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In all too many companies, once a business plan is created there is no systematic follow-up. The plan is filed and forgotten until it's time for the annual review-and the result is repeated failure to achieve goals and objectives. Seasoned organizational consultant Michele Bechtell draws on twenty years of experience to describe a straightforward, easy-to-implement, yet powerful set of business review techniques that will transform a traditional static paper plan into a reliable targeting process to produce quantum leaps in performance. Bechtell shows how to: Identify the priority measures requiring continual review, Detect and respond to early warning signs, Accelerate the change process to drive current objectives, Link lessons from one cycle to the next for dramatic results, and much more. Each chapter includes sample forms, tools, and graphics easily customized for your organization. If you are stretching toward a compelling vision, attempting to implement a strategy, or have tried and failed to achieve a desired goal or objective, this book is a must-read. On Target shows that by making business review an ongoing process, rather than an isolated event, you can achieve dramatic results at any level of any organization.

Synthesizes current thinking on knowledge management and intellectual capital and identifies how human resource management can make a value-added contribution As more organizations recognize the importance of intellectual capital and knowledge management to competitive success, you would expect human resources (HR) to move to the forefront of organizational leadership. Yet, to the contrary, HR continues to be criticized for its operational and bureaucratic focus and its inability to keep up with changes in the environment. Human Resource Management in the Knowledge Economy examines how human resource management must change if it is to remain a vital part of the organization. The Lengnick-Halls show how HR departments can move beyond a simple operational focus on attracting, selecting, developing, retaining, and using employees to a more strategic focus on managing human capital and managing knowledge. The book identifies the most important features of the knowledge economy and details four new roles HR must adopt in order to help organizations succeed in this new environment: human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist. Each of these roles is defined and described in detail using examples from leading-edge businesses. Human Resource Management in the Knowledge Economy describes how human resource management has evolved and continues to evolve to meet the increasing demands of organizations for sources of competitive advantage.

Online Learning Today is an incisive, no-nonsense guide on why, how, when, and where to use e-learning. Shea-Schultz and Fogarty show why an organization should (or should not) implement e-learning, what should and should not be taught online, how to design and deliver it, and where to incorporate it in the organizational structure. Addressing professionals who want to maximize the effectiveness of online learning in their own organization, the authors teach seven key strategies to ensure success. They show how to tailor courses to the needs of the learner; ensure enterprise-wide buy-in; leverage time- and money-saving benefits; get a grip on technology; effectively design course materials so people can and will use them; connect with global participants; and successfully partner across and outside the organization. Online Learning Today offers a unique new perspective on how organizations can truly leverage learning on the Internet.

Through this ingenious, entertaining murder mystery format, The Value Effect helps readers solve a real-world business mystery: why haven't our Next Big Thing efforts worked out as well as we had hoped they would? Renowned customer value and quality guru John Guaspari provides an insightful analysis of why a variety of organizational change initiatives often fall short-what he calls Next Big Things-and offers an effective, dynamic alternative: the Value Effect. In presenting "The Evidence" of the case, Guaspari shows how the Value Effect can in fact provide the organizational alignment and tap into the energy needed to create and sustain organizational change. The Value Effect, he reveals, does not replace the other change methods, but instead creates the underlying context on which any change effort must be founded. Guaspari explains what value really is and provides basic steps for applying the Value Effect. He clearly states the grounding tenets to which a company must fervently adhere to sustain its transformational power, including making customer value the primary focus of the organization, ensuring that everyone knows what is of value to customers, and engaging everyone in delivering value to the customer. In this book, Guaspari shows that the full power of the Value Effect is only unleashed when individuals realize that it is not a Next Big Thing after all. Rather, its power comes from its ability to provide a stable and enduring context to help people and their organizations better understand and deal with change.

In this alternately amusing and appalling exposé of the standardized test industry, fifteen-year veteran Todd Farley describes statisticians who make decisions about students without even looking at their test answers; state education officials willing to change the way tests are scored whenever they don’t like the results; and massive, multi-national, for-profit testing companies who regularly opt for expediency and profit over the altruistic educational goals of teaching and learning. Although there are absurd moments--as when Farley and coworkers had to grade students based on how they described the taste of their favorite food-- the enormous importance of standardized tests in the post “No Child Left Behind” era make this no laughing matter. “This book is dynamite! The nice personal voice makes it utterly accessible and enticing, wholly apart from the terribly important ammunition it provides to those of us in the `testing wars’ at national and local levels.”—Jonathan Kozol, author of Savage Inequities

