nearly any storm. Urging managers to rediscover that business is a team sport, and he argues that the key to success in tough times is to ignore the "big gloom and doom picture" and concentrate on the issues a manager can and must control. In a text interspersed with anecdotes from his own experiences, van Dijk teaches managers and business owners how to concentrate on real cash flow, emphasize product differentiation, implement marketing tools without adding expense, and practice the technique of "inverse marketing." Stressing that management requires personal commitment and great attention to detail, he demonstrates a "lean and mean" approach, enforcing practical skills that will work now—and prepare the team for the opportunities to come.

This hardcover version of "Expected End" presents a simple yet powerful model on how to better understand and improve culture on any level. Key elements of the model include mindsets, theories, application, balance and timeless principles. Author Mike Friesen uses a number of personal anecdotes to illustrate his points including many stories from his days as a U.S. F-15 and F-4 pilot. You will enjoy the common sense language and summarizing diagrams.

A collection of carefully edited papers selected for their range and diversity of topics, "New Dimensions in Marketing/Quality-of-Life Research" picks up where Samli's first Quorum book (1987) left off. Now Sirgy and Samli along with their contributors explore the latest measures and methods in QOL marketing research, the ways in which QOL concept is embodied in various functional areas of the marketing enterprise, and how it's appearing in different market segments and industries. The result is a cogent overview of how this emerging marketing concept is guiding the way goods and services are sold, and its impact on policy-makers. A wide-ranging discussion and information resource for teachers, students, and marketing practitioners.

The training and development function has made important contributions to the success of American corporations, but is it time now for an overhaul? Sims thinks it is. Not only does his book delineate the ways in which T&D has lost touch with the times, but it also identifies the ways in which it can--and must--be restructured and, indeed, reinvented. It must be more responsive to customer demands and interests, it must participate in and contribute directly to competitive corporate strategies. And it must find ways to measure concretely its performance and its contribution to the corporate bottom line. Sims' book is thus the first to take a corporate strategy approach to understanding and developing the T&D function. In doing so, it dissects T&D, chapter-by-chapter, and in each chapter provides practical guidance on how trainers can improve their performance and thus contribute clearly to the success of their organizations. Not only training and development people, but management in other areas will find this book thoughtful, provocative, and challenging.

To accomplish this task of becoming a more active strategic partner, this book calls for the reinvention of training. Reinvention means that training professionals and their training functions must take a strategic, customer, performance improvement and accountability orientation to add more value to their organizations. After discussing the importance of reinventing training, the book turns to a discussion of the importance of ensuring that, given the organization's strategic agenda, a needs analysis of training goals and employee development needs are derived from a comprehensive analysis of the organization's T&D needs. The book stresses the importance of aligning the organization's strategic agenda and the T&D programs developed by the training function to support the organization's objectives. The book next turns to a discussion on the developing and designing of training programs that will result in employee and organization learning necessary for achieving key business results. Sims offers a detailed discussion of training's need to improve its measurement of the contribution of training. The book concludes with a discussion of issues driving the need for training to continuously learn and work to improve its partnering with customers, delivery of just-in-time customized training, and take on a more proactive role in consulting with the organization on both training and nontraining interventions intended to help the organization meet its intended objective and sustain their competitive advantage.

The vital importance of the improved utilization and development of employee competence as part of a comprehensive strategy to improve the competitiveness of American business and industry is undisputed. In this book, European and American scholar/practitioners present a cross-cultural and interdisciplinary perspective on how to reorganize and re-design work activities aimed at developing workforce quality. Based on the premise that work itself is an important source of learning and competence development, the authors combine a sound conceptual framework with a practice-oriented guide to participatory processes that enhance both individual skill and competence and collective learning and organizational change. Placing the challenge of work and organization re-design within the macro context of the economic and industrial relations environment, the forces that foster or inhibit successful employee participation are brought into focus.

Following the introduction of a conceptual model of competence development through work activity, a succinct historical overview of the evolution of different work design concepts in this century is presented. The relationship between work design for competence development and the challenges faced by today's enterprise become evident in the discussion of examples of currently emerging work design alternatives. Three case studies from the manufacturing and service sector illustrate the practical application of a framework for how to think about and approach work and organizational change. A variety of analytical tools and exercises are offered, among them a step-by-step procedure for initiating a participatory change process that avoids the pitfalls of many short-lived employee involvement programs. Issues of how to gain supervisor support and the role of unions in employee competence and skill development and implications for traditional compensation practices are addressed. Both a conceptual and a practical tool, this book is an important resource for executives, consultants, union leaders and human resource development scholars in search of ways to create competent organizations while protecting and enhancing employees' standard of living and quality of work life.

