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Books > Business & Economics > Business & management > Management & management techniques
It's Not Just Business is designed to give you the edge you need to
navigate the complex business world and the equally complex people
who reside there. Business is about human nature, goals and
emotion, with all of the quirks and flaws; and it is about
forgiving people for being human, and business for being
compromised of people. Loaded with practical advice that you can
instantly put to use, subjects include business politics, ego,
negotiations, group dynamics, game theory, prisoner's dilemma,
perception issues, managing and being managed and personal balance
and survival.
In his landmark bestseller The Tipping Point, Malcolm Gladwell
redefined how we understand the world around us. Now, in Blink, he
revolutionizes the way we understand the world within. Blink is a
book about how we think without thinking, about choices that seem
to be made in an instant-in the blink of an eye-that actually
aren't as simple as they seem. Why are some people brilliant
decision makers, while others are consistently inept? Why do some
people follow their instincts and win, while others end up
stumbling into error? How do our brains really work-in the office,
in the classroom, in the kitchen, and in the bedroom? And why are
the best decisions often those that are impossible to explain to
others?In Blink we meet the psychologist who has learned to predict
whether a marriage will last, based on a few minutes of observing a
couple; the tennis coach who knows when a player will double-fault
before the racket even makes contact with the ball; the antiquities
experts who recognize a fake at a glance. Here, too, are great
failures of "blink": the election of Warren Harding; "New Coke";
and the shooting of Amadou Diallo by police. Blink reveals that
great decision makers aren't those who process the most information
or spend the most time deliberating, but those who have perfected
the art of "thin-slicing"-filtering the very few factors that
matter from an overwhelming number of variables.
Abraham Lincoln is known for his story telling.
According to his friends, Lincoln usually began all of his stories
by saying, "That reminds me of a story..." And, once he started
talking everyone would move in real close, so they could hear what
"Old Abe" had to say.
While Lincoln's stories, more often than not, made people laugh,
they almost always had a point to them.
The stories were Lincoln's way of making it easy for people to
understand what he was saying. Yes. He could have just said what he
wanted to say, but Lincoln knew that most people quickly forget
what they're told.
Stories have a way of sticking with you, and driving the point
home.
Over the past year, I have taken the time to read hundreds of
Lincoln's stories, sayings, and quotes from his letters, and what
really stands out to me, is his deep understanding of people. Many
of his stories ring just as true today, as they did when he first
told them over 150 years ago.
For business leaders, they also possess some valuable information
on how to manage your business, your employees, and your personal
relationships with friends and family.
What I have done for this book is to pick out twenty-five of my
favorite Lincoln stories and sayings, and present them along with
examples of how they can help you solve your everyday business
problems.
My suggestion is to read through them all. Then read one a day,
until you can master the knowledge they teach.
At the end of the book, after the stories, you will find a short
review of the situation Lincoln found himself in when he became
President, and about how he managed his soldiers, and his generals.
With all of the violence and destruction going on around him,
Lincoln never once lost his temper with any of his charges. Instead
he took time to learn how he could help them, and used his stories
to help share his wisdom.
Example: Don't give up to soon
"General Meade was widely acclaimed as the hero of Gettysburg, and
after that success one of the general's friends told Lincoln that
he should be made Commander-in-Chief of the Union Army.
"Now don't misunderstand me," Lincoln told the man. "I am
profoundly grateful down to the bottom of my boots for what he did
at Gettysburg, but I think that if I had been General Meade, I
would have fought another battle.""
Lincoln understood what many people didn't. Although Meade had
made a major victory for the Union, he could have ended the war, if
he hadn't stopped to rest on his laurels.
Salesman hit this same barrier every day. They make a big sale
early in the day, or they reach their quota, and they go home for
the day thinking they did a great job. But, the best salesmen look
at that big score as motivation to move forward, and hit another
home run.
If I could say anything on this point, it would be this:
"Celebrate your victories, but before you do, know what you could
be celebrating."
Too often in life, we stop just short of reaching our full
potential.