Karen Phelan is sorry. She really is. She tried to do business by the numbers—the management consultant way—developing measures, optimizing processes, and quantifying performance. The only problem is that businesses are run by people. And people can’t be plugged into formulas or summed up in scorecards. Phelan dissects a whole range of consulting treatments for unhealthy companies and shows why they’re essentially fad diets: superficial would-be fixes that don’t result in lasting improvements and can cause serious damage. With a mix of clear-eyed business analysis, heart-wrenching stories, and hard-won lessons for both consultants and the people who hire them, this book is impossible to put down and impossible to ignore. Karen Phelan and other consultants may have “broken” your company, but she’s eager to make amends.

Whether you’re the new kid in a cubicle, the boss in the executive suite, or self-employed, you have huge potential for greater productivity and fulfillment. Even very high performers in excellent organizations—large and small, for profit and nonprofit—report that 30 to 40 percent of their talent is untapped. Imagine what lies waiting for you. Take Charge of Your Talent details three keys to develop and enjoy your abilities. You’ll discover new ways to identify your aspirations and opportunities, power past obstacles, and translate your intentions into results. Finally, you’ll create a personal brand with enduring career assets that will multiply the payoffs for yourself and your organization.

After years of working with startups Peter Cohan discovered that, contrary to the conventional wisdom entrepreneurs start companies to feed their hunger to create the world they want to live in - not to maximize shareholder value or create a fortune for financiers. Based on first-hand work and research with hundreds of start-ups, Peter Cohan has created a strategy handbook to allow entrepreneurs to start small and finish big. He emphasizes that strategy for start-ups is always short-term strategy often with a six-month window or less. By keeping focus on the short-term, entrepreneurs can keep their visions and their companies under their own control. The game is to postpone any need for outside finance for as long as possible.Most existing strategy guides are geared to larger companies and are of limited use to small startups. Cohan's strategic model focuses on six decision points where the strategy for small companies is radically different than that for large compenies: 1. Setting Goals, 2. Picking Markets, 3. Raising Capital, 4. Building Teams, 5. Gaining Market Share, and 6, Adapting to Change.

Though bureaucracy appears on almost every "biggest problems with business" list, most management books simply suggest ways to make it work better. This book shows how to replace bureaucracy with fundamentally different principles for organizing and coordinating work. Gifford and Elizabeth Pinchot confront head-on the key organizational issues that are threatening the very existence of today's corporations. They assert that "bureaucracy is no more appropriate to the information age than serfdom was to the industrial era. Only freedom and community will work." The Pinchots describe "intelligent organizations" that make full use of the intelligence of all employees. By developing and engaging the intelligence, business judgment, and wide-system responsibility of all its members, an organization can respond far more effectively to customers, partners, and competitors. The Pinchots provide a far-reaching guide to: o establishing internal free markets o liberated teams o community in the workplace o equality and diversity o democratic self-rule o multiple sources of authority o limited corporate government The Pinchots support the sweeping changes they propose with numerous examples of how these changes are already being implemented in such diverse organizations as AT&T, the Canadian National Railroad, DuPont, Russian entrepreneurial firms, Hewlett-Packard, and the U.S. Forest Service.

Professional success, more often than not, means becoming a manager. Yet nobody prepared you for having to deal with messy tidbits like emotions, conflicts, and personalities—all while achieving ever-greater goals and meeting ever-looming deadlines. Not exactly what you had in mind, is it? Don’t panic. Devora Zack has the tools to help you succeed and even thrive as a manager. Drawing on the Myers-Briggs Type Indicator, Zack introduces two primary management styles—thinkers and feelers—and guides you in developing a management style that fits who you really are. She takes you through a host of potentially difficult situations, showing how this new way of understanding yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Her enlightening examples, helpful exercises, and lifesaving tips make this book the new go-to guide for all those managers looking to love their jobs again.

We live and lead in an increasingly volatile, uncertain, complex, and ambiguous world. But paradoxically, Kevin Cashman contends that leaders today must not merely act more quickly but pause more deeply. He details a catalytic process to guide you to step back in order to lead forward in three critical growth areas: personal leadership, development of others, and fostering of cultures of innovation. You and your organization will learn to move from management speed and transaction to leadership significance and transformation.

