krainaksiazek leading strategic change 20123369

- znaleziono 25 produktów w 4 sklepach

Leading Strategic Change In An Era Of Healthcare Transformation - 2848637515

319,99 zł

Leading Strategic Change In An Era Of Healthcare Transformation

Książki Obcojęzyczne>Angielskie>Society & social sciences>Politics & government>Public administrationKsiążki Obcojęzyczne>Angielskie>...

Sklep: Gigant.pl

Strategic Intelligence: Conceptual Tools for Leading Change - 2851324977

74,86 zł

Strategic Intelligence: Conceptual Tools for Leading Change

Książki

Sklep: KrainaKsiazek.pl

Radical Decision Making: Leading Strategic Change in Complex Organizations - 2851741662

275,27 zł

Radical Decision Making: Leading Strategic Change in Complex Organizations

Książki

Sklep: KrainaKsiazek.pl

Leading Culture Change in Global Organizations - 2852636724

140,04 zł

Leading Culture Change in Global Organizations Jossey Bass Wiley

Książki / Literatura obcojęzyczna

Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book (written by Dan Denison and his co-authors) combines twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive. Each chapter uses a case as a means to illustrate an important aspect of culture change focusing on seven common culture-change dilemmas including creating a strategic alignment, keeping strategy simple, and more.

Sklep: Libristo.pl

Strategic President - 2827007212

145,21 zł

Strategic President UNIVERSITY PRESSES

Książki / Literatura obcojęzyczna

How do presidents lead? If presidential power is the power to persuade, why is there a lack of evidence of presidential persuasion? George Edwards, one of the leading scholars of the American presidency, skillfully uses this contradiction as a springboard to examine - and ultimately challenge - the dominant paradigm of presidential leadership. "The Strategic President" contends that presidents cannot create opportunities for change by persuading others to support their policies. Instead, successful presidents facilitate change by recognizing opportunities and fashioning strategies and tactics to exploit them. Edwards considers three extraordinary presidents - Abraham Lincoln, Franklin D. Roosevelt, and Ronald Reagan - and shows that despite their considerable rhetorical skills, the public was unresponsive to their appeals for support. To achieve change, these leaders capitalized on existing public opinion. Edwards then explores the prospects for other presidents to do the same to advance their policies. Turning to Congress, he focuses first on the productive legislative periods of FDR, Lyndon Johnson, and Reagan, and finds that these presidents recognized especially favorable conditions for passing their agendas and effectively exploited these circumstances while they lasted. Edwards looks at presidents governing in less auspicious circumstances, and reveals that whatever successes these presidents enjoyed also resulted from the interplay of conditions and the presidents' skills at understanding and exploiting them. "The Strategic President" revises the common assumptions of presidential scholarship and presents significant lessons for presidents' basic strategies of governance.

Sklep: Libristo.pl

Strategic Management of Health Care Organizations - 2826758427

315,98 zł

Strategic Management of Health Care Organizations Jossey Bass Wiley

Książki / Literatura obcojęzyczna

A structured strategic management approach is what's needed to tackle the revolutionary change the health care system has been experiencing. Today, health care organizations have almost universally embraced the strategic perspective first developed in the business sector and now have developed strategic management processes that are uniquely their own. Health care leaders have found that strategic thinking, planning, and managing strategic momentum are essential for coping with the dynamnics of the health care industry. Strategic Management has become the single clearest manifestation of effective leadership of health care organizations. The 7 th edition of this leading text has been revised and updated to include a greater focus on the global analysis of industry and competition; and analysis of the internal environment. It provides guidance on strategic planning, analysis of the health services environment (both internal and external) and lessons on implementation. It also looks at organizational capability, sustainability, CSR and the sources of organizational inertia and competency traps.

