Summarized into 8 pages with COMPLIMENTARY Audio MP3
The Hands-Off Manager
Steve Chandler, Duane Black
The main reason for quitting that employees cite in exit interviews is “my manager.” However, most managers are not aware of this problem, and would not know what to do about it if they were aware.
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Management Wisdom From the New York Yankees' Dynasty
Lance A. Berger, Dorothy R. Berger
Author Lance Berger is a management consultant to Fortune 500 companies and has served as a consultant to Major League Baseball. After looking deeply into the history of the Yankees’ organization, Berger discovered that many of the same principles that made the Yankees great were also driving the success of business clients. These core principles are based on leadership, processes and culture. In Management Wisdom From the New York Yankees’ Dynasty, Berger offers time-tested management techniques that can turn any team — in sports or in business — into a long-term winner.
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Tough Management
Chuck Martin
Faced with shrinking budgets, smaller staffs, shorter deadlines, more demanding customers and an unrelenting call for innovation and growth, many executives need a fresh, bottom-line approach designed for what really works in today’s business environment. This new approach is what business strategist and CEO of NFI Research Chuck Martin offers in Tough Management. Based on more than two years of surveys of more than 2,000 senior executives and managers, Tough Management provides managers with a new way to tackle tough decisions in today’s high-pressure business world.
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Bridging the Culture Gap
Penny Carté, Chris Fox
Bridging the Culture Gap is based on the real-life business situations of the authors’ many international clients. Featuring numerous case studies, cultural preference scales and practical tips, Bridging the Culture Gap helps those of any nationality to become better communicators. Whether you are planning to give a presentation to a cross-cultural group or about to negotiate with an overseas client, the advice of international training experts Penny Carté and Chris Fox can help you ensure that your cultural-awareness antennae are well tuned.
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How Did That Happen?
Roger Connors, Tom Smith
The economy crashes, the government misfires, businesses fail, leaders do not lead, managers do not manage, and the people we count on for the results that affect our own performance do not follow through, leaving us asking, "How did that happen?"
Surprises caused by a lack of personal accountability plague almost every organization today, from the political arena to every large and small business. How Did That Happen? offers a proven way to eliminate these nasty surprises, gain an unbeatable competitive edge, and enhance performance by holding others accountable in a positive, principled way.
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Optimizing the Power of Action Learning
Michael J. Marquardt
Around the world, writes George Washington University professor Michael J. Marquardt, companies and organizations of all sizes are using the action learning methodology to solve major problems and build productive and effective teams. In Optimizing the Power of Action Learning, Marquardt, an expert on the action learning process, details exactly how the methodology works and how it can be used for important problems impacting businesses large and small.
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The Headcount Solution
N. Frederic Crandall, Marc J. Wallace Jr., Margaret Crane, Barbara Ballinger Buchholz
Layoffs should always be the last resort of any company requiring deep cost-cutting measures. The authors present a seven-step plan for cutting compensation costs. In this plan, layoffs are just the third of three cost-cutting strategies. If layoffs become necessary, the authors provide hints on treating employees with respect and dignity, and keeping valuable employees in the organization.
N. Frederic Crandall, Marc J. Wallace Jr., Margaret Crane, Barbara Ballinger Buchholz
From: $8.50
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Winning the Merger Endgame
Graeme K. Deans
After studying mergers in many industries through the 1990s, the authors of Winning the Merger Endgame, officers and consultants from A.T. Kearney, have discovered that all industries move through four stages of what they call the “Endgames Curve” toward inevitable consolidation. The path up the curve starts with the Opening Stage where industries begin and companies proliferate. In the Scale Stage companies acquire other companies as they realize that organic growth will not push them to success. As industries move into the Focus Stage, mega-mergers become the norm. In the final Balance and Alliance Stage companies must find a way to reinvent themselves or die. Winning the Merger Endgame shows companies how they can successfully move through these stages.
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Revolutionizing IT
David H. Andrews, Kenneth R. Johnson
In jargon-free language, Andrews and Johnson explain how managers can get the most out of their IT investment. The authors focus on successfully managing IT projects, including controlling project scope.
