This book contains an Open Access chapter. Over the past two decades, the field of talent management has established itself as a key area of management practice and research. Emerging from the practitioner literature in the 1990s, the research evidence bases truly materialised in the late 2000s onwards. The launch of the EIASM Workshop on Talent Management in 2012 coincided with this surge in research interest, and we are now in a critical time in the evolution of our understanding of talent management. Talent Management: A Decade of Developments presents valuables insights into the progression in the critical understanding of talent management, building upon a decade of the EIASM Workshops. Bringing together leading voices in talent management research to reflect on recent developments and the current state of research, examining key issues such as talent philosophies, star performers, talent turnover and retention. Aimed at researchers, postgraduate students, and professionals in the field, this collection features the leading experts in their respective areas within talent management. Talent Management: A Decade of Developments charts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten years.

In this thought-provoking book Dr Newman looks beyond the conventional techniques of problem solving to the underlying process. He identifies eight stages and explains how to recognize which technique is appropriate to which stage. On this basis managers can generate solutions at both the personal and the organizational level. He shows: c how to overcome the four main obstacles to developing a balanced problem solving style c how to manage the relationship between problem solving style and stress c how to use physical movement as an aid to problem solving. A unique feature of the book is a Problem Solving Styles Profile that enables each reader to apply the material in the text to improve their own problem solving capability. Written in a lively and practical style and drawing on examples from a wide range of real-life problems, Dr Newman's book is certain of a warm welcome from managers, team leaders and professionals of every kind.

Texas prosecutors are powerful: in cases where they seek capital punishment, the defendant is sentenced to death over ninety percent of the time. When management professor Hans Hansen joined Texas's newly formed death penalty defense team to rethink their approach, they faced almost insurmountable odds. Yet while Hansen was working with the office, they won seventy of seventy-one cases by changing the narrative for death penalty defense. To date, they have succeeded in preventing well over one hundred executions-demonstrating the importance of changing the narrative to change our world. In this book, Hansen offers readers a powerful model for creating significant organizational, social, and institutional change. He unpacks the lessons of the fight to change capital punishment in Texas-juxtaposing life-and-death decisions with the efforts to achieve a cultural shift at Uber. Hansen reveals how narratives shape our everyday lives and how we can construct new narratives to enact positive change. This narrative change model can be used to transform corporate cultures, improve public services, encourage innovation, craft a brand, or even develop your own leadership. Narrative Change provides an unparalleled window into an innovative model of change while telling powerful stories of a fight against injustice. It reminds us that what matters most for any organization, community, or person is the story we tell about ourselves-and the most effective way to shake things up is by changing the story.

Over the years, there has been more and more research to test the validity of personnel assessment methods, an area which is far from easy. This book compares traditional practices against new techniques, including social media analytics, wearables, mobile phone logs, and gamification. Researchers and businesses alike know the importance of making good, and avoiding bad, selection decisions, but are unsure of how to proceed effectively. This book maps out the viable options and advises on best practice. The author combines both practical applications and academic, psychological research to explain how each method works, the theory behind it, and the extent of the evidence that supports it.

We've known for years now that demands on leaders are only increasing. Yet we have lacked widely understood, empirically grounded and rigorous ways to support the development of adequate maturity of heart, complexity of mind and skilful practice for leaders to meet these demands. Over the past three decades, a growing number of scholars and practitioners have explored the value of a developmental approach to these issues. In Maturing Leadership, Jonathan Reams brings together a cast of expert contributors to introduce this work to a wider audience. While this approach has previously been on the margins of mainstream leadership development research, Reams brings it to the centre, moving beyond the cliched characterizations of 'inner work' to bring a finer granularity, precision and rigor to the subjective workings of leaders. The chapters explore how applying insights from the field of constructivist cognitive development can be a key driver for supporting improvements in how we approach leadership development. For researchers and students of leadership, this is an essential addition to the leading theories of developmental approaches to leadership. Increasing complexity in the world is not a passing fad, and the need for leaders to grow in the maturity and sophistication of their responses is a long-term need.