Sklep: Libristo.pl

Change Pact - 2843909314

217,98 zł

Change Pact Financial Times Prentice Hall

Książki / Literatura obcojęzyczna

The key to implementing successful change programs lies in the development of the "compact", a renewal of the total relationship between the individual and the organization. Successful change only happens when individuals are able to renew their occupational, economic, social and psychological commitments to the organization in the context of change initiatives. The Change Pact shows how to create, develop and implement these contracts as part of a program of ongoing commitment to change. Paul Strebel is an expert on strategic change management, especially the anticipation of industry breakpoints, and the design of new compacts (commitments) to support on going change. "Paul has captured the essence of successful change implementation - that real change requires the commitment of your entire workforce. Reading this book will convince managers that they must approach their employees in an individual, differentiated way to gain their commitment and ensure their organization's future success. This book should appear on the shelves of academics, strategists and practitioners alike." - WJ Alexander, Chief Executive, Thames Water Plc "Getting people to commit fully has become a key to successful ongoing change. This book provides an essential guide to those involved in creating that competence in organizations, focusing on the critical relationships between the people in the organization and those leading the change. It makes excellent reading." - Nick Ferguson, Managing Director, Schroders "This book shows how successful change leaders get their people to commit to rapid on-going change, how to mobilize Change Agents, Bystanders and Traditionalists, while dealing with Resistors in radically different situations. Strebel has written a book that is essential reading for those who want to go beyond one-time change to continual change that outpaces the competition." - Dr Egon Zehnder, Chairman, Egon Zehnder International "Change is the adrenalin without which a corporation becomes moribund and irrelevant. Paul Strebel has, in masterful fashion, marshalled the practical steps to harness its power. Invaluable reading for any executive team determined to lead the field." - Selwyn MacFarlane, Deputy Chairman, South African Breweries Group "A good book for any change manager keen to tackle the complexities of a process of this kind and the interplay between its ecological, social and psychological components and considerations." - Philippe Bruggisser, Chairman of the Board, SAir Group How managers lead change by creating new compacts with their people. Leading change by renewing employee commitment In today's business world change is an absolute necessity, not just to compete with, but to keep ahead of the competition. The Change Pact shows how successful change leaders get their people to commit to ongoing change and shows how commitment can only be sustained with ongoing, not one-off, change management processes. Part 1 * Learn how to offer every employee an economic, social and psychological contract that is individually attractive, and reflects how their behaviour today relates to the current change effort. * Discover how to address the Change Agents, Bystanders, Traditionalists and Resistors within the company. Part 2 * Orchestrate the renewal of compacts with a proce * Master the four basic change processes: Top-down Turnaround, Task Force Change, Widespread Participation and Bottom-up Initiatives. Part 3 * Find out how to move towards an employee-driven compact renewal which gives employees a sense that they are taking the initiative for change. * Ensure that the perceived risk of change is lessened by moving the organization towards learning compacts that support ongoing, productive transformation. Bring your employees on board and let them lead the way. Author Paul Strebel is Professor of Change Management and director of the executive programme, Leading Corporate Renewal, to which executives bring live change issues at IMD, the International Institute for Management Development in Lausanne, Switzerland. He has directed a variety of in-company programmes for IMD's business partners and associates and has worked privately for numerous multinationals, including most recently, Schroders, Nokia, Nestle, Bosch, World Bank and Coopers & Lybrand. He is also a board member of several family companies. Professor Strebel is the author of Breakpoints: How Managers Exploit Radical Business Change (Harvard Business School Press). His publications have appeared in Harvard Business Review, California Management Review, Strategic Management Journal, Handbook of Business Strategy, plus many others, including numerous articles in the business press. He is on the editorial board of several change management journals. Prior to his current position, he was director of research at Imede, one of the founding institutions of IMD. Professor Strebel is Swiss, of South African origin, received his B.Sc. (Hons) from the University of Cape Town, his MBA from Columbia University in New York, and his PhD from Princeton University.

Sklep: Libristo.pl

Embracing the Net: change@company.com - 2826735200

151,36 zł

Embracing the Net: change@company.com FT.COM

Książki / Literatura obcojęzyczna

Going on-line is easy; succeeding on-line is much harder. Much has been written about the "front-end" of electronic commerce - what happens on the Web site. Yet little attention has been directed to the "back-end" - the organisational redesign that is so critical for success on the Internet. New models of strategic thinking have to permeate the organisation. New processes have to be created to fit the new business models. Organisational hierarchies need to learn flexibility and to open up departmental boundaries in an effort to speed up information flow and decision-making. A culture to encourage experimentation and learning has to be created. The book is based on inovative research undertaken at INSEAD over the last few years in cooperation with several leading firms who have well established and successful internet-based business procesess.

