The Associate Professional Risk Manager (PRM) is a new PRMIAcertificate program intended for staff entering the risk managementprofession, or those who interface with risk management disciplineson a regular basis, such as auditing, accounting, legal, andsystems development personnel who want to understand fundamentalrisk management methods and practices. Designed to bemathematically and theoretically less detailed than theProfessional Risk Manager (PRM(tm)) certification, the new programwill cover the core concepts allowing non-specialists to interpretrisk management information and reports, make critical assessmentsand evaluate the implications and the limitations of suchresults.

Go from being a good manager to an extraordinary leader. If you read nothing else on leadership, read these 10 articles.We've combed through hundreds of Harvard Business Review articleson leadership and selected the most important ones to help youmaximize your own and your organization's performance. HBR's 10 Must Reads On Leadership will inspire you to: - Motivate others to excel - Build your team's self-confidence in others - Provoke positive change - Set direction - Encourage smart risk-taking - Manage with tough empathy - Credit others for your success - Increase self-awareness - Draw strength from adversity

The New Manager's Guide and Mentor "The Harvard BusinessEssentials" series is designed to provide comprehensive advice,personal coaching, background information, and guidance on the mostrelevant topics in business. Whether you are a new manager seekingto expand your skills or a seasoned professional looking to broadenyour knowledge base, these solution-oriented books put reliableanswers at your fingertips. Decision making is a critical part ofmanagement, and bad choices can damage careers and the bottom line.This book offers the tools and advice managers need to avoid commonbiases and arrive at and implement decisions that are both soundand ethical.

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with comp

In 1996, having completed a two-year research study, longtimeEconomist journalists and editors John Micklethwait and AdrianWooldridge published The Witch Doctors, an explosive critique ofmanagement theory and its legions of evangelists and followers. Thebook became a bestseller, widely praised by reviewers and devouredby readers confused by the buzzwords and concepts the management“industry” creates. At the time, ideas about “reengineering,” “thesearch for excellence,” “quality,” and “chaos” both energized andhaunted the world of business, just as “the long tail,” “blackswans,” “the tipping point,” “the war for talent,” and “corporateresponsibility” do today. For decades, since the rise of MBA programs on campuses acrossthe country, the field of management has operated in a dubiousspace. Many of its framers clamor for respect within the academywhile making millions of dollars pedaling ideas, some brilliant andsome nonsensical, in speeches, consulting arrang

In this visionary book, C. K. Prahalad and Venkat Ramaswamyexplore why, despite unbounded opportunities for innovation,companies still can't satisfy customers and sustain profitablegrowth. The explanation for this apparent paradox lies inrecognizing the structural changes brought about by the convergenceof industries and technologies; ubiquitous connectivity andglobalization; and, as a consequence, the evolving role of theconsumer from passive recipient to active co-creator of value.Managers need a new framework for value creation. Increasingly,individual customers interact with a network of firms and consumercommunities to co-create value. No longer can firms autonomouslycreate value. Neither is value embedded in products and servicesper se. Products are but an artifact around which compellingindividual experiences are created. As a result, the focus ofinnovation will shift from products and services to experienceenvironments that individuals can interact with to co-constructtheir own experiences. The

This collection of Peter F. Drucker's essays explores theintersection between society, politics, and economics. Despite thislofty goal, however, the essays themselves remain down to earth,highly readable, and full of stories and ideas that make us thinkdifferently about the business world around us. The majority of these essays were written in the 1960s, and inthem Drucker specifically examines that turbulent decade, yieldingconclusions that are as timeless as they are fresh. He places themerger mania of the decade in the context of business history ofthe twentieth century, and arrives at fundamental questions aboutmass market economies. He questions the personal and politicalvalues of 1960s adolescents, and ends up relating them to theconcurrent rise of big complex modern institutions. He examineswith equal vigor Japan's management successes, the role of politicsand economics in American identity, and the "real" Kirkegaard.

The annual budgeting process is a trap. Pressured by fixedtargets and performance incentives, managers focus on making thenumbers instead of making a difference, meeting set goals insteadof maximizing potential. With their compensation at stake, managersoften resort to deceitful-even unethical-behavior. In the end,everybody loses-the employee, the company, and ultimately thecustomer.Now, finance experts Jeremy Hope and Robin Fraser revealthe results of an intensive study aimed at fixing the brokenbudgeting process. They argue that companies must abandontraditional budgeting contracts in favor of a radical new modelthat links performance measurement to evolving competitivebenchmarks-and shifts the firm's focus from controlling employeebehavior to delivering customer value. The Beyond Budgeting modelis built on the best practices of companies that have successfullyrevised their centralized planning and budgeting processes. Itcombines a leadership vision that devolves more authority tooperating managers a

In yet another page–turner, New York Times best–sellingauthor and acclaimed management expert Patrick Lencioni addressesthe costly and maddening issue of silos, the barriers that createorganizational politics. Silos devastate organizations, killproductivity, push good people out the door, and jeopardize theachievement of corporate goals. As with his other books, Lencioni writes Silos, Politics, andTurf Wars as a fictional—but eerily realistic—story. The storyis about Jude Cousins, an eager young management consultantstruggling to launch his practice by solving one of the moreuniversal and frustrating problems faced by his clients. Throughtrial and error, he develops a simple yet ground–breaking approachfor helping them transform confusion and infighting into clarityand alignment.

A BUSINESSWEEK BESTSELLER Bestselling Lean Six Sigma authorMichael George provides the first pocket guide for deployers ofLean Six Sigma "The Lean Six Sigma Pocket Toolbook "blends Lean andSix Sigma tools and concepts, providing expert advice on how todetermine which tool within a "family" is best for differentpurposes. Packed with detailed examples and step-bystepinstructions, it's the ideal handy reference guide to help Greenand Black Belts make the transition from the classroom to thefield. Features brief summaries and examples of the 70 mostimportant tools in Lean Six Sigma, such as "Pull," "Heijunka," and"Control Charts" Groups tools by purpose and usage Offers a quick,easy reference on using the DMAIC improvement cycle Providescomprehensive coverage in a compact, portable format