Dozens of books have been published recently on the errors and biases that affect our judgments and choices. Drawing on cognitive science, their lessons are excellent for many kinds of decisions - consumer choice and financial investments, for example - but stop short of addressing many of the most important decisions we face in management, where we can actively influence outcomes and where competitive forces mean we have to outperform rivals. As Phil Rosenzweig shows, drawing on examples from business, sports and politics, this sort of decision-making relies on mastering two very different abilities. First, the analytical problem-solving skills associated with the brain's left hemisphere; and second, what Tom Wolfe called 'the Right Stuff': the ability to take calculated risks. Bringing fresh and often surprising insights to topics including confidence and overconfidence, the uses and limits of decision models, leadership and authenticity, expert performance and deliberate practice, competitive bidding and new venture management, Left Brain, Right Stuff, the myth-busting follow-up to The Halo Effect, explains how to perform when making even the most difficult decisions.

A source for anyone - from mid-level through to top-level executives - who needs to implement business decisions on time and within budget. The author illustrates that change needs to be made quickly, effectively, economically and with as little political fallout as possible. His methods should teach today's managers to negotiate these transitions by teaching them what distinguishes resilient people from those who suffer future shock and why major change is difficult to assimilate. It teaches the key elements and the flow of events involved in human transition; what roles are central to change in organizational settings; how people become committed to change; why organizational culture is so important to a change's success; and why teamwork is at the heart of achieving change objectives. Organizations need to start managing at the speed of change to meet today's challenges with confidence. The book is based on case studies from leading international organizations such as AT&T and Pepsi-Cola.

Foreword by Seattle Seahawks quarterback Russell Wilson From a top mental conditioning coach-"the world's best brain trainer" (Sports Illustrated)-who has transformed the lives and careers of elite athletes, business leaders, and military personnel, battle-tested strategies that will give you tools to manage and overcome negativity and achieve any goal. He knows how to win. More, he knows the many ways-subtle, brutal, often self-inflicted-we lose. As the most trusted mental coach in the world of sports, Trevor Moawad has worked with many of the most dominant athletes and the savviest coaches. From Nick Saban and Kirby Smart to Russell Wilson, they all look to Moawad for help finding or keeping or regaining their com petitive edge. (As do countless business leaders and members of special forces.) Now, at last, Moawad shares his unique philosophy with the general public. He lays out lessons he's derived from his greatest career successes as well as personal setbacks, the game-changing wisdom he's earned as the go-to whisperer for elite performers on fields of play and among men and women headed to the battlefield. Moawad's motivational approach is elegant but refreshingly simple: He replaces hardwired negativity, the kind of defeatist mindset that's nearly everybody's default, with what he calls "neutral thinking." His own special innovation, it's a nonjudg mental, nonreactive way of coolly assessing problems and analyzing crises, a mode of attack that offers luminous clarity and su preme calm in the critical moments before taking decisive action. Not only can neutral thinking raise your performance level-it can transform your overall life. And it all starts, Moawad says, with letting go. Past failures, past losses-let them go. "The past isn't predic tive. If you can absorb and embrace that belief, everything changes. You'll instantly feel more calm. And the athlete-or employee or parent or spouse-who's more calm is also more aware, and more times than not ... will win."

To understand public policy decisions, it is imperative to understand the capacities of the individual actors who are making them, how they think and feel about their role, and what drives and motivates them. However, the current literature takes little account of this, preferring instead to frame the decisions as the outcomes of a rational search for value-maximising alternatives; or the result of systematic and well-ordered institutional and organisational processes.

Yet understanding how personal and emotional factors interact with broader institutional and organisational influences to shape the deliberations and behaviour of politicians and bureaucrats is paramount if we are to construct a more useful, nuanced and dynamic picture of government decision making. This book draws on a variety of approaches to examine individuals working in contemporary government, from freshly-trained policy officers to former cabinet ministers and prime ministers. It provides important new insights into how those in government navigate their way through complex issues and decisions based on developed expertise that fuses formal, rational techniques with other learned behaviours, memories, emotions and practiced forms of judgment at an individual level.

This innovative collection from leading academics across Australia, Europe, the United Kingdom, and North America will be of great interest to researchers, educators, advanced students and practitioners working in the fields of political science, public management and administration and public policy.

