...away. Don't wait." —Keith Ferrazzi, beslselling author of Never Eat Alone "The 8 Dimensions of Leadership is a treasure trove of practical leadership advice. Built upon a solid research-based foundation, the book is a remarkable collection of proven developmental strategies. Clear and engaging, it is a must-read for those who aim to sharpen their leadership skills and improve their interpersonal effectiveness," —Steven Snyder, founder and Managing Director, Snyder Leadership Group, and former CEO, Net Perceptions Inc. "It is always refreshing to read a research-based book on leadership that presents convincing evidence that the best leaders are not 'single celled' or 'one-trick ponies.' The book guides ad leaders to discovering new behaviors that enable them to go beyond their autopilot approaches and the ultimate ruts that so many leaders dig for themselves." —Jack Zenger, CEO, Zenger Folkman, and coauthor of the bestselling The Extraordinary Leader and The Extraordinary Coach "The quest for leadership is first an inner quest to discover who you are, and one of the best places to begin that quest is with The 8 Dimensions of Leadership. Jeffrey Sugerman, Mark Scullard, and Emma Wiihelm challenge the widely accepted, but fundamentally flawed, assumption that you should lead only with your strengths. They argue most persuasively that you must stretch yourself beyond your primary dimension in order to meet the demands of today's multidimensional environment...
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...behaviour. It is application of knowledge. It gives people an awareness of the rules and procedures their current job and prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance, but also which bring about the growth of the personality; their potential capabilities so that they become not only good employees but better men and women. In organizational terms, it is intended to equip person to earn promotions and hold greater responsibility. to guide their behaviour. It attempts to improve their performance on Training a person for a bigger and higher job is development. And this may well include not only imparting specific skills and knowledge but also inculcating certain personality and mental attitudes. As the jobs become more complex, the importance of employee development also increases. In a rapidly changing society, employee training and development are not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. © A 1 help individuals in the progress towards maturity and actualization of LI Training and Development- IndianOil _______________________________________________________________________ _ Training has played a very important role in helping the corporation to reach the commanding heights of performance. Any training would be considered to be successful only when the...
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...9-406-010 REV: OCTOBER 16, 2006 THOMAS J. DELONG Infosys (A): Strategic Human Resource Management How do you feel when you look around and realize that 80% of your colleagues have been in the company for less than 24 months? — an Infoscion On November 13, 2003, the HR leadership team led by Hema Ravichandar, head of human resources for Infosys Group, left the conference room with a mixture of excitement and apprehension; a feeling that, they decided dryly, was familiar after a strategy meeting with the chairman and chief mentor of the Infosys Group, Narayana Murthy, and the CEO, Nandan Nilekani. The cofounders had set a new and aggressive milestone for the HR group, the latest in a long line of challenging goals that had been set for them. By 2007, the cofounders wanted HR to ensure that Infosys was on the Top Ten lists of both Best Performing companies and Best Employers. It sounded innocuous enough to an outsider, but this HR team knew better. To the best of its knowledge, no large organization had ever been able to achieve this distinction because of the tension inherent between the need to control costs for financial performance and the spending required for employee satisfaction. As the team walked back from the meeting, they were reminded of the painful and humbling experience in 2003 that had made Infosys sharply aware of the difficulties ahead as it transitioned from a small to a large company. The decade since Ravichandar joined Infosys in 1992...
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...rP os t 9-406-010 REV: OCTOBER 16, 2006 THOMAS J. DELONG Infosys (A): Strategic Human Resource Management op yo How do you feel when you look around and realize that 80% of your colleagues have been in the company for less than 24 months? — an Infoscion On November 13, 2003, the HR leadership team led by Hema Ravichandar, head of human resources for Infosys Group, left the conference room with a mixture of excitement and apprehension; a feeling that, they decided dryly, was familiar after a strategy meeting with the chairman and chief mentor of the Infosys Group, Narayana Murthy, and the CEO, Nandan Nilekani. tC The cofounders had set a new and aggressive milestone for the HR group, the latest in a long line of challenging goals that had been set for them. By 2007, the cofounders wanted HR to ensure that Infosys was on the Top Ten lists of both Best Performing companies and Best Employers. It sounded innocuous enough to an outsider, but this HR team knew better. To the best of its knowledge, no large organization had ever been able to achieve this distinction because of the tension inherent between the need to control costs for financial performance and the spending required for employee satisfaction. As the team walked back from the meeting, they were reminded of the painful and humbling experience in 2003 that had made Infosys sharply aware of the difficulties ahead as it transitioned from a small to a large company. No The decade...
