Managing people is fraught with challenges even if you're aseasoned manager. Here's how to handle them. If you read nothingelse on managing people, read these 10 articles. We've combedthrough hundreds of Harvard Business Review articles and selectedthe most important ones to help you maximize your employees'performance. HBR's 10 Must Reads on Managing People will inspireyou to: Tailor your management styles to fit your people Motivatewith more responsibility, not more money Support first-timemanagers Build trust by soliciting input Teach smart people how tolearn from failure Build high-performing teams Manage your boss

Now nearing its 60th printing in English and translated into nineteen languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity -- like all great breakthroughs -- Porter's analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic strategies -- lowest cost, differentiation, and focus -- which bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided. In the almost two decades since publication, Porter's framework for predicting competitor behavior has transformed the way in which companies look at their rivals and has given rise to the new discipline of co

“I’ve got the name for our publishing operation. We just saidwe were going to publish a few books on the side at random. Let’scall it Random House.” So recounts Bennett Cerf in this wonderfullyamusing memoir of the making of a great publishing house. Anincomparable raconteur, possessed of an irrepressible wit and anabiding love of books and authors, Cerf brilliantly evokes theheady days of Random House’s first decades. Part of the vanguard of young New York publishers whorevolutionized the book business in the 1920s and ’30s, Cerf helpedusher in publishing’s golden age. Cerf was a true personality,whose other pursuits (columnist, anthologist, author, lecturer,radio host, collector of jokes and anecdotes, perennial judge ofthe Miss America pageant, and panelist on What’s My Line? )helped shape his reputation as a man of boundless energy andenthusiasm and brought unprecedented attention to his company andto his authors. At once a rare behind-the-scenes account of bookpublishing and a fascinat

The practical implementation guide to John Kotter’srevolutionary 8-step change process and the “See-Feel-Change”approach as introduced in Leading Change and The Heart of Change.John Kotter’s change bible Leading Change has sold nearly 490,000copies since publication in 1996 and The Heart of Change,co-written with Dan Cohen, has sold nearly 125,000 copies. Now, DanCohen delivers a highly practical, hands-on complement to both ofthese books in The Heart of Change Field Guide. Filled withpractical tools, checklists and advice, this book will guideleaders and managers step-by-step through real change programswithin their organisations.

The third edition of this highly accessible book is designedfor people who want to understand how multinational firms work andwhat their consequences for the economy and for political choicesare. It is designed to be readily useful to students of economicsand business administration and to scholars (teachers andresearchers) with interests in multinational enterprises.

Seventy percent of all IT projects fail—and scores of bookshave attempted to help firms measure and manage IT systems andprocesses better in order to turn this figure around In this book,IT experts Peter D. Weill and Jeanne W. Ross argue that the realreason IT fails to deliver value is that companies have no formalsystem in place for guiding and monitoring IT decisions. Theirresearch shows that firms with explicit IT governance systems havetwice the profit of firms with poor governance, given the samestrategic objectives. Just as corporate governance systems aim toensure quality decisions about corporate assets, the authors show,companies need IT governance systems to ensure that IT investmentsare made wisely and effectively.

Aclassicofitskind,FrankPartnoy'sbest-sellingFIASCOtakesreadersinsidetherollickingworldofderivativesonWallStreetduringthemid-1990s.ThebooktracksPartnoy'ssuccessasayoungMorganStanleyemployeewhoquicklybecomessteepedinaculturethattreatsclientastargetstobe"blownup"orhavetheirfaces"rippedoff."AdecadelaterFIASCOremainsoneofthemostdamningandprescientpicturesofthespeculativefrenziesthatgripWallStreetandthevictimstheycanleaveintheirwake.InPartnoy'scasetheyincludewell-publicizedlossesatOrangeCounty,Barings,andProcter&Gamble,amongothers.AnewepiloguewrittenforthiseditionbringsPartnoy'sstory—aswellasthestoryofderivatives—uptothepresent.