Just making a decision can be hard enough, but how do you begin to judge whether it's the right one? Chip and Dan Heath, authors of #1 New York Times best-seller Switch, show you how to overcome your brain's natural shortcomings. In Decisive, Chip and Dan Heath draw on decades of psychological research to explain why we so often get it very badly wrong - why our supposedly rational brains are frequently tripped up by powerful biases and wishful thinking. At the same time they demonstrate how relatively easy it is to avoid the pitfalls and find the best answers, offering four simple principles that we can all learn and follow. In the process, they show why it is that experts frequently make mistakes. They demonstrate the perils of getting trapped in a narrow decision frame. And they explore people's tendency to be over-confident about how their choices will unfold. Drawing on case studies as diverse as the downfall of Kodak and the inspiring account of a cancer survivor, they offer both a fascinating tour through the workings of our minds and an invaluable guide to making smarter decisions. Winner in the Practical Manager category of the CMI Management Book of the Year awards 2014.

Discover everything you need to know to improve your management skills, and understand key management and business theories with this unique graphic guide. Combining clear, jargon-free language and bold, eye-catching graphics, How Management Works is a definitive and user-friendly guide to all aspects of organizational management. Learn whether it is more e ffective to lead through influence or control? Is delegation the key to productivity and how do you deal with di fferent personalities? Drawing on the latest theories and practices - and packed with graphics and diagrams that demystify complex management concepts - this book explains everything you need to know to build your management skills and get the very best out of your team. It is essential reading if you are an established or aspiring manager, or are studying a course in business or management. Much more than a standard business-management or self-help book, How Management Works shows you what other titles only tell you, combining solid reference with no-nonsense advice. It is the perfect primer for anyone looking to start their own business, become a more effective leader, or simply learn more about the world of business and management

"The one, only, and by far the best book synthesizing psychology and investing. In addition to providing modern, scientific knowledge about psychology, this book provides a mirror into the mind and wide breadth of knowledge of one of the leading practitioners of brief and effectual cures. Will help to cure your trading and your life."
–Victor Niederhoffer, Chief Speculator, Manchester Investments
Author, The Education of a Speculator and Practical Speculation

"How refreshing! A book that rises above the old NLP model of the 80’s and provides insights on how our relationship with the market is indeed a very personal one. Not only has Steenbarger provided some fantastic tools for the trader to transform his mindset, but he has contributed unique trading ideas as well. Brilliant!"
–Linda Raschke, President, LBRGroup, Inc.

"‘Investigate, before you invest’ was for many years the slogan of the New York Stock Exchange. I always thought a better one would be, ‘Investigate YOURSELF, before you invest.’ The Psychology of Trading should help you increase your annual investment rate of return. Mandatory reading for anyone intending to earn a livelihood through trading. "
–Yale Hirsch, The Hirsch Organization Inc., Editor, The Stock Trader’s Almanac

"This highly readable, highly educational, and highly entertaining book will teach you as much about yourself as about trading. It’s Oliver Sacks meets Mr. Market–extraordinary tales of ordinary professionals and individuals with investment disorders, and how they successfully overcame them. It is a must-read both for private investors who have been shell-shocked in the bear market and want to learn how to start again, as well as for pros who seek an extra edge from extra inner knowledge. Steenbarger’s personal voyage into the mind of the market is destined to become a classic."
–Jon Markman, Managing Editor, CNBC on MSN Money
Author, Online Investing and Swing Trading

"Dr. Steenbarger’s fascinating, highly readable blend of practical insights from his dual careers as a brilliant psychologist and trader will benefit every investor; knowing oneself is as important as knowing the market."
–Laurel Kenner, CNBC.com Columnist, Author, Practical Speculation

"The chapters in this volume offer useful case studies, technical roadmaps, lessons learned, and a few prescriptions to 'do this, avoid that.'" -From the Foreword by Joe LaCugna, Ph.D., Enterprise Analytics and Business Intelligence, Starbucks Coffee Company With the growing barrage of "big data," it becomes vitally important for organizations to make sense of this data and information in a timely and effective way. That's where analytics come into play. Research shows that organizations that use business analytics to guide their decision making are more productive and experience higher returns on equity. Big Data and Business Analytics helps you quickly grasp the trends and techniques of big data and business analytics to make your organization more competitive. Packed with case studies, this book assembles insights from some of the leading experts and organizations worldwide. Spanning industry, government, not-for-profit organizations, and academia, they share valuable perspectives on big data domains such as cybersecurity, marketing, emergency management, healthcare, finance, and transportation. Understand the trends, potential, and challenges associated with big data and business analytics Get an overview of machine learning, advanced statistical techniques, and other predictive analytics that can help you solve big data issues Learn from VPs of Big Data/Insights & Analytics via case studies of Fortune 100 companies, government agencies, universities, and not-for-profits Big data problems are complex. This book shows you how to go from being data-rich to insight-rich, improving your decision making and creating competitive advantage. Author Jay Liebowitz recently had an article published in The World Financial Review. www.worldfinancialreview.com/?p=1904

