Управление, подбор персонала
Различные книги в жанре Управление, подбор персоналаThe First 90 Days with Harvard Business Review article "How Managers Become Leaders" (2 Items)
This Harvard Business Review collection, featuring the work of celebrated author and advisor Michael D. Watkins on leadership transitions, includes the international bestseller The First 90 Days, Updated and Expanded as well as the 2012 Harvard Business Review article, “How Managers Become Leaders.”
Leadership Transitions and Team Building: Leadership Collection (2 Books)
The Leadership Transitions and Team Building Collection includes two important books: The First 90 Days, Updated and Expanded, by Michael D. Watkins, and The Alliance, by Reid Hoffman, Ben Casnocha, and Chris Yeh. Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. In The First 90 Days, Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. The Alliance, coauthored by the founder of LinkedIn, introduces a new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. This bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today’s world of constant innovation and fast-paced change.
High-Performance Teams: The Katzenbach-Smith Collection (2 Books)
Teams are fast becoming a flexible and efficient way to enhance organizational performance. This Harvard Business Review collection brings together the ideas and research from Jon Katzenbach and Douglas Smith, who argue that we cannot meet the challenges ahead, from total quality to customer service to innovation, without teams. This collection includes The Wisdom of Teams and The Discipline of Teams.
Mindful Leadership: Emotional Intelligence Collection (4 Books)
This digital collection, curated by Harvard Business Review, offers four books on the topic of emotional intelligence, found by bestselling author Daniel Goleman to be twice as important as other competencies in determining outstanding leadership. In Primal Leadership, With a New Preface by the Authors, the authors show that great leaders excel not just through skill and smarts, but by connecting with others using emotional intelligence competencies like empathy and self-awareness. The best leaders are “resonant” leaders—individuals who manage their own and others’ emotions in ways that drive success. In Resonant Leadership, Richard Boyatzis and Annie McKee provide an indispensable guide to overcoming the vicious cycle of stress, sacrifice, and dissonance that afflicts many leaders and offer a field-tested framework for creating the resonance that fuels great leadership. And in Becoming a Resonant Leader, Annie McKee, Richard Boyatzis, and Frances Johnston share vivid, real-life stories illuminating how people can develop emotional intelligence, build resonance, and renew themselves. Finally, HBR’s 10 Must Read on Emotional Intelligence presents 10 articles by experts in the field of emotional intelligence, all of which will inspire you to monitor and channel your moods and emotions; make smart, empathetic people decisions; manage conflict and regulate emotions within your team; react to tough situations with resilience; better understand your strengths, weaknesses, needs, values, and goals; and develop emotional agility.
How to Communicate Successfully: The Halvorson Collection (2 Books)
Communication in the workplace is more important than ever. This Harvard Business Review digital collection presents the work of social psychologist and bestselling author Heidi Grant Halvorson. In No One Understands You and What to Do About It, Halvorson explains why we’re often misunderstood and how we can fix that. Most of us assume that other people see us as we see ourselves, and that they see us as we truly are. But neither is true. Our everyday interactions are colored by subtle biases that distort how others see us—and also shape our perceptions of them. You can learn to clarify the message you're sending once you understand the lenses that shape perception—trust, power, and ego—and how these lenses affect your interactions. In the short, powerful Nine Things Successful People Do Differently, the strategies and goals of the world’s most successful people are on display—backed by research that shows exactly what has the biggest impact on performance. Here’s a hint: accomplished people reach their goals because of what they do, not just who they are.
On Time and On Budget: Project Management Collection (4 Books)
The Harvard Business Review Project Management Collection is for anyone serious about project management. Project Management for Profit shows every company owner and project manager—at businesses large and small—how to run projects differently. Reinventing Project Management, based on an unprecedented study of more than 600 projects in a variety of businesses and organizations around the globe, provides a new and highly adaptive model for planning and managing projects to achieve superior business results. Also included in this collection are Managing Projects Large and Small, which will walk you through every step of project oversight from start to finish, and the HBR Guide to Project Management, which will help you: build a strong, focused team, break major objectives into manageable tasks, create a schedule that keeps all the moving parts under control, monitor progress toward your goals, manage stakeholders' expectations, and wrap up your project and gauge its success.
Succeeding Generations
Finding the right successor to a well-loved founder or president is often the most difficult task an organization can face—and the challenge can be even greater for family-run businesses. Succeeding Generations explores leadership transitions in family businesses, offering a clear-eyed assessment of the different options, from direct succession to building partnerships between siblings and cousins.Family-owned companies may dominate the worldwide business landscape, yet surprisingly few are successfully passed down from one generation to the next, and fewer still reach the third generation intact. Author Ivan Lansberg, an organizational psychologist who grew up in a family business, examines the reasons behind this high failure rate and reveals the factors that contribute to long-term success. He offers practical advice on how to mentor successors, how to set up a systematic selection process, and how to make the best use of the board of directors during times of transition.With a wealth of examples from companies in the United States, Europe, and Latin America, Succeeding Generations provides a thoughtful and comprehensive look at the sensitive dynamics of leadership succession in family businesses.
