A magazine CEO clashes with his v-p of sales over lagging ad sales. Two married attorneys each try to get the upper hand while house-hunting. A team of managers, intending to collaborate, winds up competing with each other. These are just some of the power struggles Martin, dean of the University of Toronto's business school, presents in this personal and professional self-help book. Both overachieving and underachieving execs will recognize themselves and their colleagues in Martin's realistic, well-sketched (pseudonymous) conflicts, in which ego and fear of failure are presented as major roadblocks to group consensus. His 15 years of consulting experience serve him well, especially when he demonstrates, with specific examples, how most poor decision-making begins at the level of individual behavior. Figures and diagrams abound, likening portions of the book to a Power Point presentation, albeit a useful one. For example, the "Responsibility Ladder" shows the levels of responsibility to which most people gra

THE TIPPING POINT is that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire. Just as a single sick person can start an epidemic of the flu, so too can a small but precisely targeted push cause a fashion trend, the popularity of a new product, or a drop in the crime rate. This bestselling book, in which Malcolm Gladwell brilliantly illuminates the tipping point phenomenon, is already changing the way people throughout the world think about selling products and disseminating ideas.

Your success in business depends on your ability to understand and improve "the numbers." Finance for Non-Financial Managers provides you with twenty-four plain-English lessons covering the basics of accounting, financial statements, and budgeting. Packed with tips and insights for reading a financial statement, measuring profitability, tracking cash flow, and more, this fingertip guide to the essentials of accounting will show you how to: Put numbers in context * Read and understand footnotes * Determine if inventory is too high * Ensure that sales are recorded properly * Use key ratios * Set realistic sales goals * Understand what an auditor does * Learn where to go for answers * Spot potential problem areas Before you can accurately assess a company's strengths and weaknesses, you must understand the language of finance. Finance for Non-Financial Managers will allow you to comprehend and speak that language by giving you a fundamental knowledge of where your organization's numbers come from, what t

Jack Welch knows how to win. During his forty-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits. Since Welch retired in 2001 as chairman and chief executive officer of GE, he has traveled the world, speaking to more than 250,000 people and answering their questions on dozens of wide-ranging topics. Inspired by his audiences and their hunger for straightforward guidance, Welch has written both a philosophical and pragmatic book, which is destined to become the bible of business for generations to come. It clearly lays out the answers to the most difficult questions people face both on and off the job. Welch's objective is to speak to people at every level of an organization, in companies large and small. His audience is everyone from line workers to MBAs, from

Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement, bringing IBM back from the brink of insolvency to lead the computer business once again.Offering a unique case study drawn from decades of experience at some of America's top companies — McKinsey, American Express, RJR Nabisco — Gerstner's insights into management and leadership are applicable to any business, at any level.Ranging from strategy to public relations, from finance to organization, Gerstner reveals the lessons of a lifetime running highly successful companies. 作者简介： Lou Gerstner, Jr., served as chairman and chief executive officer of IBM from April 1993 until March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its

These quick reads, based on McGraw-Hill bestsellers, aredesigned to meet the needs of busy people. Titles in the seriesfocus on each book's main themes and action ideas, reduced to amanageable page count for on-the-go readers. Specific strategies for understanding the 10 types of problempeople and influencing them to adopt positive behaviors.

Joel Makower author of Beyond the Bottom Line: Putting Social Responsibility to Work for Your Business and the World Ben and Jerry have dished up a healthy scoop of wisdom about the power of business to make change -- and make money. Double-Dip clearly and passionately shows that values-driven business is a powerful idea and not merely a flavor of the month. Business Times A very different kind of business book, Ben & Jerry's Double-Dip shows how a company can win the respect of its community, loyalty of its customers, and healthy profits, too, by addressing social concerns as well as the bottom line. Tom Chappell President and co-founder of Tom's of Maine Ben & Jerry have achieved what we all wish were possible in business -- one set of values, for home and at work. Hurray for them!

