Управление, подбор персонала
Различные книги в жанре Управление, подбор персоналаA Course in Monetary Economics
A Course in Monetary Economics is an insightful introduction to advanced topics in monetary economics. Accessible to students who have mastered the diagrammatic tools of economics, it discusses real issues with a variety of modeling alternatives, allowing for a direct comparison of the implications of the different models. The exposition is clear and logical, providing a solid foundation in monetary theory and the techniques of economic modeling. The inventive analysis explores an extensive range of topics including the optimum quantity of money, optimal monetary and fiscal policy, and uncertain and sequential trade models. Additionally, the text contains a simple general equilibrium version of Lucas (1972) confusion hypothesis, and presents and synthesizes the results of recent empirical work. The text is rooted in the author's years of teaching and research, and will be highly suitable for monetary economics courses at both the upper-level undergraduate and graduate levels.
DigiMarketing
We are all DigiMarketers now – or we should be. The authors have for the first time provided a lucid, hype-free, business-based and practical guide to the new age of marketing: it is a kind of digital Baedeker, which should be on every businessman's book-shelf. —Miles Young, Chairman, Ogilvy & Mather Asia Pacific «The digital frontier is now the center of our universe. As Kent Wertime and Ian Fenwick show, marketers must seize this digital opportunity to accelerate their market growth.» —John A. Quelch, Senior Associate Dean and Lincoln Filene Professor of Business Administration, Harvard Business School «Too many advertisers are stuck in the primordial soup when it comes to their digital marketing strategy. However, they need to evolve fast if they are to survive in a multi-channel landscape. This timely book acts like an Origin of the Species, steering hesitant brand owners through the complexities of the digital ecosystem. An impressive blend of academic theory, professional insight and practical advice.» —Paul Kemp-Robertson, Co-founder & Editorial Director, Contagious www.contagiousmagazine.com «DigiMarketing: The Essential Guide to New Marketing & Digital Media is a clear call for companies to evolve their marketing practice. This book is essential reading for anyone seeking a roadmap to the future of business.» —Dipak C. Jain, Dean, Kellogg School of Management «The rise of conversational media new forms of distribution – from blogs to mobile platforms – challenge traditional approaches to marketing, and require every business to have a transition plan. Kent Wertime and Ian Fenwick have written a book that is required reading for any marketers interested in successfully making that transition.» —John Battelle, CEO and Founder, Federated Media Publishing and Author, The Search «Kent Wertime and Ian Fenwick have written the definitive guide to marketing in the digital age. But Digimarketing does more than educate marketing professionals. It describes the new media landscape brilliantly, making it an essential read for anyone who hopes to understand the most important technological revolution of the past fifty years. I wore out three yellow highlighters before realizing that every sentence and every paragraph is worth committing to memory.» —Norman Pearlstine, Former Editor-in-Chief, Time Inc. and Managing Editor, The Wall Street Journal, Senior Advisor, Telecommunications & Media, The Carlyle Group
CoolSearch
There never has been a time when changes in taste, social outlook and lifestyle have been faster and more fundamental. Coolsearch shows that the revolution that is going on inside the workplace and that which is taking place in the marketplace are two sides of the same coin. Traditional divisions between work and play and between home and the office are being eroded. Twenties-somethings are using their mastery of new technology to transform product development, marketing and merchandising as consumers and ideas generation and decision making as workers. But how can older companies with deeper vested interests and complex hierachies keep in touch with the needs generated by the new generation? Syrett and Lammiman show how street-wise market research, better use of technology, shorter decision making hierarchies, corporate venturing and bottom up leadership has helped a variety of seeming dinosaurs get abreast of the trends. Stories and case studies of companies such as IKEA, GMT, 3M, and L'Oreal and their championing the latest trends and thinking are throughout the book. Coolsearch draws on original research by the authors on how new ideas are inspired and shaped in organisations as well as on interviews with leading thinkers in innovation including London Business School's Costas Markides, Strategos's Gary Hamel and Insead's W Chan Kim and Renee Mauborgne.
