Organizational Behavior Management

In this revised and updated edition, Block explores what has and has not changed in organizations and in the world in the 20 years since the first edition was published. He argues that the concept of stewardship is more relevant and necessary than ever, and shows how the idea of stewardship can and must be expanded out from organizations into our communities, societies, and nations.

Because they're doing the day-to-day work, front-line employees see many problems and opportunities their managers don't. But most organizations fail to realize this potentially extraordinary source of revenue-enhancing ideas. The authors of Ideas Are Free use real-world examples from their work with hundreds of organizations to show how to exploit the virtually free, perpetually renewable resource of employee ideas.

Humans have two basic desires: to stand out and to fit in. Companies respond by creating groups that tend to the extreme - where everyone fits in and no one stands out, or where everyone stands out and no one fits in. How do we find that happy medium where workers can demonstrate their individuality while also feeling they belong? The answer, according to Stefanie Johnson, is to Inclusify.

In this audiobook, leading consultants Dick and Emily Axelrod share a way to meet that enables you to get work done right there in the meeting, an approach they’ve spent 30 years field testing. Using the same work-design principles that transformed the mind-numbing assembly line into the dynamic factory floor and make video games so engaging, they offer a flexible, repeatable process that has already been used to run thousands of productive meetings in all kinds of organizations.

Ten years of research uncover the secret source of growth and profit...Those who center their business on improving people’s lives have a growth rate triple that of competitors and outperform the market by a huge margin. They dominate their categories, create new categories, and maximize profit in the long term. Pulling from a unique 10 year growth study involving 50,000 brands, Jim Stengel shows how the world's 50 best businesses have a cause and effect relationship between financial performance and their ability to connect.

As an executive with decades of management experience at top Silicon Valley companies including YouTube, Google, and Twitter, Bruce Daisley has given a lot of thought to what makes a workforce productive and what factors can improve the workplace to benefit a company’s employees, customers, and bottom line. In his debut book, he shares what he’s discovered, offering practical, often counterintuitive, insights and solutions for reinvigorating work to give us more meaning, productivity, and joy at the office.

In The Elephant and the Mouse, diversity and inclusion expert Laura Liswood delivers a thought-provoking and insightful new business guide that explores workplace diversity and offers new ideas for gaining the real benefits from your diversity, equity, and inclusion initiatives. In this book, you'll explore the powerful case for diversity, equity, and inclusion and the often-overlooked risks posed by a homogeneous workforce. You will learn the hard truths about why many DE&I efforts fail, millions of dollars are wasted, and why organizations confuse efforts with outcomes.

With the toughest economic downturn in recent history, the issue of accountability has taken center stage. However accountability is often confused with punishment, fault, blame, and guilt. In this book, the author argues that the only true accountability is "personal accountability" and the only way to achieve it is to take responsibility for the outcomes of your choices, behaviors, and actions.

Here are really two books in one: McNeilly's synthesis of Sun Tzu's ideas into six strategic principles for the business executive, plus the entire text of Samuel B. Griffith's popular translation of The Art of War. Within, McNeilly explains how to gain market share without inciting competitive retaliation, how to attack a competitor's weak points, and how to maximize the power of market information for competitive advantage.

Research shows you have a 50% chance of hiring the right employee...and a 50% chance of hiring the wrong one. It’s a toss up, but it doesn’t have to be. Mis-hires siphon your energy and erode team culture. Replacing them is stressful and can cost over $40,000 per re-hire. With the right tools, all of that can be avoided, and you can consistently make great hires. After years of scientific research and first-hand interview experience with thousands of candidates, Chaka Booker has created a system that helps employers consistently make great hires.

The global coronavirus pandemic has thrown into stark relief how "business as usual" is no longer serving us. The economic, business, and environmental models of the past do not reflect our current realities. And for our economy - for us - to survive, we need nothing less than a seismic shift in the way we do business.

Le métier de patron est rempli de paradoxes. Il faut savoir défendre ses employés sans nuire aux intérêts de l’organisation. Se faire apprécier de ses collaborateurs sans devenir trop familier. «Penser client» sans perdre de vue les objectifs de rentabilité de la direction. Que vous soyez gérant, contremaître, directeur, superviseur, cadre supérieur, responsable d’unité, grand boss ou p’tit boss, vous pouvez être le patron pour qui on se dépasse... ou celui pour qui on en fait le moins possible.

While your compliance efforts may have served you well compared to industry standards, your best efforts that yield only "acceptable" results are not nearly good enough. You are missing an essential yet elusive component. Good leaders who lead good organizations adhere to both OSHA and industry standards. But that is just the foundation. They also own their moral responsibility to ensure safe outcomes and likewise require all team members to be worthy partners in keeping themselves and the people they work beside safe.

There's a growing pattern of not just individual leaders, but entire cultures rebelling against old and ineffectual ways that have long defined what it means to lead. At the heart of rebel leadership is the emergence of five patterns seen in leading organizations across sectors. Together, these patterns outline a framework for how to successfully meet this turbulent new century and thrive. Rebel Leadership will not only reveal these patterns, but will teach the listener how to tap into the power of this framework and make it their own.

The author of "Getting Organized" now updates "The Organized Executive" to reflect changes in technology—email, the Internet, palm pilots, and a host of other gadgets—as she reveals the best ways to analyze organization needs, optimize performance, combat procrastination, and increase productivity.

When is the last time you visibly and boldly challenged the status quo? It might be a tough question to answer. Uncertainty about what’s on the other side of the familiar and comfortable stops many of us from taking action. And yet, we continue to stay stuck, unaware of our roadblocks, and without a meaningful way forward. What can be done? We must intentionally “invite change”.

In this updated edition of Dare to Serve, former Popeyes CEO Cheryl Bachelder shows that leading by serving is a rigorous and tough-minded approach that yields the best results. The second edition of this best-selling book includes Bachelder's post-Popeyes observations and new examples of how you can switch your leadership from self to serve. Ever engaging and inspirational, Bachelder takes you firsthand through the transformation of Popeyes and shows how anyone at any level can become a Dare-to-Serve leader.

Managers are significant actors in contemporary organizations, and yet there is very little deep-level analysis of what managers do and how they understand their managerial selves and social situations. Instead of evaluating management techniques according to their internal logic and systematic qualities, this audiobook advances the "practice perspective" using behavior and activities of successful, experienced, and skilled managers as the primary data for theorizing good management.

Stretching across 500 miles of northern Spain, the Camino de Santiago has been a pilgrimage route for centuries. Setting off as a competitive, shrewd negotiator with little patience for small talk, Victor Prince emerged as a very different person - more balanced, more caring, more present in the moment, but looking to the future. Prince translates this growth experience into seven leadership skills, each linked to values that have guided Camino travelers for centuries.

Where can a person go to learn how to become a better team player? Your choices are definitely limited. John C. Maxwell takes the pain out of knowing what makes a team tick. If you want to have a better team, you have to develop better players. Great team players, like great teams, are formed from the inside out. The qualities Maxwell teaches quickly take you to the heart of teamwork. Anybody can understand them and apply them - whether at home, on the job, at church, or on the ball field.