Управление, подбор персонала
Различные книги в жанре Управление, подбор персоналаWhat Were They Thinking?
Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success.Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it’s good organizational advice, delivered by Dr. Pfeffer himself.
Off-Ramps and On-Ramps
With talent shortages looming over the next decade, what can companies do to attract and retain the large number of professional women who are forced off the career highway?By documenting the successful efforts of a group of cutting-edge global companies to retain talented women and reintegrate them if they’ve already left, Off-Ramps and On-Ramps answers this critical question. Working closely with companies such as Ernst & Young, Goldman Sachs, Time Warner, General Electric and others, author Sylvia Ann Hewlett identifies what works and why. Based on firsthand experience with these companies, along with extensive data that provides the most comprehensive and nuanced portrait of women's career paths, this book documents the actions forward-thinking companies must take to reverse the female brain drain and ensure their access to talent over the long term.
The Social Organization
As a leader, it's your job to extract maximum talent, energy, knowledge, and innovation from your customers and employees. But how?In The Social Organization, two of Gartner's lead analysts strongly advocate exploiting social technology. The authors share insights from their study of successes and failures at more than four hundred organizations that have used social technologies to foster—and capitalize on—customers’ and employees’ collective efforts.But the new social technology landscape isn’t about the technology. It’s about building communities, fostering new ways of collaborating, and guiding these efforts to achieve a purpose. To that end, the authors identify the core disciplines managers must master to translate community collaboration into otherwise impossible results:• Vision: defining a compelling vision of progress toward a highly collaborative organization.• Strategy: taking community collaboration from risky and random success to measurable business value.• Purpose: rallying people around a clear purpose, not just providing technology. • Launch: creating a collaborative environment and gaining adoption.• Guide: participating in and influencing communities without stifling collaboration.• Adapt: responding creatively to change in order to better support community collaboration.The Social Organization highlights the benefits and challenges of using social technology to tap the power of people, revealing what managers must do to make collaboration a source of enduring competitive advantage.
What to Ask the Person in the Mirror
Successful leaders know that leadership is less often about having all the answers—and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organization’s effectiveness. In What to Ask the Person in the Mirror , leadership expert Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. He lays out areas of inquiry, including questions such as:Do I clearly articulate my vision and top priorities to my employees and key constituencies?Does the way I spend my time enable me to achieve my top priorities? Do I give subordinates timely and direct feedback they can act on? Do I actively seek feedback myself?Have I developed a succession roadmap?Is my organization’s design aligned with the achievement of its objectives?Is my leadership style still effective, and does it reflect who I truly am? Packed with real-life situations, this highly readable and practical guide helps you learn to ask the right questions—and work through the answers in ways that are right for you . By asking these questions, you can tackle the inevitable challenges of leadership as you craft new strategies for staying on top of your game.
Flying Without a Net
Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon EditorsConfronted by omnipresent threats of job loss and change, even the brightest among us are anxious. In response, we're hunkering down, blocking ourselves from new challenges. This response hurts us and our organizations, but we fear making ourselves even more vulnerable by committing mistakes while learning something new.In Flying Without a Net, Thomas DeLong explains how to draw strength from vulnerability. First, understand the forces that escalate anxiety in high achievers and the unproductive behaviors you turn to for relief. Then adopt practices that give you the courage to «do the right things poorly» before «doing the right things well.»Drawing on his extensive research and consulting work, DeLong lays out:– Roots of high achievers' anxiety: fear of being wrong and lack of a sense of purpose, and a craving for human connection- Destructive behaviors we adopt to relieve our anxiety: busyness, comparing ourselves to others, and blaming others for our frustrations- Behaviors we must adopt to gain strength from vulnerability: putting the past behind us and seeking honest feedbackPacked with practical advice and inspiring stories, Flying Without a Net is an invaluable resource for all leaders seeking to thrive in this Age of Anxiety.
Better Under Pressure
Most business leaders can take only so much pressure before their performance slides. Yet some CEOs deliver their greatest successes when times get toughest—when customers’ preferences are shifting away from a company’s products, when new regulations are shrinking profit margins, when political unrest is destroying supply lines.In Better Under Pressure, Justin Menkes reveals the common traits that make these leaders successful. Drawing on in-depth interviews with sixty CEOs from an array of industries and performance data from two hundred other leaders, Menkes shows that great executives strive relentlessly to maximize their own potential—as well as stoke their people’s innate thirst for their own triumphs. To do so, they draw on a set of three essential and rare attributes:• Realistic optimism: They recognize the risks threatening their organization’s survival—and their own failings—while remaining confident in their ability to have an impact.• Subservience to purpose: They dedicate themselves to pursuing a noble cause and win their team’s commitment to that cause.• Finding order in chaos: They find clarity amid the many variables affecting their business by culling data and forming the conclusions that matter most to the company.The good news: these three capabilities can be learned. Drawing on a broad range of examples from real companies—including Avon, Yum Brands, Southwest, Procter & Gamble, and Ryerson Steel, to name just a few—Menkes demonstrates how each psychological attribute manifests itself in real life and enables top performance under extreme duress. He also shows you how to develop and deploy those attributes—so you can transform yourself into a leader who only shines brighter as the pressure intensifies.Deeply personal, brimming with compelling stories from real-life CEOs, and packed with powerful insights, tools, and practices, this book is a potent resource for aspiring, emerging, and seasoned business leaders alike.
The Leadership Code
What makes a great leader?It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any?Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questions—to crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with a variety of respected CEOs, academics, experienced executives, and seasoned consultants—and heard the same five essentials repeated again and again. These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning. Crack the leadership code—and take your leadership to the next level.
Collaboration
In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today's competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need?In this book, Hansen shows managers how to get collaboration right through «disciplined collaboration»– a practical framework and set of tools managers can use to:· Assess when–and when not–to pursue collaboration across units to achieve goals· Identify and overcome the four barriers to collaboration· Get people to buy into the larger picture, even when they own only a small piece of it· Be a «T-Shaped Manager,» collaborating across divisions while still working deeply in your own unit· Create networks across the organization that are not large, but nimble and effectiveBased on the author's long-running research, in-depth case studies, and company interviews, Collaboration delivers practical advice and tools to help your organization collaborate–for real results.
John P. Kotter on What Leaders Really Do
Widely acknowledged as the world's foremost authority on leadership, John Kotter has devoted his remarkable career to studying organizations and those who run them, and his bestselling books and essays have guided and inspired leaders at all levels. Here, in this collection of his acclaimed Harvard Business Review articles, is an astute assessment of the real work of leaders, as only John Kotter can offer. To complement the HBR articles, Kotter also contributes a new piece, a thoughtful reflection on the themes that have developed throughout his work. Convinced that most organizations today lack the leadership they need, Kotter's mission is to help us better understand what leaders–real leaders–do. True leadership, he reminds us, is an elusive quality, and too often we confuse management duties and personal style with leadership, or even mistake unworthy leaders for the real thing. Yet without leadership, organizations move too slowly, stagnate, and lose their way. With John Kotter on What Leaders Really Do, readers will learn how to become more effective leaders as they explore pressing issues such as power, influence, dependence, and strategies for change.
Performance Management
Today’s competitive workplace demands that managers evaluate employee performance, and provide coaching. Performance Management will help managers prepare for a formal performance meeting with a direct report, and create a development plan to increase employee productivity.The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Whether you are a new manager seeking to expand your skills or a seasoned professional looking to broaden your knowledge base, these solution-oriented books put reliable answers at your fingertips.