This book examines and assesses how CEOs define, navigate and
instill key activities of organizational life and provokes and
challenges the nature of their practice.In the 21st Century, the
Chief Executive Officers role is both complex and multifaceted. As
the key architects of culture in their organizations, how their
actions, behaviors and mindset are role modeled and perceived is
pivotal and how they in turn, evoke leadership in everyone is
essential. Along with input from Global CEOs, this book examines
and assesses how CEOs define, navigate and instill key activities
of organizational life and provokes and challenges the nature of
their practice. It shares practical strategies on how CEOs ways of
being can influence and contribute to the adoption and embedment of
ways of working that better serve employees, stakeholders and
organizations. Ultimately, in the pursuance of healthier
organizations! Key activities of organizational life include
purpose and vision; strategy and structure; leaders' actions,
behavior and mindset; culture change and change drivers; new ways
of thinking, doing and being and, activities for the future in
terms of space, innovation and reimagining.
Cybersecurity threats have become ubiquitous and continue to topple
every facet of the digital realm as they are a problem for anyone
with a gadget or hardware device. However, there are some actions
and safeguards that can assist in avoiding these threats and
challenges; further study must be done to ensure businesses and
users are aware of the current best practices. Cybersecurity
Issues, Challenges, and Solutions in the Business World considers
cybersecurity innovation alongside the methods and strategies for
its joining with the business industry and discusses pertinent
application zones such as smart city, e-social insurance, shrewd
travel, and more. Covering key topics such as blockchain, data
mining, privacy, security issues, and social media, this reference
work is ideal for security analysts, forensics experts, business
owners, computer scientists, policymakers, industry professionals,
researchers, scholars, academicians, practitioners, instructors,
and students.
Gain insight into people-organisational relationships and
interrelated influences on human behaviour Management and
Organisational Behaviour, 13th edition, by Mullins and Rees,
provides an in-depth study guide that helps you understand the
relationship between people and professional organisations,
shedding new light on the understanding, prediction, and control of
human behaviour at work. This widely popular text examines the
environments of the individual, the group, workplace, and
organisational structure, explaining organisational behaviour by
applying theoretical frameworks to practice and developing critical
thinking. This new edition addresses recent contextual issues, such
as the impact of Covid-19 on the workplace. It also offers greater
international perspective on organisational behaviour, with the
addition of several case studies from around the world and related
video cases by expert speakers. Featuring conceptual mind maps of
complex topics to aid your understanding and revision, its
'personal skills' and 'employability' sections help you develop
your social and work-based skills in preparation for life beyond
the classroom. This comprehensive textbook is ideal for
undergraduate and postgraduate study, as well as for professionals
training for management roles.
All organizations operate in an environment that is rapidly
changing. To be successful, the organization must also change. The
question is what to change and how. This book will describe in some
detail a number of management programs, many of which are known by
their three-letter acronyms, such as Justin-Time (JIT) or
Service-Oriented Architecture (SOA). A management program is
designed to improve an organization's effectiveness and efficiency.
However, there are so many management programs it is often
difficult for managers to decide which one would be most
appropriate for their operation. This book will describe an array
of management programs and group them to indicate their primary
purpose. The book will also outline a process that will enable
managers to select the most appropriate management program to meet
their immediate and long-term needs. Implementing a management
program is no small task. It can be expensive, time-consuming, and
disruptive of normal operations; therefore, the choice of the
management program requires careful selection and implementation.
Care must be taken to increase the likelihood of successfully
implementing new ventures in all types of organizations - business,
nonprofit and governmental agencies. Many ventures fail, or achieve
limited success, not because the idea isn't good but because the
organization has not adequately prepared its internal capabilities
to meet the environmental conditions in which it operates. An
important feature of this book is that it can be updated
periodically to add new programs and phase out programs no longer
relevant. The book will provide readers with a comprehensive
description of the most popular management improvement programs and
their primary applications to their organizations. We will discuss
the philosophy and principles of these programs and include a
discussion on how to use each program to achieve optimum success. A
central theme of this book is to not just adopt an improvement
program for the sake of adopting it, but to match the improvement
program with the specific needs in an organization. In the chapters
that follow, we will illustrate how this matching process can be
conducted. Above all, we plan the book to be a concise and useful
resource to both practitioners and academics. Here is what you can
expect in the chapters.
This book was previously titled, "The Way We're Working Isn't
Working."
"Be Excellent at Anything "is one of those rare books with the
power to profoundly transform the way we work and live.
Demand is exceeding our capacity. The ethic of "more, bigger,
faster" exacts a series of silent but pernicious costs at work,
undermining our energy, focus, creativity, and passion. Nearly 75
percent of employees around the world feel disengaged at work every
day. "Be Excellent at Anything "offers a groundbreaking approach to
reenergizing our lives so we're both more satisfied and more
productive--on the job and off.