Managerial Dilemmas
In the midst of the most severe recession for 80 years there is little need to argue that organizations are beset by dilemmas and paradoxes. Confidence in prevailing business models and in the underlying assumptions underpinning business decisions over many decades has now been shaken. But it is not enough to rail against arrogance and greed. Within their own (flawed) assumptions bankers and corporate leaders were acting rationally. A major reason for the failure to anticipate and warn is that observers of organizations usually tend to view organizations in terms similar to those employed by the people who run them: as rational, sensible and objective, whereas, in fact, they are usually confused and confusing, paradoxical and contradictory entities. Paradox is at the heart of how organizations work (or don’t work) yet the phenomenon has been strangely unstudied. In an age of crisis and uncertainty, dilemmas and paradoxes are especially evident and prevalent. The fascination and the promise of paradox is that there is also a sense that there is a hidden truth entwined within the opposites. This we contend is a challenge for leaders. The ultimate responsibility of leadership is to make sense of these and to handle them in a competent manner. This demands a new mode of leadership. The management of dilemma and paradox it is contended, the essence of leadership today. Paradoxical forces provide a dynamism which, although often experienced as potentially threatening, discomforting and negative can also be exciting, promising and positive. «The assumption that organizations are rational entities is challenged every day in the work environment by a rich reality of asymmetries between conflicting forces, complexity, hidden intentions and paradoxes. Anyone wanting to understand the real forces that govern organizations should read this book. A must read for modern leaders who have the intellectual honesty to lead organisations with open eyes and not with the over simplifications and clichés of the past»–Giovanni Ghisetti, Director Business Transformation, Coca Cola Enterprises Europe «Storey and Salaman’s description of the paradoxes which characterise leadership today is hauntingly accurate. Their intelligent optimism that those dilemmas can be met is as encouraging as it is challenging for those of us who have to do just that. Having read the insights in this book I now understand how their business advice was always so pertinent».–Andy Street, Managing Director of John Lewis
Organizational Knowledge
This book makes an important contribution to our understanding of practice-based organizational learning and knowing. Based on the author's detailed study of safety practices in different corporate settings. The author uses this study to empirically describe how learning, knowing and organizing are practised. Centred on the concepts of «knowing in practice» and the «texture» of organizational knowledge. Gives a rich account of how organizations learn and how corporate practices and policies evolve.
Debating Organization
This volume introduces readers to the central debates of organization studies through a series of 'point' and 'counterpoint' debates by major figures in the field. Introduces readers to the central tensions and debates of organization studies. Celebrates the productive heterogeneity of the field by placing competing perspectives side by side. Includes contributions from major figures in the field. Structured in an innovative 'point' and 'counterpoint' format.
Reframing Organizations
In this third edition of their best-selling classic, authors Lee Bolman and Terrence Deal explain the powerful tool of «reframing.» The authors have distilled the organizational literature into a comprehensive approach for looking at situations from more than one angle. Their four frames view organizations as factories, families, jungles, and theaters or temples: The Structural Frame: how to organize and structure groups and teams to get results The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource management, and build positive interpersonal and group dynamics The Political Frame: how to cope with power and conflict, build coalitions, hone political skills, and deal with internal and external politics The Symbolic Frame: how to shape a culture that gives purpose and meaning to work, stage organizational drama for internal and external audiences, and build team spirit through ritual, ceremony, and story
Corporate Governance
This book present the value school of corporate governance, outlining a multitude of areas where corporate governance could add real worth, and showing how this can be put into effect. No “one-size-fits-all” model emerges as a solution. Rather, the insights in this book take idiosyncrasies and dynamics over time into consideration. They consider the main issues and their real causes, ownership settings, country settings and new developments in corporate governance research and practice. International focus places emphasises on typical patterns, predicament and solutions instead of national laws. Points are illustrated with in-depth case studies and highlighted learning nuggets. Alerts the reader to typical dilemmas and traps in attaining the goal of value creation, whilst also pointing to promising avenues forward.
Lean Distribution
Kirk Zylstra's focus on the customer is a fresh approach to lean. Companies that can bear the burden of variability will develop a strategic advantage in today's volatile market. —Travis Jarrell Institute of Industrial Engineers Program Committee Chair «Lean Distribution is a comprehensive yet concise work with clear leanings. Kirk's experience across a range of industries brings a unique understanding of common opportunities and solutions available to optimize distribution processes. Lean techniques, typically effective in manufacturing processes, are applied in the downstream supply chain in a practical and productive manner that will offer something to any business distributing tangible goods.» —F. Jeff Duncan Jr. VP, CIO, and Director of Technology Louisiana Pacific Corp. «Lean Distribution has robustly captured the revolution occurring in today's increasingly competitive and global supply chain. Eliminating losses through lean manufacturing and lean distribution initiatives will become even more critical enablers to organizations developing cost-advantaged supply chains.» —Rick McDonald Director of Manufacturing The Clorox Company
Life Balance
A popular aphorism suggests that in the end, no one ever regretted not spending more time in the office. Yet during our lives and careers we often seem to confuse our priorities, shifting our focus so that we end up with clients whom we know extremely well and families who are de facto strangers. In this book, widely renowned consultant Alan Weiss—cited as «a worldwide expert in executive education» in Success Magazine—tells how to blend life, work, and relationships in a way that will help anyone to work smarter and live better. Weiss draws on scores of interviews and vignettes with highly successful consultants to offer nontheoretical, pragmatic advice on living a balanced life, including how to: Work smart and not hard Have time to fulfill your passions Build on success, not on correcting weakness Give yourself short- and long-term personal rewards Take risks and reinvent yourself (again and again) Play to win— but ignore the score and reward the effort Influence others while surrendering the need to control Visualize the future