Sklep: Libristo.pl

Security Strategy & Military Change In T - 2848187816

719,99 zł

Security Strategy & Military Change In T

Książki Obcojęzyczne>Angielskie>Society & social sciences>Politics & government>Political activism>Armed conflictKsiążki Obcojęzyczne&g...

CrossRegional Perspectives. Written By Leading Scholars From The Three Regions, This Edited Volume Explores And Analyses Strategic Thinking, Military Reforms And Adaptation In An Era Of Asian Growth, European Austerity And US Rebalancing.

Sklep: Gigant.pl

Security Strategy & Military Change In T - 2851187672

719,99 zł

Security Strategy & Military Change In T

Książki Obcojęzyczne>Angielskie>Society & social sciences>Politics & government>Political activism>Armed conflictKsiążki Obcojęzyczne&g...

CrossRegional Perspectives. Written By Leading Scholars From The Three Regions, This Edited Volume Explores And Analyses Strategic Thinking, Military Reforms And Adaptation In An Era Of Asian Growth, European Austerity And US Rebalancing.

Sklep: Gigant.pl

Can Two Rights Make a Wrong? - 2850778378

184,02 zł

Can Two Rights Make a Wrong? IBM Press

Książki / Literatura obcojęzyczna

"This is the book for people who never get past page two of a management book-it is as close as the genre comes to being a compulsive page turner. Its main thesis is built on at least three big ideas that are individually persuasive and cumulatively compelling. They naturally fit into an alignment tool that is applied to the range of day-to-day and exceptional challenges all enterprises face, including the Holy Grail of transformational change." -Donald Macrae, general counsel and chief knowledge officer, Department for Environment, Food and Rural Affairs, England "Having been in the business of cultural transformation and alignment for many years, I've carefully looked for a thoughtful strategy and an intentional approach to bringing about healthy and thriving cultures. Can Two Rights Make a Wrong? is simply the best-it is the most thoughtful and practical work I've seen in this growing and critical area. This is a must buy!" -Dr. Ron Jenson, Future Achievement International, international author, speaker, and consulting and executive coach "Can Two Rights Make a Wrong? is a superb account of how to manage the 'soft side' of mergers and acquisitions, but it has great value for managing many other new business practices as well, such as Open Innovation. It provides a powerful, practical method to identify conflicts, develop alignment, and achieve effective coordination between two parties that would be tremendously helpful in a variety of collaborative contexts, such as alliances, research partnerships, or joint ventures. Moulton Reger and her colleagues at IBM should be congratulated for a thoughtful, insightful book." -Henry Chesbrough, professor at University of California Berkeley's Haas School of Business, author of Open Innovation "Numbers are neat and clean. Human beings are often messy and complex. If everyone in your organization knew what to do and when, how, where, and-most importantly-why to do it, how would your organizational culture be defined? The authors of Can Two Rights Make a Wrong? have introduced new ways to proactively address culture and, most importantly, tie it to bottom-line benefits." -James H. Amos, Jr., chairman emeritus, MBE/The UPS Store "This book is a must read for leaders hoping to change their organization's culture as well as those attempting to merge firms with uniquely different cultures. Moulton Reger's insights are grounded in theory and real-world experience. In this unique book, culture change is a complex concept broken down into bite-sized pieces and presented in a way that any leadership team can embrace at its own pace." -Merrill J. Oster, author of Vision Driven Leadership, founder Oster Communications, Inc. "Here at last is a business book that takes culture seriously and isn't intimidated by it. The method described can be used with practically any type of business problem in any industry, and the book does an excellent job of drawing on research and theory while keeping the focus practical. The three elements of Outcome Narratives, Right vs. Right, and Business Practices are significant ideas in their own right-each is a unique insight. All three ideas have been around in various guises for several years, but have not been as well crystallized or as focused on complex business problems as they are in this book. The authors' achievement is extraordinary and goes a long way toward making the juicy idea of culture something to be built on and worked with." -Peter Vaill, professor, Antioch University "The Achilles heel for any major organizational change is that organization's culture. In every change, consultants talk about culture, but few provide specific sequential steps designed to actually do anything about it. This book provides such steps, and provides them in ways that makes sense. 