The book analyzes, compares, and contrasts tools and techniques used in risk management at corporate, strategic business and project level and develops a risk management mechanism for the sequencing of risk assessment through corporate, strategic and project stages of an investment in order to meet the requirements of the 1999 Turnbull report. By classifying and categorizing risk within these levels it is possible to drill down and roll-up to any level of the organizational structure and to establish the risks that each project is most sensitive to, so that appropriate risk response strategies may be implemented to benefit all stakeholders.

"The new edition of this book provides a clear insight into the intricacies of corporate risk management and the addition of the case study exemplars aids understanding of the management of multiple projects in the real world."
--Professor Nigel Smith, Head of the School of Civil Engineering, University of Leeds

A timely exploration of intellectual dogmatism in politics, economics, religion, and literature-and what can be done to fight it Polarization may be pushing democracy to the breaking point. But few have explored the larger, interconnected forces that have set the stage for this crisis: namely, a rise in styles of thought, across a range of fields, that literary scholar Gary Saul Morson and economist Morton Schapiro call "fundamentalist." In Minds Wide Shut, Morson and Schapiro examine how rigid adherence to ideological thinking has altered politics, economics, religion, and literature in ways that are mutually reinforcing and antithetical to the open-mindedness and readiness to compromise that animate democracy. In response, they propose alternatives that would again make serious dialogue possible. Fundamentalist thinking, Morson and Schapiro argue, is not limited to any one camp. It flourishes across the political spectrum, giving rise to dueling monologues of shouting and abuse between those who are certain that they can't be wrong, that truth and justice are all on their side, and that there is nothing to learn from their opponents, who must be evil or deluded. But things don't have to be this way. Drawing on thinkers and writers from across the humanities and social sciences, Morson and Schapiro show how we might begin to return to meaningful dialogue through case-based reasoning, objective analyses, lessons drawn from literature, and more. The result is a powerful invitation to leave behind simplification, rigidity, and extremism-and to move toward a future of greater open-mindedness, moderation, and, perhaps, even wisdom.

We make decisions, and these decisions make us and our organisations. And in theory, decision-making should be easy: a problem is identified, the decision-makers generate solutions, and choose the optimal one - and powerful mathematical tools are available to facilitate the task. Yet if it is all so simple why do organisations, both private and public sector, keep making mistakes - the results of which are borne by shareholders, employees, taxpayers and ultimately society at large? This guide to decision making. by leading decision science academic Helga Drummond, aims to improve decision-making in organisations. It explores how and why decisions go awry in the first place - and offers practical advice on what decision-makers can do to counter the psychological, social and other forces that can undermine individual judgment and pull organisations off course. Full of examples of good and bad decision-making from around the world, it will make readers think more clearly about decisions big and small.

The best leaders are born, not made. The best leaders are always in control. The best leaders are those with the highest IQs. But are they really? The thinking about what makes the greatest leaders is increasingly muddled by stereotypes, false promises and pseudo-science. The best leaders rely on fact, not fads. Myths of Leadership blasts away the fluff and confronts false legends head on. Jo Owen uses the most credible research to analyze each myth, using international business case studies, leadership theory and insightful interviews, to uncover the truth. This is a compelling examination of the most pervasive misconceptions about leadership that will help you elevate your own leadership abilities, better inspire your team and empower your organization by thinking differently. Entertaining and accessible Myths of Leadership throws out the management jargon and skewers over-hyped leadership trends to bring you the best practical tips you need to become a better leader. About the Business Myths series... The Business Myths series tackles the falsehoods that pervade the business world. From leadership and management to social media, strategy and the workplace, these accessible books overturn out-of-date assumptions, skewer stereotypes and put oft-repeated slogans to the test. Entertaining and rigorously researched, these books will equip you with the insight and no-nonsense wisdom you need to succeed.