You have the ability, right now, to accomplish more than you ever have before. In this powerful, practical book, Brian Tracy uses the metaphor of an airplane trip to help you chart a course to greater achievement, happiness, and personal fulfillment. Life is a journey, and as with any other journey you need clear goals, plans, and schedules to get from where you are now to where you want to be. Like any good pilot, you need a flight plan that you file before you begin and that you use to guide you on your way. In twelve fast-moving chapters, you’ll learn how to: Determine exactly who you are and what you want in every area Select a clear, measurable goal or destination to focus on Create detailed plans of action that guarantee your success Develop the unshakable self-confidence you need to take off Stay on course—persisting through the inevitable setbacks, detours, and turbulence—until you arrive at your destination When you follow Brian Tracy’s Flight Plan, the sky is the limit!

Based on 20 years of research and development in a range of organizations This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.

Employees know they are lucky enough to have a job in this economy and are working longer hours just to stay employed. Yet studies have repeatedly shown that long workweeks result in a decrease in productivity. For over 20 years, Laura Stack has been teaching professionals how to transform their ever-expanding to-do lists into a functional, workable system. What To Do When There's Too Much To Do teaches you how to actually do less and achieve more; Stack describes her comprehensive approach that organises life around the tasks that really matter, and shows it's okay to let go of the ones that don't.Stack details her step-by-step strategy that has transformed the lives of her clients by saving them 90 minutes a day, including how to:Determine what to do and schedule time to do itTrack down time wastersLearn to say no and make it stickRescue your time from meetingsHandle external and internal distractionsReduce inefficiencies and break bottlenecksManage your personal energy and make yourself happier

When a crippling disease shattered his lifelong ambition, Dr. V (Venkataswamy) chose an impossible new dream: to cure the world of blindness. The tiny clinic he founded in India defied conventional business logic and is now the largest provider of eye care on the planet. At Aravind, patients choose whether to pay or not. Millions are treated for free, yet the organization remains stunningly self-reliant. Serving everyone from penniless farmers to the president, it delivers world-class outcomes at less than a hundredth of what similar services cost in advanced nations. Its model is emulated by organizations everywhere from Rwanda to San Francisco. Infinite Vision uncovers the radical principles behind Aravind’s baffling success. Charged with profound insights and stories, it draws readers to the heart of Dr. V’s selfless vision, proving how choices that seem quixotic can, when executed with compassion and integrity, yield incredible results—results that can light the eyes of millions.

Hartmann is perhaps best known for his fierce commitment to Jeffersonian democracy and his steadfast opposition to the corporatization of America. But in these pages you’ll also discover his Older and Younger Cultures hypothesis, which identifies the root cause of so many of our social and environmental ills. You’ll hear from Hartmann on how to keep our schools from treating children like assembly line products, why attention deficit disorder is not an affliction, what cloudy Germany can teach us about solar energy, and much more. Fascinating as these essays are, they’re ultimately meant to inspire you to action. As Hartmann says at the end of every radio program, “Get out there, get active! Tag, you’re it!

YES! Magazine has been at the forefront of reporting on the Occupy Wall Street/99% movement that has spread all over the U.S. and around the world. Now the editors of YES! have pulled together outstanding reports and analyses of the who, what, when, where, why, and how of this movement - especially the ways it "changes everything" in creating a world that works for the 99% and not just the top 1%.Occupy Wall Street protests have spread around the world, with a common slogan of "We are the 99%." But there is a great deal of confusion and misperception about this movement. This book clarifies the who, what, when, where, why, and how of this movement. It provides profound insight into the movement's power, messages, significance, methods, and impact. The editors of YES! Magazine bring together voices from inside and outside the protests to show how the meaning and impact of this movement are much bigger and more far-reaching than is being reported.The central thesis of this book is "This Changes Everything." The authors show how this movement changes (1) how citizens view themselves, (2) what citizens see is really going on in the world, (3) what is possible in creating a world that works for the many (the "99%") and not just the few (the "1%"), and (4) how citizens can bring about changes they seek in their communities, nations, and the world.

"We are the 99%" is the rallying cry of millions of people involved in the "Occupy Wall Street" movement. This is the first book to pull together in once place detailed information about the 1% and the 99% in all realms of society, the causes and consequences of this deep inequality, and what can be done about it. The focus of the worldwide "Occupy" protests is creating a world that works for 99% of people and businesses, not just the richest and most powerful 1%. But who are the 99%? Who are the 1%? How extensive and systemic is inequality in different areas of society? What are its causes and consequence? How is inequality changing in our world? And what can be done about it? For many years Chuck Collins has been a top leader in studying, speaking about, and writing about these questions. In this book he brings together in one place, for the first time, information that has been widely scattered in many different articles, reports, and websites. He provides revealing and powerful information about inequality in all realms of today's world, including individual wealth and power, corporate wealth and power, media control, political influence, and other areas. He then describes the functioning of the "Wall Street Inequality Machine" and describes how inequality wrecks everything we care about. And he tells how people and groups are pushing back against inequality and taking action to reduce inequality and create a world that works for the many and not just the few.

