Ken Blanchard and Sheldon Bowles, co-authors of the New York Times business bestseller Raving Fans, are back with Gung Ho! Here is an invaluable management tool that outlines foolproof ways to increase productivity by fostering excellent morale in the workplace. It is a must-read for everyone who wants to stay on top in today's ultra-competitive business world. Raving Fans taught managers how to turn customers into full-fledged fans. Now, Gung Ho! brings the same magic to employees. Through the inspirational story of business leaders Peggy Sinclair and Andy Longclaw, Blanchard and Bowles reveal the secret of Gung Ho--a revolutionary technique to boost enthusiasm and performance and usher in astonishing results for any organization. The three principles of Gung Ho are: The Spirit of the Squirrel The Way of the Beaver The Gift of the Goose These three cornerstones of Gung Ho are surprisingly simple and yet amazingly powerful. Whether your organization consists of one or is listed in the Fo

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job. In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period. Concise and actionable, this is the surviv

The One–Page Project Manager shows you how to boil down any project into a simple, one–page document that can be used to communicate all essential details to upper management, other departments, suppliers, and audiences. This practical guide will save time and effort, helping you identify the vital parts of a project and communicate those parts and duties to other team members.

Here at last is the indispensable resource that has helped the writers and editors of The Wall Street Journal earn a reputation for the most authoritative business writing anywhere。 Originally written exclusively for the paper's staff， The Wall Street Journal Guide to Business Style and Usage is a landmark work。 Many years in preparation， it has now been expanded and revised for anyone who wants to write well， but especially for those in the business community。 The only book of its kind， it offers A-Z guidance on style and usage， bearing in mind the special needs of business professionals and including the latest business terminology。 If ABC is no longer the American Broadcasting Company， what is it？ What is the difference bet-ween “adjusted gross receipts“ and “adjusted gross income”？ How about the differences among “adopt，” “approve，” “enact”and “pass”？ When should you say “affect” and when “effect”？ When did Generation X end and G

本书由18位专家写就，对我国前寒武至第四纪的生物地层研究工作进行了系统总结。

McKinsey & Company is the most respected and most secretive consulting firm in the world, and business readers just can't seem to get enough of all things McKinsey. Now, hot on the heels of his acclaimed international bestseller The McKinsey Way, Ethan Rasiel brings readers a powerful new guide to putting McKinsey concepts and skills into action The McKinsey Mind. While the first book used case studies and anecdotes from former and current McKinseyites to describe how "the firm" solves the thorniest business problems of their A-list clients, The McKinsey Mind goes a giant step further. It explains, step-by-step, how to use McKinsey tools, techniques and strategies to solve an array of core business problems and to make any business venture more successful. Designed to work as a stand-alone guide or together with The McKinsey Way, The McKinsey Mind follows the same critically acclaimed style and format as its predecessor. In this book authors Rasiel and Friga expand upon the lessons found in The McKinse

"You'll not only break the ice, you'll melt it away with yournew skills." -- Larry King"The lost art of verbal communication maybe revitalized by Leil Lowndes." -- Harvey McKay, author of “How toSwim with the Sharks Without Being Eaten Alive” What is that magic quality makes some people instantly loved andrespected? Everyone wants to be their friend (or, if single, theirlover!) In business, they rise swiftly to the top of the corporateladder. What is their "Midas touch?" What it boils down to is a more skillful way of dealing withpeople. The author has spent her career teaching people how tocommunicate for success. In her book How to Talk to Anyone(Contemporary Books, October 2003) Lowndes offers 92 easy andeffective sure-fire success techniques-- she takes the reader fromfirst meeting all the way up to sophisticated techniques used bythe big winners in life. In this information-packed book you’llfind: 9 ways to make a dynamite first impression 14 ways to master small talk, "big talk,"

This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Mach

The greatest motivational book of all time! Napoleon Hill's thirteen step programme will set you on the pathto wealth and success. Think and Grow Rich reveals the money-makingsecrets of hundreds of America's most affluent people. By thinkinglike them, you can become like them. This powerful 1937 classic,with analysis from self-development authority Tom Butler-Bowdon,will continue to be read through the decades of economic boom andbust, proving that the magic formula for making money neverchanges.

For more than twenty years, millions of managers in Fortune 500 companies and small businesses nationwide have followed The One Minute Manager's techniques, thus increasing their productivity, job satisfaction, and personal prosperity. These very real results were achieved through learning the management techniques that spell profitability for the organization and its employees. The One Minute Manager is a concise, easily read story that reveals three very practical secrets: One Minute Goals, One Minute Praisings, and One Minute Reprimands. The book also presents several studies in medicine and the behavioral sciences that clearly explain why these apparently simple methods work so well with so many people. By the book's end you will know how to apply them to your own situation and enjoy the benefits. That's why The One Minute Manager has continued to appear on business bestseller lists for more than two decades, and has become an international sensation.