'Makes sense' is the key because the steps provided can be easily adapted to virtually any organization, large or small." -George Falldine, Air Force civil servant, Air Force Materiel Command "Sara Moulton Reger is one of the premier organizational design consultants in the country, and this book reflects her in-depth knowledge of and experience with the subject matter. This book is essential reading for those striving to achieve greater results from ongoing change initiatives. Can Two Rights Make a Wrong? contains a broad range of concepts, examples, and specific steps culled from Moulton Reger's direct experience. Such a complete presentation of strategic and tactical advice makes Can Two Rights Make a Wrong? a mandatory addition to every manager's bookshelf." -Steven Bragg, CPA, author of twenty-eight business books, CFO of Premier Data Services "This is a serious book that gives intelligent guidance to anyone who leads an organization and takes creating and managing culture seriously. The section on Outcome Narratives is the best 'how to' on casting a unifying vision that I have seen. If you're a leader and take your role in creating and managing corporate culture seriously, then you should read this book." -Regi Campbell, principal, Seedsower Investments, author of About my Father's Business "I don't read most 'culture change' books-waste of time. This book is different. Can Two Rights Make a Wrong? combines both soft and hard approaches, with a continuous focus on how-to and results. Buy it. But, more importantly, read it." -Jack Grayson, founder and chairman, American Productivity and Quality Center (APQC) "We used Right vs. Right to help integrate an important acquisition-one that brought many differences we needed to carefully leverage to achieve IBM's business objectives. I found it to be a powerful technique for quickly reconciling strategic views of the business model and different operating preferences. Now, a few months later, we have the business results-and employee satisfaction-to prove Right vs. Right works." -Jim Corgel, general manager, Small and Medium Business Services, IBM "Leaders wouldn't think about doing a major project without a plan and a project manager, but how many consider the cultural implications? This book fills a key void because it clarifies the topic of culture so that it is easier to understand, and includes examples for applying the framework to many types of situations, including business-to-business alliances and crossgeography teams." -Cindy Berger, vice president, American Express "There is no question that the biggest hurdle to achieving a successful merger is culture. Market opportunities may be staggering and synergies may seem perfect, but, without a cultural match, odds are the merged company will struggle. Can Two Rights Make a Wrong? can help you avoid the problems. Even if you are not contemplating a merger, Moulton Reger's deep insight provides an excellent management primer and interesting historical perspective. A worthwhile read." -John R. Patrick, author of Net Attitude, president of Attitude LLC "This is an excellent book that provides a pragmatic approach to identifying and alleviating cultural issues created when two groups of people must work together. Effectively blending business cultures is a key requirement for successful outsourcing, and most companies lack the tools necessary to do this. Companies looking to reduce outsourcing risk should follow IBM's Tangible Culture approach." -Lance Travis, vice president, Outsourcing Strategies, AMR Research "This book will help leaders and cultural-change practitioners take a practical, well-architected approach to creating the culture they need to support their strategies. Thanks, IBM, for sharing what you have learned from your own transformation." -Valerie Norton, vice president, Talent Management and Organizational Effectiveness, Merck & Co., Inc. "Based on IBM's own experience with organizational transformation and mergers, this book belongs on the reading list of any executive contemplating major changes to their business." - Peter Richerson, professor, University of California Davis - "Finally, a book that goes beyond just declaring 'it's the culture change' and gets to a real recount of why and how to move on that need. This is a practical approach for senior leaders in large corporations and government to address the most pressing issues in modern business life!" -Kenneth I. Percell, executive director, Warner Robins Air Logistic Center "I like the way the authors move the idea of organization culture from intangible (values) to tangible and practical. They offer that culture can be viewed and changed by examining and discussing what people do. Using the techniques described in Can Two Rights Make a Wrong? will demystify culture clash." -Lynda Aiman-Smith, Ph.D., North Carolina State University "A must read for leaders charged with planning and executing major change initiatives involving a single organization or multiple organizations. The book is original, thoughtful, thorough, and pragmatic. The elements of Can Two Rights Make a Wrong? and their interrelationships that work to drive successful change are particularly beneficial. The authors demonstrate a hands-on grasp of this important subject and the related literature. The material is presented in a concise, easy-to-understand format, with lots of tables, charts, and illustrations to help guide the reader." -Stephen W. Brown, Edward M. Carson chair in services marketing, professor and executive director, Center for Services Leadership, W. P. Carey School of Business, Arizona State University "Many have observed that mergers and acquisitions will fail to achieve their goals without proper attention to human and cultural factors, but few have shown us the way to manage these factors in any meaningful way. This book takes up that challenge and delivers a real solution by identifying business practices as the crucial element of 'culture' that can make or break a merger or acquisition, and by providing a hands-on methodology for managing and aligning differences across cultures." -Marietta Baba, dean of the College of Social Science, professor of Anthropology, Michigan State University "Sara Moulton Reger's application of Business Practices, Right-vs. Right, and Outcome Narratives to business transformation spoke directly to my own business experience. I found the book's comprehensive approach very appealing. It brought together the story of a historic merger; a review of traditional approaches