Is your company delivering products to customers at the righttime, place, and price—with the best possible availability andlowest possible cost and working capital? If not, you’re probablyalienating your customers and suppliers, eroding shareholder value,and losing control of your fixed costs. These dangerous mistakescan put you out of business. In The New Supply Chain Agenda, Reuben Slone, J. Paul Dittmann,and John Mentzer explain how to reinvent your supply chain to avoidthose errors—and turn your supply chain into a competitive weaponthat produces unprecedented economic profit for your firm. Drawing on a wealth of company examples, the authors show how toactivate the five levers of supply chain excellence: ? Putting the right people with the right skills in the rightjobs ? Leveraging supply chain technologies such as systemoptimization and visibility tools ? Eliminating cross-functional disconnects, including SKUproliferation ? Collaborating with suppliers a

This classic, newly updated, is an indispensable source foranyone–from mid-level managers to CEOs–who must execute keybusiness initiatives quickly and effectively. Once groundbreakingand now time-honored, Managing at the Speed of Change has helpedcountless business leaders learn how to orchestrate transitionsvital to their organizations’ success. Rather than focusing on whatto change, this book’s aim is far more valuable: It shows readershow to change. Daryl R. Conner, founder and chairman of the consulting firmConner Partners, is a leading expert on change management. He hasserved as “change doctor” for clients that include non-profitenterprises, government agencies and administrations, and Fortune500 companies in an array of industries such as AbbottLaboratories, PepsiCo, American Express, Catholic Healthcare West,JPMorgan Chase, and the U.S. Navy. Based on Conner’s long-term research and his decades ofconsulting experience, Managing at the Speed of Change uses simple,easy-t

In biological ecosystems, "keystone" species maintain thehealthy functioning of the entire system. Why? Because their ownsurvival depends on it. This book argues that business ecosystemswork in much the same way-one company's success depends on thesuccess of its partners. Based on more than ten years of research and practicalexperience within industries from retail to automotive to software, The Keystone Advantage outlines a framework that goes beyondmaximizing internal competencies to leveraging the collectivecompetencies of one's entire network for competitive advantage.

Most of us think of leaders as courageous risk takers,orchestrators of major events-in a word, heroes. Yet while suchfigures are inspiring and admirable, Harvard Business SchoolProfessor Joseph Badaracco argues that their larger-than-lifeaccomplishments are simply not what makes the world work. Whatdoes, he says, is the sum of millions of small yet consequentialdecisions that men and women working far from the limelight makeevery day: how a line worker for a pharmaceutical company respondswhen he discovers a defect in a product's safety seal; how amanager deals with a valued employee suspected of stealing; how atrader handles a transaction error that will cost a clientmoney.Badaracco calls them "quiet leaders"-people who chooseresponsible, behind-the-scenes action over public heroism toresolve tough leadership challenges. These individuals don't fitthe stereotype of the bold and gutsy leader, and they don't wantto. What they want is to do the "right thing" for theirorganizations, their coworkers, and t

"Strategy Maps" takes readers to the next level of precision in strategy implementation. "Strategy Maps" introduces a new tool that has evolved from Robert Kaplan and David Norton's ongoing research with hundreds of Balanced Scorecard adopters across the globe, and its premise is simple: if you can visually map your strategy, the people within your organization will better understand it and therefore be better able to execute it effectively. It offers a visual cause-and-effect explanation of what's working and what doesn't in a way that everyone in the company can understand. It helps get the entire organization involved in strategy. 《战略地图:化无形资产为有形成果》系平衡计分卡体系的之作，使企业量化关键的无形资产，如人力、信息和文化。至此，平衡计分卡理论的逻辑体系“描述战略、衡量战略和管理战备”已形成。在本书中，作者将管理领域中几个最关键的任务进行了清晰、严谨的整合，为领导者一本

A bold and revolutionary thinker’s legacy for how business canmeet the greatest economic challenge in decades... It’s no secret: everyone knows that the way most companies dothings is screwed up. Surprisingly, though, herein lays the biggestopportunity for improving growth and profitability in a world inwhich consumers are tapped out and competition is coming from thedevastating combination of low-wage countries with highskills. For more than a decade, following his landmark Reengineering theCorporation, Michael Hammer did “deep dives” into the processes ofcompanies in every imaginable business—from oil refineries tosoftware developers, factories, retailers, and hospitals—tounderstand the nuts and bolts of how they do their work, and thento advise them how to do it differently to become faster, cheaper,better. The results were the right product, at the right time, withthe right price and quality—businesses that not only ate thecompetitions’ lunch but their breakfast and dinn