These quick reads, based on McGraw-Hill bestsellers, are designed to meet the needs of busy people. Titles in the series focus on each book's main themes and action ideas, reduced to a manageable page count for on-the-go readers. A workplace-tested pre*ion for encouraging the behaviors and key drivers of effective leadership, from one of today's top training teams. 作者简介： John H. (Jack) Zenger, D.B.A., is executive vice president and a director of Provant,Inc., and the author or coauthor of a number of books on the drivers and principles of leadership, including The Extraordinary Leader and Results-Based Leadership.

These quick reads, based on McGraw-Hill bestsellers, aredesigned to meet the needs of busy people. Titles in the seriesfocus on each book's main themes and action ideas, reduced to amanageable page count for on-the-go readers. Goal-focused, commonsense techniques for stimulating greaterproductivity in the workplace and fostering true commitment.

"Managing for the Short Term is about flexibility within a sustained strategy. Chuck Martin has developed a framework that turns this into a skill for every executive." “His blueprint for aligning urgent action with a constant focus on strategy will help spur organizations to faster and higher levels of achievement.” "A must read for any business leader who wants to maximize their effectiveness in today's business environment." "Martin's book is packed with helpful insights to do the right things to get you through today, to stay alive for a prosperous tomorrow." "A much needed strategic plan for our increasingly chaotic business landscape." "An instructive guide to creating an intense focus and alignment throughout your organization." "Managing for the Short Term is about flexibility within a sustained strategy. Chuck Martin has developed a framework that turns this into a skill for every executive." His blueprint for aligning urgent action with a constant focus on strategy

Smith won more games (875) than any other coach in college-basketball history. His teams at North Carolina were characterized by unselfishness, preparedness, and basketball intelligence. It's not surprising that Smith has a few cogent thoughts to offer on the matter of leadership. He begins by explaining what leadership means to him. Then former players comment on the concept as Smith applied it during their careers. Next, he tailors his lesson to a business application. Among the topics he explores are teamwork, winning, losing, planning for the future, building confidence, and setting goals. "Successful-coach-offers-business-advice" books are a publishing staple, but too often they consist of little more than commonsense platitudes mixed with some playing-field anecdotes. Smith breaks the pattern here, thanks in large part to his understanding that business isn't basketball, and direct correlations between sport and real life are often specious. It's apparent that Smith would have found success in virtually

Six Sigma for Managers is a practical overview on how to implement Six Sigma practices in everyday business. Emphasizing straightforward explanations instead of complex charts and statistics, it shows managers how to map processes, measure smart, and follow other Six Sigma principles. 作者简介： GREG BRUE is president and CEO of Six Sigma Consultants,Inc.and has implemented Six Sigma methodologies for some of the world's most recognized companies.

Covering the gamut of tasks involved in managing any project, this portable guide develops ideas about planning, team building, motivation, mid-course assessment and correction, and after-project review. It helps managers determine whether and how to make the critical tradeoffs between time, cost, and quality that are the essence of project management. Managers at any level can use this portable guide to become more efficient and effective multi-taskers

COMPANIES TODAY ARE UNDER MORE PRESSURE THAN EVER to increase productivity. In this BusinessWeek bestseller, Jason Jennings identifies the world's most productive companies and reveals their secrets--none of which, remarkably, include layoffs. The companies he features are surprise standouts in their industries,from Ryanair, Which generates three times more profit per employee than the legendary Southwest Airlines, to Nucor, a steel firm with an annual growth of seventeen percent for the past thirty-one years and the highest paid workers in the business. Drawing on these and other amazing companies, Jennings presents his readers with solid advice on how to streamline businesses, eliminate waste, and inspire greatness within a workforce. Full of unexpected results and irrev-erent observation, Less Is More offers the key to ramping up the "productivity meter" in any industry.

From setting goals and breaking them down into tasks to creating a manageable schedule and putting it into action, this user-friendly guide outlines proactive ways to focus on mission-critical tasks, eliminate or delegate non-priority projects, control interruptions, and avoid distractions. It is the essential guide to maximizing every manager's most valuable commodity. Key features Instructs readers how to: Set goals and focus on high-priority tasks Organise your space and save your time Use scheduling tools that really work for you Avoid distractions and control interruptions Delegate effectively Get more done in less time