to culture transformation in business organizations; the powerful new techniques of Outcome Narratives, Right vs. Right, and Business Practices Alignment; and useful examples of the way to apply these techniques." -Dwight E. Collins, Ph.D., adjunct professor, Presidio School of Management, sustainable business and supply chain optimization consultant, president, Collins Family Foundation "We know unsuccessful mergers and acquisitions are often the result of underestimating the people and the cultural issues. Derived from experience, here is practical help in improving your chances of being one of the success stories." -David Hope, human resources director, Norwich Union Insurance "This is state-of the-art. This practical approach is extremely useful for anyone involved in integrating two large organizations, especially professional organizations. I found the book Can Two Rights Make a Wrong? fascinating-excellently describing the preparation and process that is required in integrating culturally different organizations." -Fred WI Lachotzki, professor of business policy, Nyenrode University, coauthor of Beyond Control: Managing Strategic Alignment through Corporate Dialogue Nowadays, nearly every business leader recognizes the crucial importance of culture. But, in many organizations, attempts to handle culture issues remain "squishy," unfocused, and unlikely to bring any value or results. Now, IBM's leading experts reveal the way to make culture tangible to everyone involved-and how to effectively deal with a variety of culture challenges. Can Two Rights Make a Wrong? leverages the lessons learned during IBM's $3.5 billion acquisition of PricewaterhouseCoopers Consulting: insight that IBM has crystallized into a powerful methodology for transforming business culture. The authors introduce "Business Practices," an actionable surrogate for "culture" that business people can identify with, gauge, and act upon. Then, one step at a time, you'll learn how to apply IBM's practical culture transformation techniques in your unique environment. You'll discover common patterns that lead to culture clashes so you can resolve or, better yet, prevent them. You'll learn to clarify your expectations so people really "get" it-and do it. You'll gain the way to measure culture change progress in terms everyone can understand and buy into. Whether you're involved with M&As, joint ventures, major transformation, internal restructuring, or any other initiative where culture is important, this book can help you take culture from a worrisome risk to a competitive advantage. *Business Practices: the unseen hand that propels action Uncover what makes your organization unique *Right vs. Right: What to do when good options conflict Understand and manage the source of culture clash *Outcome Narratives: Get to the right place, the right way Clarify your desired future, clear the obstacles, measure progress, and deliver results Successful culture change requires the same discipline you bring to the rest of your business. It demands a strong methodology that helps you clarify your goals and expectations, identify and overcome obstacles, measure progress...and get results. This book delivers that methodology. IBM's powerful, proprietary Tangible Culture approach will help you make culture visible and measurable- so you can replace "feel good" culture work with focused, actionable plans for change. Use IBM's techniques to surface, understand, and reconcile differences among groups that must work together, so you can launch alliances more successfully...drive more value from acquisitions...enhance cross-silo and global operations...choose the right strategies...and make real transformation happen. Whatever your goals, culture is central to your success. With this book, you can finally address culture-systemically, proactively, and effectively. Leverage IBM's Breakthrough Methodology for Driving Effective Culture Change * Drive real culture change, survive the effort, and reap genuine results * Overcome culture challenges and risks * Successfully execute on M&As, business alliances, transformation and internal restructuring * Use downloadable templates to customize IBM's techniques for your environment * Learn what IBM learned from its $3.5 billion acquisition of PricewaterhouseCoopers Consulting Foreword xxi Preface xxiii Acknowledgments xxv About the Author xxvii Contributing Authors xxix Section I: The Basics 1 Chapter 1: Introduction-An Overview of Tangible Culture 3 Chapter 2: We Can't Do This the Traditional Way-IBM's Acquisition of PricewaterhouseCoopers Consulting 17 Chapter 3: Traditional Approaches to Culture Transformation-How Others Have Dealt with the Challenge 33 Chapter 4: How to Get to the Right Place the Right Way-Outcome Narratives 49 Chapter 5: The Good Thing That Can Cause Big Trouble-Right vs. Right 67 Chapter 6: The Unseen Hand That Propels Organizational Action-Business Practices 85 Chapter 7: Putting It All Together-The Business Practices Alignment Method 103 Section II: The Application 119 Chapter 8: Mergers and Acquisitions- Managing the Common Sources of Culture Clash 121 Chapter 9: Alliances-Finding Ways to Leverage Your Collective Capabilities 143 Chapter 10: Major Restructuring-Gaining Sustained Value from Your Reorganization 163 Chapter 11: Major Transformation-Addressing Your Plan's Hidden Barrier 181 Chapter 12: Key Decisions and Everyday Business-Extending Tangible CultureInto the Operational Parts of Your Business 203 Section III: The Projects 225 Chapter 13: The Co-operators-Using Business Practices to Clarify Expectations 227 Chapter 14: Sales Pipeline-Using Right vs. Right to Differentiate Issues 241 Epilogue 251 Appendix: About the Contributors 255 Index 268