The high-profile accounting scandals of recent years have madeone thing clear: You can't know too much about the company forwhich you work. What are the numbers? Where do you find them? Howdo they affect you and your staff? This fully revised and updated third edition of The McGraw-Hill36-Hour Course: Finance for Nonfinancial Managers provides a firmgrasp on what all the numbers really mean. Designed to let youlearn at your own pace, it walks you through: The essential concepts of finance, so you can ask intelligentquestions and understand the answers Vital statements and reports, with sections on pro formafinancial statements and expensing of stock options The auditing process--what is measured, how it's measured, andhow you can help ensure accuracy and completeness With chapter-ending quizzes and an online final exam, TheMcGraw-Hill 36- Hour Course: Finance for Nonfinancial Managers serves as avirtual professor, providing the curriculum you need to crunch thenumber

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 essential guide to seamless product management for today’sfluid, unpredictable business world Long considered the most useful and insightful guide of its kind,The Product Manager’s Handbook has been fully revised and updatedto give you the edge in today’s challenging business landscape. Itfeatures expanded coverage of product development processes,intelligence-gathering techniques (including social media), and agreater emphasis on international issues. This indispensable resource proves that the techniques and toolsproduct managers use are similar—regardless of what industry theywork in and what kind of products they manage. Simply put, thisbook has everything you need for superior job performance—whetheryou manage consumer or business-to-business products created by anorganization that is hierarchical or horizontal. The Product Manager’s Handbook shows you how to integrate yourorganization’s disparate segments into a cooperative,results-focused unit that produces sa

Based on Patrick Lencioni's extraordinarily successful leadership fable The Five Dysfunctions of a Team, this Participants Work book outlines Lencioni's powerful model and the actionable steps that can be used to overcome five common problems that may prevent your team from performing at its best: Absence of Fear of Lack of Avoidance of and, Inattention to Results. 作者兰西奥尼是旧金山一家管理咨询公司的总裁，也是著名的管理类畅销书作家。《克服团队协作的五种障碍》以其畅销书《团队协作的五种障碍》为基础，围绕建立信任、掌控冲突、兑现承诺、增强责任感、关注结果这五种克服团队协作障碍的模式，给出了研修的工具、练习、评估方法和实用案例。《克服团队协作的五种障碍：领导者·经理人·培训师的实用指南》提出以下问题，促使团队深刻思考： 我们是否是真正的团队？ 我们团队目前的表现如何？ 我们是否

Supercharge your job performance and get where your want to beby becoming an ACTIVE LEARNER In today's highly competitive workenvironment, continuous learning is an absolute necessity--arequirement to keep up with the latest innovations in the field andincrease productivity. Learn Your Way to Success helps you spototherwise overlooked opportunities to learn and teaches you how totake advantage of them. It provides tools for setting a personallearning agenda, keeping track of what is learned, and determininghow to use that learning to improve performance in their currentjob, prepare for their next job, and plan their careers. Daniel R.Tobin has more than 30 years of experience in the learning anddevelopment field. He has founded two corporate universities(Digital Equipment Corporation's Network University and WangGlobal/Getronics Virtual University) and served as vice presidentof design and development at the American Management Association(AMA).

In The Leadership Engine, Noel Tichy showed how great companies strive to create leaders at all levels of the organization, and how those leaders actively develop future generations of leaders. Now, in The Cycle of Leadership, Tichy takes the theme further, showing how great companies and leaders hone their business knowledge into "teachable points of view,'and pass this knowledge to others in the organization. In turn, these leaders learn from the employees they are teaching. Using examples of this "virtuous teaching cycle" from GE, Best Buy,Genentech, Southwest Airlines and many others, Professor Tichy presents and analyzes leadership principles in action and shows how leaders can begin to transform their own businesses into teaching organizations and,consequently, better-performing companies.

In our lightning-fast digital age, a company can facehumiliation and possibly even ruin within seconds of a negativetweet or blog post. Over the last year companies such as BP,Goldman Sachs, and Toyota have experienced serious blows to theirimages that could have had reduced impact if their leaders hadimplemented reputation management into their business strategy andculture. There is no one in either the corporate or academic spherewith greater expertise in the area of corporate reputation than Dr.Daniel Diermeier. An award-winning professor at the Kellogg Schoolof Management, Northwestern University, Dr. Diermeier has blazed apath in understanding the significance of reputation management anddemonstrating how a company can create a program so powerful thatit can help turn a potential public disgrace into a public imagesuccess story.

Harvard Business Review on Culture and Change provides insights into the confus- ing and often difficult process of changing workplace culture. In this diverse se- ries of articles, the authors examine why people resist change on both the corpo- rate and the individual level, show how passive aversion to cultural problems affects company performance, and provide an actionable framework for trans- forming corporate culture.

A friend’s recommendation is more powerful than anyadvertisement. In the world of Facebook, Twitter, and beyond, thatrecommendation can travel farther—and faster—than ever before. LIkeable Social Media helps you harness the power ofword-of-mouth marketing to transform your business. Listen to yourcustomers and prospects. Deliver value, excitement, and surprise.And most important, learn how to truly engage your customers andhelp them spread the word

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