Resultado Editorial "Gildan Media, LLC" em Comportamento Organizacional e no Local de Trabalho

Existing narratives about how we should organize are built upon, and reinforce, a concept of "good management" derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management's past. A New History of Management disputes these foundations. By reassessing conventional perspectives on past management theories and providing a new critical outline of present-day management, it highlights alternative conceptions of "good management".

The tumultuous changes of the past decade, including China's economic rise and the financial meltdown, were just the beginning. The next cataclysmic wave is surging relentlessly ahead, demanding leaders who can steer their companies through complexity and change. Leadership 2030 uncovers six megatrends that will dramatically impact organizations' markets, cultures, systems, and processes.

Still myopically chasing quarterly profits, producing the same product the same way, issuing directives to increasingly disengaged employees? Too many organizations cling to outdated practices - to their detriment and almost certain demise. In today's unpredictable, interconnected world, you cannot rely on the old rules of business to get stellar results.

Most established companies have deployed such digital technologies as the cloud, mobile apps, the internet of things, and artificial intelligence. But few established companies are designed for digital. This book offers an essential guide for retooling organizations for digital success. In the digital economy, rapid pace of change in technology capabilities and customer desires means that business strategy must be fluid. As a result, the authors explain, business design has become a critical management responsibility.

As our workloads expand, attention has never been more valuable. Or more difficult to keep. In Can I Have your Attention?, Curt Steinhorst shows business leaders how to cut through the noise and get their employees back to work. Curt has spent years helping Fortune 500 companies overcome distraction and achieve focus. With technology creating endless opportunities to "improve productivity", people spend so much time responding to the interruptions that they've lost the ability to focus and do their jobs.

In Leading Change, James O'Toole argues that outdated Machiavellian dictates of situational leadership are ultimately ineffective - and demonstrates instead that successful leadership is rooted in high moral purpose and consistent respect for followers.

Fit for Growth is a unique approach to business transformation that explicitly connects growth strategy with cost management and organization restructuring. Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts at PwC's Strategy& lay out a winning framework that helps CEOs and senior executives transform their organizations for sustainable, profitable growth.

Top companies around the world turn to Jonathan Byrnes to figure out where the profit is. He can show them which parts of their businesses are worth expanding and which are just a drain on resources. Most astonishing, he has found that roughly 40 percent of any new client’s business is unprofitable and that profit increases of 30 percent or more are within reach. Byrnes reveals an uncomfortable truth....

How do senior leaders, in their own words, describe the most effective leaders - the ones that get results, grow the business, enhance the culture and leave in their wake a trail of other really effective leaders? Conversely, how do senior leaders describe the kind of leader that undercuts the organization's capacity and capability to create its future? This book, based on groundbreaking research, shows how senior leaders describe and develop leadership that works, that does not, that scales, and that limits scale.

Committed Teams: Three Steps to Inspiring Passion and Performance is based on a deceptively simple philosophy: set a direction, try to stay on track, and make adjustments when necessary. Easy to do? Hardly - especially when the typical workday is time-crunched, stressful, and deadline-driven. Drawing on research done at the Wharton School of Business, the authors reveal how to deliver results under these tough conditions.

Good works are no longer optional. For many businesses, success comes in unexpected ways. Toms grew into a $600-million company by giving away 35 million pair of shoes. Patagonia's profits have climbed year after year even as it funnels heavy investments into sustainability. And it's not just millennials rewarding companies with causes. In every age group, people commit to brands that show good citizenship.

Many of the prices we pay seem to make little sense. We shell out $2.29 for a coffee at Starbucks when a nearly identical brew can be had at the corner deli for less than a dollar. We may be less willing to give blood for $25 than to donate it for free. Americans hire the cheap labor of illegal immigrants to fix the roof or mow the lawn and vote for politicians who promise to spend billions to keep them out of the country.

Why work harder than you have to? One manager kept his senior execs happy by secretly hacking into the company’s database, providing them the reports they needed in one-third the time. Hacking is a powerful solution to every stupid procedure, tool, rule, and process we are forced to endure. Benevolent hackers are saving business from itself. It would be so much easier to do great work if not for lingering bureaucracies, outdated technologies, and deeply irrational rules and procedures.

A New York Times columnist delivers an eye-opening big idea: Embracing mistakes can make us smarter, healthier, and happier in every facet of our lives. In Better by Mistake, Alina Tugend shows that mistakes are everywhere, and suggests that when we acknowledge and identify them correctly, we can improve not only ourselves, but our families, our work, and the world around us.

As a savvy and motivated professional, you’re constantly on the lookout for high-impact leadership strategies to take your business to the next level and beyond—without bogging you down in abstract theories or exhaustive case studies. You need foolproof ways to lead your people to achieve outstanding results, even in challenging times. As legendary football coach Vince Lombardi said, it’s time to get “brilliant on the basics.”

Traditionally, human resources has focused on recruiting good people, preparing them for assignments, motivating them to perform, and retaining them. These functions remain essential. But to be successful in turbulent times like ours, human capital strategy needs to be broader and much more far reaching.

Just like the meteor that likely precipitated the end of the dinosaurs, social media is having a monumental impact on the world's economy; a change so dramatic that it has created a new business era. Welcome... to the Social Age. What does the Social Age mean for your business? Containing stories, analysis of real-world scenarios, and indispensable guidance, A World Gone Social gives you the tools and information you need to survive - and thrive - in a business climate in which customers hold all the cards...

It is taken for granted in the knowledge economy that companies must employ the most talented performers to compete and succeed. Many firms try to buy stars by luring them away from competitors. But Boris Groysberg shows what an uncertain and disastrous practice this can be.

The first wave of the Millennial Generation - born between the early 1980s and 2002 - is just graduating from college and entering the work force. Employers, meantime, are bracing for some of the biggest management challenges they've ever faced: Integrating the most demanding and most protected generation in history into a workplace shaped by the driven baby-boom generation.

In their best-seller Working with You Is Killing Me, Katherine Crowley and Kathi Elster taught readers how to free themselves from emotional traps created by difficult colleagues. Now they apply their research and insights to the challenges of "toxic bosses." Sooner or later, we all work for someone we can't stand. When that happens, some people quit, some suffer in silence, and others cope by sulking, obsessing, avoiding, or retaliating.