HBR's 10 Must Reads 2016
A year’s worth of management wisdom, all in one place. We’ve examined the ideas, insights, and best practices from the past year of Harvard Business Review to bring you the latest, most significant thinking driving business today. With authors from Marcus Buckingham to Herminia Ibarra and company examples from Google to Deloitte, this volume brings the most current and important management conversations to your fingertips. This book will inspire you to:Tap into the new technologies that are changing the way businesses competeFuel performance by redesigning your organization’s practices around feedbackLearn techniques to move beyond intuition for better decision makingUnderstand why your strategy execution isn’t working—and how to fix itLead with authenticity by moving beyond your comfort zoneTransform your physical office space to promote creativity and productivity This collection of best-selling articles includes:“Reinventing Performance Management,” by Marcus Buckingham and Ashley Goodall“The Transparency Trap,” by Ethan Bernstein“Profits Without Prosperity,” by William Lazonick“Outsmart Your Own Biases,” by Jack B. Soll, Katherine L. Milkman, and John W. Payne“The 3-D Printing Revolution,” by Richard D’Aveni“Why Strategy Execution Unravels—and What to Do About It,” by Donald Sull, Rebecca Homkes, and Charles Sull“The Authenticity Paradox,” by Herminia Ibarra“The Discipline of Business Experimentation,” by Stefan Thomke and Jim Manzi“When Senior Managers Won’t Collaborate,” by Heidi K. Gardner“Workspaces That Move People,” by Ben Waber, Jennifer Magnolfi, and Greg Lindsay“Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business,” by Marco Iansiti and Karim R. Lakhani
The Clayton M. Christensen Reader
The best of Clayton Christensen’s seminal work on disruptive innovation, all in one place. No business can afford to ignore the theory of disruptive innovation. But the nuances of Clayton Christensen’s foundational thinking on the subject are often forgotten or misinterpreted. To achieve continuing growth in your business while defending against upstarts, you need to understand clearly what disruption is and how it works, and know how it applies to your industry and your company. In this collection of Christensen’s most influential articles—carefully selected by Harvard Business Review ’s editors—his incisive arguments, clear theories, and readable stories give you the tools you need to understand disruption and what to do about it. The collection features Christensen’s newest article looking back on 20 years of disruptive innovation: what it is, and what it isn’t. Covering a broad spectrum of topics—business model innovation, mergers and acquisitions, value-chain shifts, financial incentives, product development—these articles illuminate the impact and implications of disruptive innovation as well as Christensen’s broader thinking on management theory and its application in business and in life. This collection of best-selling articles includes: “Disruptive Technologies: Catching the Wave,” by Joseph L. Bower and Clayton M. Christensen, “Meeting the Challenge of Disruptive Change,” by Clayton M. Christensen and Michael Overdorf, “Marketing Malpractice: The Cause and the Cure,” by Clayton M. Christensen, Scott Cook, and Taddy Hall, “Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things,” by Clayton M. Christensen, Stephen P. Kaufman, and Willy C. Shih, “Reinventing Your Business Model,” by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann, “The New M&A Playbook,” by Clayton M. Christensen, Richard Alton, Curtis Rising, and Andrew Waldeck, “Skate to Where the Money Will Be,” by Clayton M. Christensen, Michael E. Raynor, and Matthew Verlinden, “Surviving Disruption,” by Maxwell Wessel and Clayton M. Christensen, “What Is Disruptive Innovation?” by Clayton M. Christensen, Michael E. Raynor, and Rory McDonald, “Why Hard-Nosed Executives Should Care About Management Theory,” by Clayton M. Christensen and Michael E. Raynor, and “How Will You Measure Your Life?” by Clayton M. Christensen.
Workforce of One
Companies have excelled by treating customers as «markets of one»-offering them personalized buying experiences. But in managing talent, most firms still use one-size-fits-all HR practices. With today's diverse workforces, this approach is preventing organizations from attracting, retaining, and leveraging top talent.In Workforce of One, Susan Cantrell and David Smith show how exceptional companies are tailoring work experiences to employees' talents and interests-customizing job duties, training, recognition, and even compensation, work schedules, and performance appraisals. Their reward? Lower turnover, greater productivity, improved profit margins.The authors present four customization strategies:-Segmenting your workforce; for example, by life stage and learning style-Offering modular choices; e.g., choices regarding rewards, learning needs, or job duties-Defining broad and simple rules, such as evaluating work by outcomes, not time invested, or hiring for potential in addition to specific skills-Fostering employee-defined personalization, whereby employees define their own people practices (e.g., using peer-to-peer technologies to learn from one another) Drawing on extensive proprietary research, the authors explain how to combine aspects of all four strategies to address your organization's unique needs.Improving workforce performance through customized work experiences is the holy grail of the HR function. This book shows you how the workforce-of-one approach positions your company to win-while transforming your HR team into a strategic powerhouse.