By integrating multidisciplinary findings from the science of high
performance, Tony Schwartz, coauthor of the #1 bestselling "The
Power of Full Engagement, "makes a persuasive case that we're
neglecting the four core needs that energize great performance:
sustainability (physical); security (emotional); self-expression
(mental); and significance (spiritual). Rather than running like
computers at high speeds for long periods, we're at our best when
we pulse rhythmically between expending and regularly renewing
energy across each of our four needs.
Organizations undermine sustainable high performance by forever
seeking to get more out of their people. Instead they should seek
systematically to meet their four core needs so they're freed,
fueled, and inspired to bring the best of themselves to work every
day.
Drawing on extensive work with an extra-ordinary range of
organizations, among them Google, Ford, Sony, Ernst & Young,
Shell, IBM, the Los Angeles Police Department, and the Cleveland
Clinic, Schwartz creates a road map for a new way of working. At
the individual level, he explains how we can build specific rituals
into our daily schedules to balance intense effort with regular
renewal; offset emotionally draining experiences with practices
that fuel resilience; move between a narrow focus on urgent demands
and more strategic, creative thinking; and balance a short-term
focus on immediate results with a values-driven commitment to
serving the greater good. At the organizational level, he outlines
new policies, practices, and cultural messages that Schwartz's
client companies have adopted.
" Be Excellent at Anything "offers individuals, leaders, and
organizations a highly practical, proven set of strategies to
better manage the relentlessly rising demands we all face in an
increasingly complex world.
#1 New York Times Bestseller "Significant...The book is both
instructive and surprisingly moving." -The New York Times Ray
Dalio, one of the world's most successful investors and
entrepreneurs, shares the unconventional principles that he's
developed, refined, and used over the past forty years to create
unique results in both life and business-and which any person or
organization can adopt to help achieve their goals. In 1975, Ray
Dalio founded an investment firm, Bridgewater Associates, out of
his two-bedroom apartment in New York City. Forty years later,
Bridgewater has made more money for its clients than any other
hedge fund in history and grown into the fifth most important
private company in the United States, according to Fortune
magazine. Dalio himself has been named to Time magazine's list of
the 100 most influential people in the world. Along the way, Dalio
discovered a set of unique principles that have led to
Bridgewater's exceptionally effective culture, which he describes
as "an idea meritocracy that strives to achieve meaningful work and
meaningful relationships through radical transparency." It is these
principles, and not anything special about Dalio-who grew up an
ordinary kid in a middle-class Long Island neighborhood-that he
believes are the reason behind his success. In Principles, Dalio
shares what he's learned over the course of his remarkable career.
He argues that life, management, economics, and investing can all
be systemized into rules and understood like machines. The book's
hundreds of practical lessons, which are built around his
cornerstones of "radical truth" and "radical transparency," include
Dalio laying out the most effective ways for individuals and
organizations to make decisions, approach challenges, and build
strong teams. He also describes the innovative tools the firm uses
to bring an idea meritocracy to life, such as creating "baseball
cards" for all employees that distill their strengths and
weaknesses, and employing computerized decision-making systems to
make believability-weighted decisions. While the book brims with
novel ideas for organizations and institutions, Principles also
offers a clear, straightforward approach to decision-making that
Dalio believes anyone can apply, no matter what they're seeking to
achieve. Here, from a man who has been called both "the Steve Jobs
of investing" and "the philosopher king of the financial universe"
(CIO magazine), is a rare opportunity to gain proven advice unlike
anything you'll find in the conventional business press.
Through a collection of curated readings, Basics of Operations
Management introduces students to fundamental concepts within the
discipline. The text is intended to be used in conjunction with
active learning activities and practical mathematical applications
in the live or virtual classroom to enhance learning and
comprehension. The book is organized into eight learning modules
that build upon each other to provide students with a foundational
understanding of operations management. Each module begins with an
introduction and learning objectives, ends with discussion or
practice questions and, if applicable, links to sample classroom
activities that have proven effective in helping students
understand and apply the operational concepts. Opening modules
introduce students to operations management and the supply chain,
address capacity and demand management, and discuss facility
location and layout. Additional modules cover quality management,
statistical process control, lean six-sigma, inventory management,
and resource management. Designed to help students better
understand how manufacturing and service operations function,
Basics of Operations Management is ideal for courses in operations
management and supply chain management.
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