The Secret introduced people around the world to a profound yet seemingly contradictory concept: to lead is to serve. With that as the foundation Great Leaders Grow takes the next step, showing leaders how to ensure that they'll be able to effectively serve throughout their careers. The Secret's protagonist, Debbie Brewster, now an accomplished leader herself, becomes a mentor to Blake, her former mentor's son. She teaches him not just how to lead, but emphasizes the critical importance of continually learning and developing his leadership abilities throughout his career. She identifies four areas in which every leader must continue to GROW - Gain Knowledge (of themselves, others, their industry and the field of leadership); Reach Out to Others, both formally and informally; Open their World, at work and outside of work; and Walk toward Wisdom (through self-evaluation, feedback, counsel and over time). This book is for any leader in any organization that needs more and better leaders faster. Its blueprint for culture transformation is a simple yet revolutionary path to sustainable achievement.

Tapping the potential of the changing workforce, consumer base, and citizenry requires a leadership approach that resonates with our country's growing diversity. In Salsa, Soul, and Spirit, Juana Bordas shows how incorporating Latino, African American, and American Indian approaches to leadership into the mainstream has the potential to strengthen leadership practice and inspire today's ethnically rich workforce. Bordas identifies eight core leadership principles common to all three cultures, principles deeply rooted in each culture's values and developed under the most trying conditions. Using a lively blend of personal reflections, interviews with leaders from each community, historical background, and insightful analysis, she shows how these principles developed and illustrates the creative ways they've been put into practice in these communities as well as in some forward-looking companies. Bordas brings these principles together into a multicultural leadership model that offers a more flexible and inclusive way to lead and a new vision of the role of the leader in the organization. In this revised edition, Bordas updates all of the data and extends the focus of the work to millennials the future leaders by adding exclusive chapters and content dealing with the migration of this generation into the workforce. Recently released census statistics show great growth in populations of color in this nation, and immigration continues at a rapid pace, making the book more relevant now than when the first edition was published.

In recent decades, corporate PR departments and business books like Good to Great promised a new era of value-based leadership, but as recent events have shown, actual corporate behavior still follows the old "whatever you can get away with" standard. But Laurie Bassi and her co-authors have news: the "bad boy" days are over. As a result of a convergence of forces, ranging from the explosion of online information-sharing to the emergence of the ethical consumer and arrival of civic-minded Millennials, we're in a new era, which they dub "the Worthiness Era." To succeed, businesses must now prove to consumers, employees, and investors that they have earned their respect-that they are good company.For the first time, Bassi, a noted economist, has the research to prove that good behavior is good business. The authors have compiled a groundbreaking "Good Company Index" that directly ties business results to stakeholder relationships. Not only do the authors have the hard evidence to prove that good behavior pays, they have used the principles of the index at their own investment firm to delivery market-beating results. Finally, the authors provide senior executives with the principles and tools to adapt to the new road rules for business.

Navigating life's challenges on your own isn't just lonely, it is also counterproductive to personal growth and development. Whether you are looking to develop your leadership skills or to grow as a person, you need long-term feedback, support, and encouragement. For the past thirty-five years Bill George and Doug Baker have found this in what they call a True North Group, a small, diverse collection of individuals who meet on a regular basis to explore their lives and develop their self-awareness, self-compassion, authenticity, and EQ. Unlike a typical affinity group such as a book club or prayer group, the purpose of True North groups is to help its members succeed in their work and in their lives by providing a consistent environment in which personal development is not just possible, but the aim. In this desperately needed new book George and Baker have uncovered a new secret to success in work and life. They demonstrate why these small groups are the vital link to both leadership and personal development, and adapting an established five-stage team-building format, show exactly how to form a new group or transform an existing group into a True North Group. They provide a wealth of practical resources, including advice on selecting members, suggested topics for the first twelve meetings, techniques to evaluate group satisfaction, and much more. For the millions of people who are searching for greater meaning and intimacy in their lives, this book will help them to grow as leaders and as human beings and to stay on course to their True North.

