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Book
xx, 218 pages : illustrations ; 23 cm
The definitive edition - updated and expanded, with access to an online toolkit. 'The bible of coaching guides...No other book gives you the tools, skills, and the fundamentals needed to succeed in these delicate relationships.' Stephen R. Covey, Author of The 7 Habits of Highly Effective People Co-Active Coaching offers current and aspiring coaches, leaders and managers in organisations and anyone wanting to strengthen interpersonal relationships, a practical, yet transformative communication process called the Co-Active Model. Since its creation by the authors more than 25 years ago, the Co-Active Model and the book have formed the foundation of the authors' six-part coach training program delivered globally to tens of thousands of individuals each year through the authors' training institute, CTI. With its origins in the coaching profession, the Co-Active Model also applies to work and interpersonal relationships because it is based on principles of effective communication backed by current scientific research. In this highly-anticipated new edition, the universal applicability of the the Co-Active Model is emphasised. It goes beyond the one-on-one coach/coachee structure to include guidance for leaders and managers on how they can add a coaching competency to their professional skill set. New to this edition: * Every chapter has been updated for relevance and direct application to coaching in all of its forms, including in the workplace * New material covering: current neuroscience research, Co-Active approaches to leadership development and working with groups and teams * More examples drawn from the authors' first-hand experiences, especially in workplace settings * More examples of the Co-Active Model applied internationally * Updated/fine-tuned glossary (less jargon) * Web-based 'Toolkit' with 27 exercises, questionnaires, checklists, and reproducible forms.
(source: Nielsen Book Data)9781473674981 20180917
Business Library
OB-206-01-06, OB-206-01-06, OB-330-01-02
Book
x, 333 p. ; 25 cm.
  • The north and south of temperament
  • The extrovert ideal. The rise of the "mighty likeable fellow" : how extroversion became the cultural ideal ; The myth of charismatic leadership : the culture of personality, a hundred years later ; When collaboration kills creativity : the rise of the new Groupthink and the power of working alone
  • Your biology, your self? Is temperament destiny? : nature, nurture, and the Orchid Hypothesis ; Beyond temperament : the role of free will (and the secret of public speaking for introverts) ; "Franklin was a politician, but Eleanor spoke out of conscience" : why cool is overrated ; Why did Wall Street cash and Warren Buffett prosper? : how introverts and extroverts think (and process dopamine) differently
  • Do all cultures have an extrovert ideal? Soft power : Asian-Americans and the extrovert ideal
  • How to love, how to work. When should you act more extroverted than you really are? ; The communication gap : how to talk to members of the opposite type ; On cobblers and generals : how to cultivate quiet kids in a world that can't hear them
  • Wonderland
  • A note on the words Introvert and Extrovert.
Demonstrates how introverted people are misunderstood and undervalued in modern culture, charting the rise of extrovert ideology while sharing anecdotal examples of how to use introvert talents to adapt to various situations.
Business Library
OB-206-01-06, OB-206-01-06
Book
1 online resource.
  • Your 3 imperatives as a manager
  • I'm the boss!
  • I'm your friend!
  • Can people trust you?
  • Understand the reality of your organization
  • Weave your own web of influence
  • Don't forget your boss
  • Define the future
  • Be clear how your team works
  • Your team members are individuals too
  • Manage through your daily work
  • Completing your journey
  • Epilogue.
ProQuest Ebook Central Access limited to 3 users.
Business Library
OB-206-01-06, OB-206-01-06
Book
xvi, 284 p. ; 25 cm.
  • Introduction: Where Are You On Your Journey? 1: Your 3 Imperatives as a Manager Part I: Manage Yourself 2: I'm the Boss! 3: I'm Your Friend! 4: Can People Trust You? Part I Summary: Where are you on your journey? Part II: Manage Your Network 5: Understand the Reality of Your Organization 6: Weave Your Own Web of Influence 7: Don't Forget Your Boss Part II Summary: Where are you on your journey? Part III: Manage Your Team 8: Define the Future 9: Be Clear How Your Team Works 10: Your Team Members Are Individuals Too 11: Manage Through Your Daily Work Part III Summary: Where are you on your journey? 12: Completing Your Journey.
  • (source: Nielsen Book Data)9781422163894 20160605
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 compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.
(source: Nielsen Book Data)9781422163894 20160605
Business Library
OB-206-01-06, OB-206-01-06
Book
276 p. ; 24 cm.
  • Sand, sweat, and character
  • The talent problem
  • Decoding the jagged resume
  • Where insights are born
  • Auditions that work
  • Talent that whispers
  • What can go right?
  • Lottery tickets
  • Talent that shouts
  • When to say no.