This book will help you get in-touch with your motivational abilities and past motivational experiences and thoughts.

This book looks at the real and perceived differences between women and men in organizations. Unlike most books on organizations, it attempts to integrate the theories of feminism and organizational behavior. In so doing it demonstrates why the issues of sex and gender are central to understanding organizational behavior. It finds that despite advances made in recent years, women and men still work in sex-segregated occupations. Women workers on the average earn lower pay than men and have fewer opportunities to acquire power and status. Men workers, on the other hand, receive less support than women in their efforts to balance work and family conflicts. Efforts to help women to adapt to a work environment dominated by masculine values have proved less than successful because they fail to address the broader issues. Organizations that hope to maximize their use of all employees must bring about cultural change through a broad, top down approach.

Most of what passes for strategic planning is not strategic at all. It is long-range planning or comprehensive planning, or in some cases just program or project planning. The result is a relinquishment of control to external conditions and circumstances, the perpetuation of obsolete systems, and organizational fragmentation and internal conflict. The opportunity to create new possibilities and realities--the ultimate object of strategy--is lost. Cook maintains that even to attempt strategy there must first be a strategic system, a system that deals with strategic issues, decision-making, and strategic action, which is preceded by strategic thinking. Cook combines these three aspects of strategy into a coherent, powerful concept that reinvigorates strategy with its original forceful meaning: strategos--to lead an army. In this way strategy becomes the means by which communities continuously create artifactual systems to serve extraordinary purposes. His book contains sound, pragmatic theory, original insights into strategic issues, and detailed hands-on guidance on all phases of strategic thinking, planning, and action.

Cook explains that stragetics can be expressed as thinking, planning, and action. Strategic thinking will always embrace five arenas: the definition of strategy, the meaning of leaders and leading, the distinction between condition and cause, the nature of systems, and the characteristics of organizations. Strategic planning, as a currently popular management practice, is not what it was originally. The definition has changed. The only definition that captures the original intent is: the means by which a community of people create artifactual systems to serve extraordinary purposes. Dr. Cook points out that strategic action is seldom included in any contemporary intepretation or application of strategy, yet action is both the realization of strategy and the creation of new possibilities beyond strategy. In that sense, strategic action is the end and the beinning of strategics. Thus, Cook takes the traditional idea of strategic planning, infuses it with strategic thinking, and carries it to strategic action. Instead of merely improving what already exists, organizations can create new systems that are capable of what he calls constant emergence--always vital, always creative.

"A gripping story that offers inspiration, hope, sustenance and personal redemption to the poor souls who see that they are caught up in an organization where the sands have shifted, and where the old evolutionary process and the old reward systems no longer support winning behaviors." Kim Morrison CEO, GrokChina, LLC NYC, New York "A really interesting page turner that underscores the importance of "voice of the customer" and offers some great tips on creative ways to get VOC into a company. As I read I wanted to see what happened next and loved the way that Steve and Geoff kept it real - the frank discussions about what worked and what didn't are practical lessons that all executives can learn from." Mark Ryski President & CEO, HeadCount Corporation Edmonton, Alberta, Canada "People issues are the biggest challenge facing public and private organizations today. This book gives you practical insight into changing people's behavior to achieve your business objectives." Daniel Deslatte Chief of Staff, Representative Bryan Hughes Texas House of Representatives Austin, Texas

Negotiations and other business maneuvers are like chess: every move generates a plethora of potential next moves. In Chess and the Art of Negotiation, a world-renowned chess master and a CEO of a global company join forces and apply the principles of chess to illuminate the dynamics of competition and negotiation—from angling for a promotion to landing the sale. In a colorful interview format, the authors argue that strategy drives tactics, and understanding the motivations behind your opponent's strategy will help you navigate your way through the labyrinth of possibilities. Drawing from their own experiences in chess and business, as well as many historical and contemporary examples, the authors offer insight into the strategic mindset and how to apply it to any kind of negotation or competitive situation. Not for the faint of heart, Chess and the Art of Negotiation assumes that in business, as in any game, there are winners and losers, and aims to help you prepare for combat and emerge victorious, not vanquished. Chess is like an intellectual labyrinth; whenever you open a door, you find yourself facing ten new doors. Negotiations and other business maneuvers are similar; each decision or action generates new opportunities. And, like chess, it is more important to determine the paths not taken. As Richard Nixon taught us: Always know ahead of time what you don't want. In Chess and the Art of Negotiation, a world-renowned chess master and a CEO of a global company combine forces and apply the principles of chess to illuminate the dynamics of competition, strategy and negotiation, whether angling for a promotion, beating your arch rival to a lucrative contract, or landing the sale. In a colorful interview format, the authors argue that it is not enough to be well prepared or well informed, nor is it sufficient to be trained in only the tactical aspects of engagement. Strategy drives tactics, and understanding the motivations behind your opponent's strategy will help you navigate your way through the labyrinth. Drawing from their own experiences in chess and in business, as well as many historical and contemporary examples, the authors offer insight into the strategic mindset and how to apply it to any kind of negotiation or competitive situation. Not for the faint of heart, Chess and the Art of Negotiation assumes that in business, as in any game, there are winners and losers, and aims to help you prepare for combat and emerge victorious, not vanquished.