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...Books by Saul Alinsky John L. Lewis, An Unauthorized Biography Reveille for Radicals The Professional Radical (with Marian Sanders) Rules for Radicals RULES FOR RADICALS A Practical Primer for Realistic Radicals SAUL D. ALINSKY RANDOM HOUSE New York Acknowledgments This chapter "Of Means and Ends" was presented in the Auburn Lecture Series at Union Theological Seminary. Some of the other sections of this book were delivered in part in lectures before the Leaders of America series at the California Institute of Technology in Pasadena, California; Yale Political Union, New Haven, Connecticut, April, 1970; The Willis D. Wood Fellowship Lecture, Amherst College, Amherst, Massachusetts, May, 1969; American Society of Newspaper Editors, Washington, D.C., 1968; U.S. Chamber of Commerce, Washington, D.C.; March, 1968; A.F. of L.-C.I.O. Labor Press Association, Miami, Florida, December, 1967; American Whig-Cliosophic Society, Princeton University, Princeton, New Jersey, 1967; Centennial Address, Episcopal Theological Seminary, Cambridge, Massachusetts, 1968; Harvard Medical Conference, Cambridge, Massachusetts, 1969. 10 9 8 7 6 5 4 Copyright © 1971 by Saul D. Alinsky All rights reserved under International and Pan-American Copyright Conventions. Published in the United States by Random House, Inc., New York, and simultaneously in Canada by Random House of Canada Limited, Toronto. ISBN: 0-394-44341-1 Library of Congress Catalog Card Number: 70-117651 ...
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...NAVAL POSTGRADUATE SCHOOL Monterey, California THESIS AN ASSESSMENT OF THE SHIPBOARD TRAINING EFFECTIVENESS OF THE INTEGRATED DAMAGE CONTROL TRAINING TECHNOLOGY (DDCTT) VERSION 3.0 by Stephen J. Coughlin March 1998 Thesis Co-Advisors: Bernard J. Ulozas Alice Crawford Approved for public release; distribution is unlimited. PTIC QUALITY INSPECTED 6 REPORT DOCUMENTATION PAGE Form Approved OMB No. 0704-0188 Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188) Washington DC 20S03. 1. AGENCY USE ONLY (Leave blank) 6. March 1998 Master's Thesis FUNDING NUMBERS TITLE AND SUBTITLE An Assessment of the Shipboard Training Effectiveness of the Integrated Damage Control Training Technology (IDCTT) Version 3.0 AUTHQR(S) Stephen J. Coughlin 7. 2. REPORT DATE 3. REPORT TYPE AND DATES COVERED PERFORMING ORGANIZATION...
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...cytoplasm, minute (d) chromosomes, hereditary 2. The insurance claim was __________ by the relevant documents (a) sustained (b) backed out (c) backed up (d) proved 3. I should not have __________ to talk in such a __________ strain especially when I had not studied the man to whom I was talking. (a) daring, commanding (b) try, bold (c) ventured, peremptory (d) emboldened, reckless 4. High prices are often the __________ of __________ of goods (a) accompaniment, dearth (b) concomitant, scarcity (c) cause, destitution (d) result, glut 5. The recent disturbances in the country will __________ and peace will be restored. (a) blow past (b) blow over (c) pass through (d) come to pass Questions 6 to 10: Choose from among the given alternatives the one which will be a suitable substitute for the underlined expression in each of the following. 6. The marriage of the princess with the commoner caused a furore among the royalty. (a) mesalliance (b) misalliance (c) elopement (d) romance CAT 1990 Actual Paper Page 1 7. The victim’s involuntary responses to stimulus proved that he was still living. (a) reactions (b) reflexes (c) feedback (d) communication 8. The art and science of good eating and drinking is now a lost art. (a) Gastronomy (b) Osteopathy (c)...