Reveals the secrets used by talent scouts to recognize future stars in such areas as Hollywood, finance, and the military, drawing on research findings in a variety of disciplines to explain how business leaders can identify high achievers.
Business Library
OB-206-01-06, OB-206-01-06
Book
499 p. : ill ; 24 cm.
Kahneman exposes the extraordinary capabilities and also the faults and biases of fast thinking, and the pervasive influence of intuitive impressions on peoples' thoughts and choices.
Business Library
OB-206-01-06, OB-206-01-06, OB-527-01
Book
xi, 231 p. : ill ; 25 cm.
  • Acknowledgements Introduction My Collaboration Journey Chapter 1 Getting collaboration wrong !or getting it right Part I: Opportunities and Barriers Chapter 2 Know when to collaborate, and when not to Chapter 3 Spot the four barriers to collaboration Part II: Solutions Chapter 4 Lever one: Unify people Chapter 5 Lever two: Cultivate T-shaped management Chapter 6 Lever three: Build nimble networks Part III: A personal challenge Chapter 7 Grow to be a collaborative Leader Journey's end (for now).
  • (source: Nielsen Book Data)9781422115152 20160605
In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today's competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need? In this book, Hansen shows managers how to get collaboration right through "disciplined collaboration"-- a practical framework and set of tools managers can use to: * Assess when--and when not--to pursue collaboration across units to achieve goals * Identify and overcome the four barriers to collaboration * Get people to buy into the larger picture, even when they own only a small piece of it * Be a "T-Shaped Manager, " collaborating across divisions while still working deeply in your own unit * Create networks across the organization that are not large, but nimble and effective Based on the author's long-running research, in-depth case studies, and company interviews, Collaboration delivers practical advice and tools to help your organization collaborate--for real results.
(source: Nielsen Book Data)9781422115152 20160605
Business Library
OB-206-01-06, OB-206-01-06
Book
1 online resource (1 volume) : illustrations
"Influence", the classic book on persuasion, explains the psychology of why people say "yes" - and how to apply these understandings. Dr. Robert Cialdini is the seminal expert in the rapidly expanding field of influence and persuasion. His thirty-five years of rigorous, evidence-based research along with a three-year program of study on what moves people to change behavior has resulted in this highly acclaimed book. You'll learn the six universal principles, how to use them to become a skilled persuader - and how to defend yourself against them. Perfect for people in all walks of life, the principles of "Influence" will move you toward profound personal change and act as a driving force for your success.
(source: Nielsen Book Data)9780061241895 20160711
Stanford Libraries
OB-206-01-06, OB-206-01-06
Book
ix, 230 p. : ill ; 24 cm.
  • Chapter 1: Introduction to Managerial Decision Making. The Anatomy of Decisions. System 1 and System 2 Thinking. The Bounds of Human Attention and Rationality. Introduction to Judgmental Heuristics. An Outline of Things to Come. Chapter 2: Common Biases. Biases Emanating from the Availability Heuristic. Biases Emanating from the Representativeness Heuristic. Biases Emanating from the Confirmation Heuristic. Integration and Commentary. Chapter 3: Bounded Awareness. Inattentional Blindness. Change Blindness. Focalism and the Focusing Illusion. Bounded Awareness in Groups. Bounded Awareness in Strategic Settings. Bounded Awareness in Auctions. Discussion. Chapter 4: Framing and the Reversals of Preference. Framing and the Irrationality of the Sum of Our Choices. We Like Certainty, Even Pseudocertainty. The Framing and the Overselling of Insurance. What's It Worth to You? The Value We Place on What We Own. Mental Accounting. Do No Harm, the Omission Bias, and the Status Quo. Rebate/Bonus Framing. Joint Versus Separate Preference Reversals. Conclusion and Integration. Chapter 5: Motivational and Emotional Influences on Decision Making. When Emotion and Cognition Collide. Positive Illusions. Self-Serving Reasoning. Emotional Influences on Decision Making. Summary. Chapter 6: The Escalation of Commitment. The Unilateral Escalation Paradigm. The Competitive Escalation Paradigm. Why Does Escalation Occur? Integration. Chapter 7: Fairness and Ethics in Decision Making. Perceptions of Fairness. Bounded Ethicality. Conclusion. Chapter 8: Common Investment Mistakes. The Psychology of Poor Investment Decisions. Active Trading. Action Steps. Chapter 9: Making Rational Decisions in Negotiation. A Decision-Analytic Approach to Negotiations. Claiming Value in Negotiation. Creating Value in Negotiation. The Tools of Value Creation. Summary and Critique. Chapter 10: Negotiator Cognition. The Mythical Fixed Pie of Negotiations. The Framing of Negotiator Judgment. Escalation of Conflict. Overestimating Your Value in Negotiation. Self-Serving Biases in Negotiation. Anchoring in Negotiations. Conclusions. Chapter 11: Improving Decision Making. Strategy 1: Use Decision-Analysis Tools. Strategy 2: Acquire Expertise. Strategy 3: Debias Your Judgment. Strategy 4: Reason Analogically. Strategy 5: Take an Outsider's View. Strategy 6: Understand Biases in Others. Conclusion. References. Index.