Sklep: Libristo.pl

IEXEC Enterprise Essentials Companion Guide - 2835030200

270,54 zł

IEXEC Enterprise Essentials Companion Guide Cisco Press

Książki / Literatura obcojęzyczna

iExec Enterprise Essentials Companion Guide is the official print companion to the Cisco(R) Entrepreneur Institute's new iExec Enterprise Essentials curriculum-innovative IT-related business education designed to help you transform organizations through the strategic use of IT and Internet applications. Working through a realistic, start-to-finish case study, you'll learn exactly how to use technology to help businesses enhance their processes and drive sustainable competitive advantage. Organized to fully align with the course's online curriculum, this is the only authorized iExec textbook. You'll begin by reviewing the global trends, opportunities, and strategic imperatives that now drive IT's usage. Next, you'll discover IT-enabled business strategies that increase productivity, efficiency, innovation, and profitability and learn how to trans-form any organization into an agile, high-performance Networked Virtual Organization (NVO). Through hands-on practice, you'll learn how to assess and improve organizational readiness, enhance governance, Internet-enable internal and external processes, use portfolio management to plan business-driven IT investments, manage change, and more. Martha L. Young, president and founder of Nova Amber, LLC, has more than 19 years of experience in the technology market, working and consulting with Fortune 500 companies such as Lockheed Martin and Coors Brewing Company. She holds a B.S. in international business from the University of Colorado. Michael Jude, Ph.D., manages accounts for leading management solution vendors. He has more than 20 years of experience in telecommunications, as well as a Ph.D. in decision science from Walden University and an M.S. in engineering management and a B.S. in electrical engineering from the University of Colorado. Young and Jude are co-authors of The Case for Virtual Business Processes (Cisco Press). * Master every topic and concept in the new Cisco Entrepreneur Institute's iExec Enterprise Essentials curriculum * Understand the global trends and business drivers behind today's investments in IT and Internet technologies * Build Networked Virtual Organizations that respond more quickly to customers, collaborate better with partners on value-added activities, and reduce cost by standardizing processes, data, and infrastructure * Perform external and internal situation analysis, create an e-vision for success, and build an effective business case * Implement strategic planning and portfolio management to create a successful Internet-enabled business roadmap * Prioritize opportunities for process improvement using the Internet and IT * Identify change management techniques that can reduce your risks Category: Computers and Networking Covers: Network Technology