Allcorn and Diamond argue that the workplace has become ever more threatening to employees, and that they respond by creating psychological defenses that make the workplace ever more dysfunctional. To keep organizations competitive and sustain the value of their stock, management demands constant improvements in their employees' performance, but often the result is just the opposite of what management wants. Allcorn and Diamond explore this process in depth, and introduce a comprehensive and internally consistent, psychologically informed model of human development and behavior, one that explains for the first time the nature of the psychologically defensive workplace. In doing so, they challenge readers to think systematically about the psychological side of the workplace and to understand the importance of dealing effectively with employee defensiveness. The result is an authoritative study with valuable lessons and immediate benefits for corporate executives, and for scholars and researchers in organizational behavor in the academic community.

Allcorn and Diamond's model is applicable to understanding five aspects of the workplace: first, how individuals respond to its stresses and anxieties; second, the psychologically defensive nature of interpersonal relationships at work; third, what the psychologically defensive group processes are; fourth, the dynamics of psychological defenses; and fifth, how the model is used to understand the connection of all organizations to the larger society in which they are imbedded. The authors' goal is to help management understand what actually is going on in today's workplace, the consequence of downsizing and other cost-reduction initiatives, and how important it is for management for relieve the problems they cause.

There is very little material available that provides practical, hands-on assistance for the CI professional who is providing CI to one client—his or her employer—and who constitutes the largest single group of CI practitioners in existence. This book meets that need by serving as a desk reference for CI managers to help them understand their own circumstances and determine what works best for them. Competitive intelligence (CI) is now becoming a mature profession. With that maturation comes the need to develop and understand the how's and why's of managing CI, as distinguished from understanding how CI works. There is very little material available that provides practical, hands-on assistance for the CI professional who is providing CI to one client—his or her employer—and who constitutes the largest single group of CI practitioners in existence. This book meets that need by serving as a desk reference for CI managers to help them understand their own circumstances and determine what works best for them. In addition to providing hints on diagnosing individual situations, many forms and checklists that the manager can use immediately are included.

Big-picture business transformation guidance with specific, actionable strategies In Adaptive Resilience, speaker, advisor, strategist, and author Maria Santacaterina delivers a ground-breaking discussion of how to build a more equitable, just, and prosperous future by transforming your organization from the inside-out. You’ll learn how to create a cycle of virtuous growth that simultaneously increases your bottom-line and helps humanity evolve. The author’s new paradigm for growth is a shift in the way we think about and do “good� business. It will help business and community leaders create an inclusive and exciting future that’s accessible to all. In the book, you’ll discover how to create fluidity in your enterprise, maintain forward momentum, and encourage creative strategic oversight. You’ll also find: Illustrative and actionable real-life case studies and stories that highlight and explain the concepts discussed within Strategies for making holistic investments in the people who power your organization Advice based on sound research from a variety of scientific and managerial disciplines A can’t-miss guide to business transformation that belongs on the shelves of executives, directors, managers, and other business leaders, Adaptive Resilience is the strategic playbook to modern business that we’ve all been waiting for.

As we move through the 1990s, the role of HRM is becoming ever more demanding. HRM issues are replacing capital resource issues as the guiding force for today's and tomorroW's organizations. HRM professionals must respond to changes in the economy, government and legal influences, new organizational forms, and changing employee expectations. They must also anticipate changes in global competition and training requirements. In the future, HRM professionals must work to become equal strategic partners in their organization, if they are to add value to the company. Here is an in-depth discussion of current and future challenges and issues for HRM professionals and scholars of human resource managers.

The authors present these challenges, with specific examples of individual HRM managers and their department's responses to these problems. The authors discuss steps that HRM professionals need to take to become more efficient and productive with limited human resources. Cultivating ethical behavior, trust and teamwork, as well as the use of information systems are also addressed. Special attention is given to the need of HRM professionals to increase their competency in their expanding role of providing strategic advice to senior executives and line managers.

Kaufman and Owsley discuss the restructuring of companies that are in financial distress, in terms of key players and advisors, strategies, equity and enterprise valuation, debt capacity, fraudulent conveyance, maintaining the status quo, third party options, and internal plans of reorganization. The book is aimed at attorneys, accountants, crisis