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...ALSO BY MALCOLM GLADWELL The Tipping Point To my parents, Joyce and Graham Gladwell Introduction The Statue That Didn’t Look Right In September of 1983, an art dealer by the name of Gianfranco Becchina approached the J. Paul Getty Museum in California. He had in his possession, he said, a marble statue dating from the sixth century BC. It was what is known as a kouros—a sculpture of a nude male youth standing with his left leg forward and his arms at his sides. There are only about two hundred kouroi in existence, and most have been recovered badly damaged or in fragments from grave sites or archeological digs. But this one was almost perfectly preserved. It stood close to seven feet tall. It had a kind of light-colored glow that set it apart from other ancient works. It was an extraordinary find. Becchina’s asking price was just under $10 million. The Getty moved cautiously. It took the kouros on loan and began a thorough investigation. Was the statue consistent with other known kouroi? The answer appeared to be yes. The style of the sculpture seemed reminiscent of the Anavyssos kouros in the National Archaeological Museum of Athens, meaning that it seemed to fit with a particular time and place. Where and when had the statue been found? No one knew precisely, but Becchina gave the Getty’s legal department a sheaf of documents relating to its more recent history. The kouros, the records stated, had been in the private collection of a Swiss physician named Lauffenberger...
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...A TEACHER’S GUIDE TO THE SIGNET CLASSIC EDITION OF BOOKER T. WASHINGTON’S UP FROM SLAVERY By VIRGINIA L. SHEPHARD, Ph.D., Florida State University S E R I E S E D I T O R S : W. GEIGER ELLIS, ED.D., ARTHEA J. S. REED, PH.D., UNIVERSITY OF GEORGIA, EMERITUS and UNIVERSITY OF NORTH CAROLINA, RETIRED A Teacher’s Guide to the Signet Classic Edition of Booker T. Washington’s Up from Slavery 2 INTRODUCTION Booker T. Washington’s commanding presence and oratory deeply moved his contemporaries. His writings continue to influence readers today. Although Washington claimed his autobiography was “a simple, straightforward story, with no attempt at embellishment,” readers for nearly a century have found it richly rewarding. Today, Up From Slavery appeals to a wide audience from early adolescence through adulthood. More important, however, is the inspiration his story of hard work and positive goals gives to all readers. His life is an example providing hope to all. The complexity and contradictions of his life make his autobiography intellectually intriguing for advanced readers. To some he was known as the Sage of Tuskegee or the Black Moses. One of his prominent biographers, Louis R. Harlan, called him the “Wizard of the Tuskegee Machine.” Others acknowledged him to be a complicated person and public figure. Students of American social and political history have come to see that Washington lived a double life. Publicly he appeased the white establishment...
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...Army Regulation 350–1 Training Army Training and Leader Development Rapid Action Revision (RAR) Issue Date: 4 August 2011 Headquarters Department of the Army Washington, DC 18 December 2009 UNCLASSIFIED SUMMARY of CHANGE AR 350–1 Army Training and Leader Development This rapid action revision, 4 September 2011-o Implements the Don’t Ask, Don’t Tell Repeal Act of 2010 by deleting all references to developing and conducting training concerning the Army’s Homosexual Conduct Policy (paras 2-21p and 2-22k.) o Rescinds paragraphs 2-6r, 2-46ac, and G-14e.) o Makes administrative changes (app A: marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as prescribed by Army Records Management and Declassification Agency). *Army Regulation 350–1 Headquarters Department of the Army Washington, DC 18 December 2009 Effective 18 January 2010 Training Army Training and Leader Development History. This publication is a rapid action revision (RAR). This RAR is effective 20 September 2011. The portions affected by this RAR are listed in the summary of change. Summary. This regulation consolidates policy and guidance for Army training and leader development and supports a full-spectrum, force protection, expeditionary Army. Applicability. This regulation applies to the active Army, the Army National ...