Train your brain for better decisions, problem solving, and innovation Think Smarter: Critical Thinking to Improve Problem-Solving and Decision-Making Skills is the comprehensive guide to training your brain to do more for you. Written by a critical thinking trainer and coach, the book presents a pragmatic set of tools to apply critical thinking techniques to everyday business issues. Think Smarter is filled with real world examples that demonstrate how the tools work in action, in addition to dozens of practice exercises applicable across industries and functions, Think Smarter is a versatile resource for individuals, managers, students, and corporate training programs. Thinking is the foundation of everything you do, but we rely largely on automatic thinking to process information, often resulting in misunderstandings and errors. Shifting over to critical thinking means thinking purposefully using a framework and toolset, enabling thought processes that lead to better decisions, faster problem solving, and creative innovation. Think Smarter provides clear, actionable steps toward improving your critical thinking skills, plus exercises that clarify complex concepts by putting theory into practice. Features include: * A comprehensive critical thinking framework * Over twenty-five "tools" to help you think more critically * Critical thinking implementation for functions and activities * Examples of the real-world use of each tool Learn what questions to ask, how to uncover the real problem to solve, and mistakes to avoid. Recognize assumptions your can rely on versus those without merit, and train your brain to tick through your mental toolbox to arrive at more innovative solutions. Critical thinking is the top skill on the wish list in the business world, and sharpening your ability can have profound affects throughout all facets of life. Think Smarter: Critical Thinking to Improve Problem-Solving and Decision-Making Skills provides a roadmap to more effective and productive thought.

The essence of any root cause analysis in our modern quality thinking is to go beyond the actual problem. This means not only do we have to fix the problem at hand but we also have to identify why the failure occurred and what was the opportunity to apply the appropriate knowledge to avoid the problem in the future. Essential Statistical Concepts for the Quality Professional offers a new non-technical statistical approach to quality for effective improvement and productivity by focusing on very specific and fundamental methodologies and tools for the future. Written by an expert with more than 30 years of experience in management, quality training, and consulting, the book examines the fundamentals of statistical understanding, and by doing so demonstrates the importance of using statistics in the decision making process. The author points out pitfalls to keep in mind when undertaking an experiment for improvement and explains how to use statistics in improvement endeavors. He discusses data interpretation, common tests and confidence intervals, and how to plan experiments for improvement. The book expands the notion of experimentation by dealing with mathematical models such as regression to optimize the improvement and understand the relationship between several factors. It emphasizes the need for sampling and introduces specific techniques to make sure accuracy and precision of the data is appropriate and applicable for the study at hand. The author's approach is somewhat new and unique; however, he details tools and methodologies that can be used to evaluate the system for prevention. These tools and methodologies focus on structured, repeatable processes that can be instrumental in finding real, fixable causes of the human errors and equipment failures that lead to quality issues.

A tried and tested formula for business planning What is the one thing you need to know in business? What s the single most important aspect of business to master in order to succeed and grow? It has to be planning. Whether you re sitting down to plan a whole brand strategy or tasked with planning a single product and taking it to market, nailing the planning and decision making will ensure you have full buy-in from all stakeholders, a high level of market knowledge, know exactly what value your product or service brings and a thorough understanding of how the financials will work. In short, you ll have an idea that succeeds. Ross Lovelock and his company SCQuARE have spent the last 20 years developing a formula for such planning. Ross has shared this formula with some of the world s leading companies now he s going to share it with you. The One Thing You Need to Know is a complete business planning toolkit. * A simple, implementable explanation of how to bring a product plan or a brand strategy together * Will teach you the critical business skill of creating and selling plans * Learn how to think through a complex business problem, create the right solution and then sell it through the corporate maze * Explains exactly how to distil vast amounts of information into a compelling business story that will warrant a YES decision from the boss

Risk Analysis: A Quantitative Guide is a comprehensive guide for eh risk analyst and decision maker. based on the author's extensive experience in solving real-world risk problems, this book is an invaluable aid to the risk analysis practitioner. by providing the building blocks of risk-based thinking the author guides the reader through the steps necessary to produce a realistic risk-based thinking the author guides the reader through the steps necessary to produce a realistic risk analysis and offers general and specific techniques to cope with most common and challenging risk modelling problems. A wide range of solved examples is used to illustrate these technique and how they can be put together to make the best possible risk-based decisions.