IDEO, the widely admired, award-winning design and developmentfirm that brought the world the Apple mouse, Polaroid's I-Zoneinstant camera, the Palm V, and hundreds of other cutting-edgeproducts and services, reveals its secrets for fostering a cultureand process of continuous innovation. There isn't a business in America that doesn't want to be morecreative in its thinking, products, and processes. At manycompanies, being first with a concept and first to market arecritical just to survive. In The Art of Innovation, Tom Kelley,general manager of the Silicon Valley based design firm IDEO, takesreaders behind the scenes of this wildly imaginative and energizedcompany to reveal the strategies and secrets it uses to turn outhit after hit.

Since Peter Senge published his groundbreaking book The FifthDiscipline, he and his associates have frequently been asked by thebusiness community: "How do we go beyond the first steps ofcorporate change? How do we sustain momentum?" They know thatcompanies and organizations cannot thrive today without learning toadapt their attitudes and practices. But companies that establishchange initiatives discover, after initial success, that even themost promising efforts to transform or revitalizeorganizations--despite interest, resources, and compelling businessresults--can fail to sustain themselves over time. That's becauseorganizations have complex, well-developed immune systems, aimed atpreserving the status quo. Now, drawing upon new theories about leadership and the long-termsuccess of change initiatives, and based upon twenty-fiveyears of experience building learning organizations, the authors of TheFifth Discipline Fieldbook show how to accelerate success and avoidthe obstacles that can stall momentum. The

Daniel Goleman's international bestseller EmotionalIntelligence forever changed our concept of "being smart," showinghow emotional intelligence (EI)-how we handle ourselves and ourrelationships-can determine life success more than IQ. Then,Working with Emotional Intelligence revealed how stellar careerperformance also depends on EI.Now, Goleman teams with renowned EIresearchers Richard Boyatzis and Annie McKee to explore the role ofemotional intelligence in leadership. Unveiling neuroscientificlinks between organizational success or failure and "primalleadership," the authors argue that a leader's emotions arecontagious. If a leader resonates energy and enthusiasm, anorganization thrives; if a leader spreads negativity anddissonance, it flounders. This breakthrough concept charges leaderswith driving emotions in the right direction to have a positiveimpact on earnings or strategy.Drawing from decades of analysiswithin world-class organizations, the authors show that resonantleaders-whether CEOs or mana

Book De*ion Filled with stories of how Kraft, Procter Gamble, Safeway,and Samsung have incorporated IDEO's thinking to transform thecustomer experience, The Ten Faces of Innovation is a guide tonurturing and sustaining a culture of continuous innovation andrenewal. From Publishers Weekly Kelley's latest builds on The Art of Innovation, which celebratedthe work culture that distinguishes his high-profile, award-winningindustrial design firm, IDEO. This book covers much of the sameterritory, but focuses on the type of worker and team-buildingrather than the work environment. The authors define 10 personas,including Anthropologists, who contribute insights by observinghuman behavior; Experimenters, who try new things; Hurdlers, whosurmount obstacles; Collaborators, who bring people together andget things done; and Caregivers, who anticipate and meet customerneeds. Like its predecessor, the book is breezy and well written,with plenty of self-promotion. Kelley and Littman weave classic andrecent storie

A compelling vision. Bold leadership. Decisive action.Unfortunately, these prerequisites of success are almost always theingredients of failure, too. In fact, most managers seeking tomaximize their chances for glory are often unwittingly settingthemselves up for ruin. The sad truth is that most companies haveleft their futures almost entirely to chance, and don’t evenrealize it. The reason? Managers feel they must make choices withfar-reaching consequences today, but must base those choices onassumptions about a future they cannot predict. It is thiscollision between commitment and uncertainty that creates THESTRATEGY PARADOX. This paradox sets up a ubiquitous but little-understood tradeoff.Because managers feel they must base their strategies onassumptions about an unknown future, the more ambitious of themhope their guesses will be right – or that they can somehow adaptto the turbulence that will arise. In fact, only a small number oflucky daredevils prosper, while many more unfortunate, bu