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...Theory 27. The Endowment Effect 28. Bad Events 29. The Fourfold Pattern 30. Rare Events 31. Risk Policies 32. Keeping Score 33. Reversals 34. Frames and Reality Part V. Two Selves 35. Two Selves 36. Life as a Story 37. Experienced Well-Being 38. Thinking About Life Conclusions Appendix Uncertainty A: Judgment Under Appendix B: Choices, Values, and Frames Acknowledgments Notes Index Introduction Every author, I suppose, has in mind a setting in which readers of his or her work could benefit from having read it. Mine is the proverbial office watercooler, where opinions are shared and gossip is exchanged. I hope to enrich the vocabulary that people use when they talk about the judgments and choices of others, the company’s new policies, or a colleague’s investment decisions. Why be concerned with gossip? Because it is much easier, as well as far more enjoyable, to identify and label the mistakes of others than to recognize our own. Questioning what we believe and want is difficult at the best of...
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...A BRIEF HISTORY OF MANAGEMENT “Those who cannot learn from history are doomed to repeat it.” —George Santayana The World of Work: Tony considers his style O n the way home from the restaurant—soon to be his restaurant, Tony thought—the news of his Whenever she visited the restaurant, she and Jerry would always end up huddled in one of the corner booths over her laptop screen or a spreadsheet printout discussing numbers—food costs, labor costs, and the figures for the latest marketing campaign to increase sales. Dawn always ended her visit by walking around and checking in with everyone to make sure they were doing okay. Since Jerry ran such a good crew, there were never any problems, but Tony wondered what Dawn’s reaction would have been if she had found any. Jerry’s style always seemed to Tony to be more about the people than the numbers. He obviously hit promotion finally started to sink in. Jerry’s promotion to regional manager didn’t give either of them a lot of time to manage the transition, so the day had been filled with a lot of information—forms, rules, regulations, guidelines, and plenty of tips and tricks from Jerry on how to cope with the unexpected. In the peace and quiet of his apartment, Tony started thinking back to his earlier days at the Taco Barn and to the many lessons he had learned from both Jerry and Dawn. They were very different in their approach to their jobs. Dawn was all about the numbers. 26 LEARNING objectives CH A P T ER ...
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...Systems Thinking: Managing Chaos and Complexity This Page Intentionally Left Blank Systems Thinking: Managing Chaos and Complexity A Platform for Designing Business Architecture SECOND EDITION Jamshid Gharajedaghi AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA 525 B Street, Suite 1900, San Diego, California 92101-4495, USA 84 Theobald's Road, London WC1X 8RR, UK This book is printed on acid-free paper. Copyright © 2006, Elsevier Inc. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, E-mail: permissions@elsevier.com. You may also complete your request on-line via the Elsevier homepage (http:/ /elsevier.com), by selecting “Support & Contact” then “Copyright and Permission” and then “Obtaining Permissions.” Library of Congress Cataloging-in-Publication Data Gharajedaghi, Jamshid. Systems thinking : managing chaos and complexity : a platform for designing business architecture...
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...MANAGEMENT Leading & Collaborating in a Competitive World Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the context that both constrains and provides opportunities for managers. It also discusses what can be described as the organization’s internal environment: its culture. Chapter 3 discusses the most fundamental managerial activity: decision making. Because managers make...
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...Chapter 1: The End and Beginning Prologue Facing the young girl and her little sister, the armored knight raised his sword. To have mercy was to take away a life in a single strike. Struck by the sunlight, the sword glistened high up in the air. The girl shut her eyes and bit down on her lower lip. Her expression showed that she never wished for this situation. She was simply accepting it since there was nothing she could do. If the girl had power of some sort, she would have used it on the man before her eyes and ran away. But— the girl had no such power. Thus there existed only one conclusion. The girl would surely perish here. The sword struck down — —Yet she did not feel any pain. The girl opened her tightly shut eyes. The first thing that the girl saw in her world was the sword that had stopped in its path downward. The next thing that entered her sight was its wielder. He had stopped in motion as though he were encased in ice. The knight’s attention was no longer on the girl. The completely defenseless state of the knight clearly revealed the shock that surged inside him. As though led by the knight’s gaze, the girl also turned her face toward the same direction. Then— she saw despair. There was darkness. Pure darkness as thin as paper, yet of an unfathomable depth. It had emerged from the ground in an ovoid shape with its lower section cut. A scene that evoked mystique with indescribable apprehension. A...
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