The third edition of this highly regarded text has been thoroughly updated and expanded considerably with five new chapters for the risk manager, including how to plan and assess the quality of risk analysis, as well as new chapters for this risk analysis, as well as new chapters for the risk analysis modeller on summation of random variables, causality, optimization, insurance and finance modelling, forecasting, model validation and common errors, capital investment and microbial risk assessment. This new edition provides a greater focus on business and includes applications in a wide range of different settings.

Key Features: Breaks down techniques into types of modelling issues (like distribution fitting, correlation and time series forecasting) and then applies them with easy-to-follow examples. Explains powerful and proven Monte Carlo simulation and numerical techniques for dealing with uncertainty. Includes recent innovations inmodelling like fast Fourier transforms and copulas. Over 150 examples models and over 400 illustrations. Written in an informal manner with a practical rather than academic focus. Discusses the planning, uses and abuses of risk analysis. Includes a compendium of almost eighty distribution types and their uses.

" Whether by design, accident or merely synchronicity, Checkland appears to have developed a habit of writing seminal publications near the start of each decade which establish the basis and framework for systems methodology research for that decade." Hamish Rennie, Journal of the Operational Research Society, 1992 Thirty years ago Peter Checkland set out to test whether the Systems Engineering (SE) approach, highly successful in technical problems, could be used by managers coping with the unfolding complexities of organizational life. The straightforward transfer of SE to the broader situations of management was not possible, but by insisting on a combination of systems thinking strongly linked to real-world practice Checkland and his collaborators developed an alternative approach - Soft Systems Methodology (SSM) - which enables managers of all kinds and at any level to deal with the subtleties and confusions of the situations they face. This work established the now accepted distinction between ‘ hard’ systems thinking, in which parts of the world are taken to be ‘ systems’ which can be ‘ engineered’ , and ‘ soft’ systems thinking in which the focus is on making sure the process of inquiry into real-world complexity is itself a system for learning. Systems Thinking, Systems Practice (1981) and Soft Systems Methodology in Action (1990) together with an earlier paper Towards a Systems-based Methodology for Real-World Problem Solving (1972) have long been recognized as classics in the field. Now-Peter Checkland has looked back over the three decades of SSM development, brought the account of it up to date, and reflected on the whole evolutionary process which has produced a mature SSM. SSM: A 30-Year Retrospective, here included with Soft Systems Methodology in Action closes a chapter on what is undoubtedly the most significant single research programme on the use of systems ideas in problem solving. Now retired from full-time university work, Peter Checkland continues his research as a Leverhulme Emeritus Fellow.

"Rational Decision Making for Managers" provides students with a basic understanding of quantitative and analytical techniques that managers use to make complex business decisions and helps them to recognise when they are appropriate. Sarah Keast and Mike Towler also show the characteristics of the decisions that can be informed by the use of each technique, thereby guiding the reader in their choice.

"Rational Decision Making for Managers" features: separate chapters on robustness analysis and game theorya strong contextual discussion and clear structurea concise mathematical appendix

The book is essential reading for students studying business decision making, quantitative methods and business research methods.

You're intelligent, right? So you've already figured out that Business Intelligence can be pretty valuable in making the right decisions about your business. But you've heard at least a dozen definitions of what it is, and heard of at least that many BI tools. Where do you start?

"Business Intelligence For Dummies" makes BI understandable It takes you step by step through the technologies and the alphabet soup, so you can choose the right technology and implement a successful BI environment. You'll see how the applications and technologies work together to access, analyze, and present data that you can use to make better decisions about your products, customers, competitors, and more.

You'll find out how to: Understand the principles and practical elements of BIDetermine what your business needsCompare different approaches to BIBuild a solid BI architecture and roadmapDesign, develop, and deploy your BI planRelate BI to data warehousing, ERP, CRM, and e-commerceAnalyze emerging trends and developing BI tools to see what else may be useful

Whether you're the business owner or the person charged with developing and implementing a BI strategy, checking out "Business Intelligence For Dummies" is a good business decision.