Mergers and acquisitions are a fundamental part of the business landscape, yet over half fail to deliver on their objectives. Leading the Deal is the first essential step in boosting the probabilities of success, providing unique new insights into established strategies, and detailing the key psychological leverage points that allow leadership teams to effectively harness 'people power' in the M&A process. Leading the Deal supports leaders at each step in the M&A journey and reveals a clear pa...
Would your business survive a major incident? What if your key staff were suddenly unavailable? What if your premises were to become uninhabitable? What if your systems and data failed altogether? Would your business ever recover? At what cost? Business Continuity Management: Choosing to survive shows you how to systematically prepare your business, not only for the unthinkable, but also for smaller incidents which, if left unattended, could well lead to major disasters. A business continuity m...
Now that five different generations are on the job simultaneously--from Traditionals to Generation Y to Millennials--it's more important than ever for companies to understand how their people can not only coexist and cooperate, but thrive together as a team. Written by a father-daughter team of two generational experts, Generations, Inc. offers the perspectives of people of different eras to elicit practical insights on wrestling with generational issues in the workplace. The book provides Baby...
Feral Information Systems Development (Advances in Business Information Systems and Analytics)
Management invests in large information systems in order to improve the effectiveness of their organisation. However, when these systems fail to meet the needs of organisational employees, feral information systems (FIS) are created in order to assist workers with their jobs or to avoid existing organsational information systems. Feral Information Systems Development: Managerial Implications seeks to accelerate the collective understandings and implications on the management of business organis...
Drawing from the latest in psychology on how best to connect with others, How to Tell Anyone Anything steers readers away from the common mistake of providing feedback by focusing on what's wrong and shows them instead how to provide clear, constructive positive messages that create real behavior and performance change. You'll learn how to be more candid, prioritize relationships, ask important questions, reframe difficult messages, control your emotions, and--just as important--be graceful when...
This book, first published in 1986, argues that there is a special category of medium powers in the world – such as Britain, France, India, Brazil, Japan, China and others – which have sufficient military power to do something to protect their interests but which are not a match for the superpowers. It surveys the whole range of naval warfare – equipment, operations, organisation and deployment – and discusses how each item should be tailored by the recognition of the position of the medium powe...
Introduction to Peace and Conflict Studies (Introduction to Peace and Conflict Studies)
by Lois Edmund
The Secrets of Power Negotiating (Inside Secrets from a Master Negotiator, #1)
by Roger Dawson
How would Lincoln view race relations, terrorism, gun control, women's equality, and the influence of special interest groups on Congress? How would he react to the invasion of Iraq and the Great Recession? How would he feel about the growing gap between the haves and the have- nots, a worker's right to strike, the minimum wage, and labor unions? Would Lincoln have a mobile phone and embrace the whirl of social media? Phillips grounds his analysis in an illuminating understanding of Lincoln's ow...
Track III Actions
Since the end of the Cold War in the early ’90s, a multi-track approach to peacemaking has been developed by academics and practitioners to bring political and civil society leaders together from across the divide of contested societies to find ways out of the conflict. Much of the focus up to now has been given to the strategic contribution of Track II conflict analysis and problem-solving workshops. This book puts the spotlight on the role that grassroots leaders and citizens can play at Trac...
You've got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group, but get confounding questions, inane comments, and verbal bullets in return. Before you know what's happened, your idea is dead, shot down. You're furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country. It doesn't have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, th...
In life you are most likely to regret that you didn't do more of what you love.You will likely feel as though you spent your professional life getting up, going to the office and living the same day over and over, week after week, year after year, decade after decade. Ironically, it's the same people who wind up regretting not doing more who spend their careers resisting change and shutting down creative ideas. I know, because I spent nearly two decades as a change agent in a large advertising a...
A research-based, practical guide for how to handle difficult people at work. Work relationships can be hard. The stress of dealing with difficult people dampens our creativity and productivity, degrades our ability to think clearly and make sound decisions, and causes us to disengage. We might lie awake at night worrying, withdraw from work, or react in ways we later regret—rolling our eyes in a meeting, snapping at colleagues, or staying silent when we should speak up. Too often we grin and...
If you’re stressed and unhappy because of problems with a boss or colleague, you pay a price. Not only can your mental and physical health suffer, your nearest and dearest get sick of hearing about it. Going to bed angry and waking up only to dread a new workday is a terrible way to live. Remote work may have lessened the impact of annoying colleagues for a while, but they can still find ways to irritate. If you’re co-located, the “mute” and “stop video” buttons don’t exist to diminish your exa...