  • (source: Nielsen Book Data)9780470049457 20160610
Behavioral decision research has developed considerably over the past 25 years, and now provides important insights into managerial behavior. Bazerman & Moore's Judgment in Managerial Decision Making, 7th edition embeds behavioral decision research into the organizational realm by examining judgment in a variety of managerial contexts. This book includes information that is useful for anyone seeking further information on improving his or her judgment and decision making. Throughout, you'll find numerous hands-on decision exercises and examples from the author's extensive executive training experience that will help you improve the quality of your managerial judgment.
(source: Nielsen Book Data)9780470049457 20160610
Business Library
OB-206-01-06, OB-206-01-06
Book
343 p. ; 23 cm.
  • Introduction: becoming a negotiation genius. The negotiator's toolkit. Claiming value in negotiation; Creating value in negotiation; Investigative negotiation
  • The psychology of negotiation. When rationality fails: biases of the mind; When rationality fails: biases of the heart; Negotiating rationally in an irrational world
  • Negotiating in the real world. Strategies of influence; Blind spots in negotiation; Confronting lies and deception; Recognizing and resolving ethical dilemmas; Negotiating from a position of weakness; When negotiations get ugly: dealing with irrationality, distrust, anger, threats, and ego; When not to negotiate; The path to genius
  • Glossary.
Business Library
OB-206-01-06, OB-206-01-06
Book
xiv, 320 p. : ill., ports. ; 21 cm.
  • Weapons of influence
  • Reciprocation : the old give and take--and take
  • Commitment and consistency : hobgoblins of the mind
  • Social proof : truths are us
  • Liking : the friendly thief
  • Authority : directed deference
  • Scarcity : the rule of the few
  • Epilogue. Instant influence : primitive consent for an automatic age.
"Influence", the classic book on persuasion, explains the psychology of why people say "yes" - and how to apply these understandings. Dr. Robert Cialdini is the seminal expert in the rapidly expanding field of influence and persuasion. His thirty-five years of rigorous, evidence-based research along with a three-year program of study on what moves people to change behavior has resulted in this highly acclaimed book. You'll learn the six universal principles, how to use them to become a skilled persuader - and how to defend yourself against them. Perfect for people in all walks of life, the principles of "Influence" will move you toward profound personal change and act as a driving force for your success.
(source: Nielsen Book Data)9780061241895 20160528
Business Library
OB-206-01-06, OB-206-01-06
Book
291 p. ; 22 cm.
Business Library
OB-206-01-06, OB-206-01-06
Book
x, 276 p. ; 25 cm.
Business Library
OB-206-01-06, OB-206-01-06
Book
xxi, 296 p. ; 22 cm.
Business Library
OB-206-01-06, OB-206-01-06
Book
xiv, 603 pages : illustrations, portraits ; 22 cm.
  • Competencies
  • Performance dimensions
  • Career stallers and stoppers
A guide to improving one's business and management skills intended for those who would like to improve their own skills as well as those who coach or mentor others.
Business Library
OB-206-01-06, OB-206-01-06
Book
xxi, 250 p. ; 20 cm.
Business Library
OB-206-01-06, OB-206-01-06
Book
143 pages : illustrations (some color) ; 23 cm
  • Forge a partnership : build trust and understanding so people want to work with you
  • Inspire commitment : build insight and motivation so people focus their energy on goals that matter
  • Grow skills : build new competencies to ensure people know how to do what is required
  • Promote persistence : build stamina and discipline to make sure learning lasts on the job
  • Shape the environment : build organizational support to reward learning and remove barriers.
Business Library
OB-206-01-06, OB-206-01-06
Book
viii, 391 p. ; 25 cm.
An in-depth look at the role of power and influence in organizations. Pfeffer identifies the sources of power, shows how power is used, describes the conditions under which power and influence are important, and reveals how to manage the political dynamics at work in every organization.
(source: Nielsen Book Data)9780875843148 20160605
Business Library
OB-206-01-06, OB-206-01-06
Business Library
OB-206-01-06, OB-206-01-06
Business Library
OB-206-01-06, OB-206-01-06