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The Responsibility Virus
Roger L. Martin
In The Responsibility Virus, Roger Martin unveils a vicious cycle of over-responsibility and under-responsibility infecting working relationships in many companies. Martin shows how heroic leaders take on too much responsibility, passive followers take on too little, and the two groups feed off each other. The result, general unhappiness and a dysfunctional operation.
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The Set-Up to Fail Syndrome
Jean-Francois Manzoni, Jean-Louis Barsoux
Manzoni, Associate Professor of Management at the world-renowned INSEAD business school in France, and Barsoux, a Senior Research Fellow at INSEAD, reveal the all-too-common phenomenon of employees, including those with great potential, who fail because of their superiors’ attitudes and behaviors. The start of the problem: managers who are too quick to label some employees as “under-performers” — and who then view any actions by these employees in a negative light.
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The Heart of Change
John Kotter, Dan Cohen
While most companies believe change happens by making people think differently, that isn’t the case. Instead, according to John Kotter and Dan Cohen, change happens when you make people feel differently. You have to appeal more to the heart than the mind. The authors offer a new dynamic — the “see-feel-change” dynamic that fuels action by showing people potent reasons for change that spark their emotions. Built around the eight steps of change first introduced in Kotter’s bestseller, Leading Change, The Heart of Change gives straight advice on successful change — and true stories of companies making change happen.
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Proactive Risk Management
Preston G. Smith, Guy M. Merritt
Proactive Risk Management offers product development teams a plan with which they can enhance their management of project risks by identifying risks early and managing them to diminish disruption throughout the project. Using a practical, easy-to-use, fact-based approach, it will help developers manage all the risks associated with a project. Although this process is tailored to commercial product development, it is applicable to many other types of projects with some adaptation.
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Bridging the Boomer-Xer Gap
Hank Karp, Connie Fuller, Danilo Sirias
Today’s workplaces are dominated by two generational groups: Baby Boomers and Generation Xers. The Boomers now hold top management and policy-making positions, while the younger Xers have just recently entered the world of work. Unfortunately, both groups view each other with suspicion. Boomers tend to believe the stereotype that Xers are slackers, loners, and self-absorbed. Xers think Boomers are incapable of adapting to technological and social change. Both stereotypes are false, and those who manage Boomers and Xers must learn how to dispel the myths. In this summary you will learn how to help Boomers and Xers in your organization overcome their stereotypical thinking and bridge the actual differences that do exist.
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First Among Equals
Patrick J. McKenna, David H. Maister
Managing people is difficult, particularly when you are tasked with leading a group of confident, intelligent professionals — often used to working with a certain amount of autonomy — to accomplish some task or essential goal. Group leaders must be skilled not only in management basics (delegation, decision-making, running meetings, and so forth), but also in the “softer” skills of inspirational leadership practices. Crammed with concrete advice and practical applications and examples, First Among Equals, written by two leading experts in the field of managing professionals, will help you inspire, cajole and provoke your people to reaching their full capabilities and promise.
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Embracing Excellence
Franklin C. Ashby Ph.D., Arthur R. Pell Ph.D.
Companies need “A” players to outperform the competition. To attract and keep top-level performers in a highly competitive economy, companies must learn to create corporate cultures that attract and retain “A” players. Embracing Excellence explains how organizations can attract “A” players by building an environment that is committed to values, vision, creativity, trust and respect.
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Why Leaders Can't Lead
Warren Bennis
Simply managing isn't enough today, says Bennis. Here are steps you can take today to become a leader. The first one: Don't believe that "leaders are born, not made."
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SuperMotivation
by Dean R. Spitzer
Spitzer outlines the systems and programs you need to get top performance from your subordinates. Among other things, he explains the psychology behind motivation, how to uncover demotivators in your organization, and how to use training and rewards to energize people.
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Responsible Managers Get Results
Gerald W. Faust, Richard I. Lyles, Will Phillips
Recognize that you are responsible for something and responsible to somebody. And you are responsible for results, not just tasks and activities. Understand this and you\'re on your way to getting results.
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Leading Change
James O'Toole
James O'Toole shows that leadership based on integrity, honesty, and respect is the only way to gain the commitment and loyalty of your people and effect change. This is must reading for change agents.