Many people assume prosperity only means wealth or luxury, but true prosperity is something more. It's about defining your own version of success not your parents' or your boss's or your friend's or the media's one that works specifically for you. It's about striking the right, sustainable balance between work, wealth, and lifestyle.Ethan Willis and Randy Garn, founders of Prosper, the largest provider of individual coaching for personal finance and entrepreneurship in the US. explain how to achieve true prosperity through three steps. First, they help you define it in detail: what does your happy life look, feel, smell, sound and taste like? Arm yourself with your own personal vision of success that paints a clear picture of the life you want to lead. Then, they show you how to find it. How much money do you need to live your version of a truly happy life? They show how to begin by focusing on what you have, not on what you do not, you'll be surprised what you find. Discover how to leverage your passions, experience, and expertise to generate the income you require. And then you have to live it: stay true to that picture and sustain it. Don't get distracted by the lure of accumulating wealth if it means sacrificing your true vision of prosperity. Once you have achieved this balance you will have found your Prosperity Zone.

In an era of economic stress, rapid change, and social networking, customers are distracted, disgruntled, and harder to please than ever. Picky, Fickle, Vocal, Wired, and Vain - they have very little tolerance for error and are ready to spread the word quickly over the internet when things go wrong. If a company's customer service doesn't adapt to these new conditions, they will get burned by bloggers and viral videos that can severely damage their reputation. This book describes exactly what today's customers expect and how to give it to them. In Wired and Dangerous, Bell and Patterson provide a tested formula for restoring balance to the customer relationship by establishing what they call "Service Calm". The three steps to Service Calm sound simple, but they draw on sophisticated psychological principles and are profound in application: 1) Deal with Self, 2) Deal with Customer, 3) Deal with Context.

There are lots of books that address how we should take care of ourselves, find calm, and enjoy happiness in a hectic work world. But few of those books apply the lessons of Buddhist thinking as resolution and guidance tools. These questions, though found in the modern day, are actually the core of all Buddha's teachings - impermanence, suffering, and the quest for happiness (freedom from suffering). This makes Buddha the kind of consultant or coach we need today in our workplaces.Following in the tradition of the authors' first bestseller, this work goes on to explore and answer 101 dilemmas that we encounter at work, with topics ranging from time management, goal-setting, conflict to job dissatisfaction, unemployment, and even workplace trysts. The authors emphasize practical learning and coping, not esoteric insights or metaphysics, applying concrete solutions from Buddhist teachings to real problems in easily digestible chunks.

China succeeded Japan as the world's second largest economy in 2010 many predict it will grow to be larger than the United States by 2020. Three decades ago, China was a rural economy with barely any exports. The rise of China presents the United States with a "Sputnik Moment," in the words of President Obama. Will we rise to the challenge as we did during the space race, or will we rationalize and scapegoat our way to explaining why we can't compete?Ann Lee provides an unvarnished assessment of China's political economy and governance structure, analyzing the sources of China's success and identifying lessons that can be applied by other governments regardless of ideology. As a Chinese-American who emigrated to the U.S. from Hong Kong at the age of seven, Lee is uniquely situated to help Americans understand how China sees its own society and how to adapt some Chinese practices to benefit the U. S. For example, the Chinese economy is designed to make the kind of unproductive and unrestrained financial speculation that has devastated much of the West impossible. Aspiring Chinese politicians have to pass tests to prove their competency to govern. The Chinese homicide rate is a fifth of what it is in the U.S. While not blind to China's shortcomings, Lee argues that rather than demonizing China, a more productive use of time and resources is to learn from this rising power in order to maximize the talent of millions of people.

Belva Davis recounts her remarkable journey from Monroe, Louisiana, up through the black radio industry in Oakland to become an award-winning news anchor known as the Walter Cronkite of the Bay Area.Never in My Wildest Dreams is a memoir with a message. Raised in a dysfunctional family in Louisiana and the San Francisco Bay area, Belva Davis rose through the black radio industry, became the first black female reporter west of the Mississippi with her hiring at KPIX, and eventually anchored KQED's "Evening Edition," the station's nightly news show. Overcoming personal and career obstacles, Davis reported on some of the era's most explosive stories, including the rise and fall of the Black Panthers, the Jonestown massacre, and the Moscone/Milk murders. The book also recounts Davis's interviews with world leaders, including Fidel Castro and three U.S. presidents.