Sklep: Libristo.pl

The High Performance Organization - 2844921118

259,99 zł

The High Performance Organization

Książki Obcojęzyczne>Angielskie>Economics, finance, business & management>Business & management>Organizational theory & behaviour

Provides Practical Tools For People Engaged In Leading Organizational Change Efforts As An Executive, Line Manager, HR Practitioner Or Change Agent. This Text Covers Managing Change As A Project And Strategic Change Management And Offers Guidance And Solutions For Maximising Success. It Also Includes Research Data And Case Study Analysis.

Sklep: Gigant.pl

CSR for HR - 2826903770

151,20 zł

CSR for HR Casemate

Książki / Literatura obcojęzyczna

Arguably, the Human Resources (HR) function is the key partner in embedding Corporate Social Responsibility (CSR) and Sustainability initiatives in any organisation, as this can be achieved only when a company educates, engages and empowers its entire workforce. This book goes even further and proposes that the HR function has a responsibility to be proactive in leading the way in establishing a company-wide CSR-enabled culture. And, yet, this is not happening. HR managers are preoccupied with their traditional roles of organisational development, recruitment, training and compensation, and are failing to see the opportunities that CSR brings for them as professionals and for their organisations. CSR for HR has been designed to change the game. It provides HR managers with a thorough understanding of the drivers and principles of CSR and a practical step-by-step guide to the way CSR interfaces with every HR function. Recruitment, compensation, training, employee communications, employee well-being, health & safety, employee rights, involvement in the community, and employee impacts on the environment are all discussed from the CSR-HR standpoint, with many clear examples showing how HR can leverage CSR strategies to deliver greater benefit for the business, for employees, for society, for the environment and, ultimately, for HR professionals themselves. The HR function plays a critical role in embedding a values-based, strategic CSR mind-set and establishing an organisational culture that meets the needs of today's stakeholders. HR professionals who understand this and adapt accordingly will reap the benefits. The book explains why, how and what to do next, offering detailed advice, tools, a roadmap to get started and hundreds of tips from companies around the world, including original content from HR managers of large corporations. Written from the standpoint of an HR professional waking up to the strategic possibilities of incorporating CSR in her day-to-day role, the book has an easy and engaging style, ideal for the busy managerial reader. CSR for HR is both a wake-up call and a toolkit and will be essential reading for practitioners in both HR and CSR, as well as being a sought-after teaching resource for both executives and students.

Sklep: Libristo.pl

United States of America's Foreign Policy in the Security of Asia-Pacific Region - 2845523196

72,12 zł

United States of America's Foreign Policy in the Security of Asia-Pacific Region GRIN Verlag

Książki / Literatura obcojęzyczna

Essay from the year 2008 in the subject Politics - International Politics - Region: USA, printed single-sided, grade: A+, Technological University of the Philippines (University of the Philippines, Diliman - Department of Political Science), course: Comparative Foreign Policy, language: English, abstract: This paper will examine the determining factors through the questions posited in the course outline regarding a gradual change of focus of U.S. foreign policy from terrorism to citing fomenting predictions and future tenses that China would be a threat in the Asia-Pacific region as well to the world. Utilizing Hedging, one of foreign policy s options, as the tool or instrument to achieve its purpose, carry-out goals, and implement policies. In 2000, Pres. George W. Bush labeled China as the United States leading strategic and military competitor. (Twining 2007) In his rhetoric, what changes in U.S. strategic and defense relationships in the Asia-Pacific region, if any, are needed to respond to major developments in the region, particularly China s emergence as a major power, the continuing potential for inter-state conflict, and the struggle against militant Islamists? (Vaughn 2007)

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