LEADER 04828nam 2200649Ia 450 001 9910462204303321 005 20200520144314.0 010 $a1-283-68881-6 010 $a0-8144-3250-6 035 $a(CKB)2670000000275894 035 $a(EBL)1043643 035 $a(SSID)ssj0000755887 035 $a(PQKBManifestationID)12369673 035 $a(PQKBTitleCode)TC0000755887 035 $a(PQKBWorkID)10730934 035 $a(PQKB)11380425 035 $a(MiAaPQ)EBC1043643 035 $a(CaSebORM)9780814432495 035 $a(Au-PeEL)EBL1043643 035 $a(CaPaEBR)ebr10614686 035 $a(CaONFJC)MIL400131 035 $a(OCoLC)845246898 035 $a(EXLCZ)992670000000275894 100 $a20120514d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aHandbook for strategic HR$b[electronic resource] $ebest practices in organizational development from the OD network /$fedited by John Vogelsang ... [et al.] 205 $a1st edition 210 $aNew York $cAmerican Management Association$dc2013 215 $a1 online resource (673 p.) 300 $aDescription based upon print version of record. 311 $a0-8144-3249-2 320 $aIncludes bibliographical references and index. 327 $aCover; Title; Copyright; CONTENTS; The Editors; Section 1 The Changing World of Human Resources; Introduction; 1. The Role of Organization Development in the Human Resource Function; 2. Organization Development and Human Resources Management; Section 2 Consulting and Partnership Skills; Introduction; Facilitation and the Consulting Process; The Core Skills Needed in Consulting on Process Issues; The Client-Consultant Relationship; The Consultant as Person; Partnerships Among the HR Business Partner, Leadership, Staff, and an Internal or External OD Consultant; 3. Facilitation 101 327 $a4. Action Research: The Anchor of OD Practice5. The Organization Development Contract; 6. The Seven Deadly Sins of OD Consulting: Pitfalls to Avoid in the Consulting Practice; 7. Notes Towards a Better Understanding of Process: An Essay; 8. The Consultant as Process Leader; 9. Working with the Client-Consultant Relationship: Why Every Step Is an "Intervention"; 10. Who Owns the OD Effort?; 11. Unraveling the "Who's Responsible?" Riddle; 12. Rules of Thumb for Change Agents; 13. If I Knew Then . . . : An Essay; 14. Who Is the Client Here?: On Becoming An OD Consultant 327 $a15. An Inner Blueprint for Successful Partnership Development: Putting a Relationship to Work16. Reflections on a Cross-Cultural Partnership in Multicultural Organizational Development Efforts; Section 3 Use of Self as an Instrument of Change; Introduction; Use of Self: Our Instrument of Change; The Mental Realities We Build; Ethical Leadership; Covert Processes; 17. Managing Use of Self for Masterful Professional Practice; 18. Personal and Organizational Authority: Bringing the Self into a System of Work Relationships; 19. Diversity, Inclusion, and the Ladder of Inference 327 $a20. Mindfulness and Experiential Learning21. Generative Conversations: How to Use Deep Listening and Transforming Talk in Coaching and Consulting; 22. Diversity and Social Justice: Practices for OD Practitioners; 23. Racism in the Workplace: OD Practitioners' Role in Change; 24. Quadrant Behavior Theory: Edging the Center the Potential for Change and Inclusion; 25. Ethical Leadership and OD Practice; 26. Diagnosing Covert Processes in Groups and Organizations; Section 4 Thinking Systemically and Strategically; Introduction; Systems Thinking: The Connectedness of Everything 327 $aAn Evolving Understanding of Systems ThinkingDesigning Organizations; Culture; Organic/Open Systems Models; Complex Adaptive and Dialogic Approaches; 27. General Systems Theory: What is it? Is There an Application Example for OD?; 28. Gestalt OSD and Systems Theory: A Perspective on Levels of System and Intervention Choices; 29. Towards a Behavioral Description of High-Performing Systems; 30. Chaos and Complexity: What Can Science Teach?; 31. The Postmodern Turn in OD; 32. Corporate Culture; 33. Trauma and Healing in Organizations 327 $a34. Diversity and Inclusion as a Major Culture Change Intervention 330 $aThings are changing in the world of human resources. 606 $aPersonnel management 606 $aOrganizational change 608 $aElectronic books. 615 0$aPersonnel management. 615 0$aOrganizational change. 676 $a658.3/01 701 $aVogelsang$b John$0869262 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910462204303321 996 $aHandbook for strategic HR$91940694 997 $aUNINA LEADER 02808nam 2200577Ia 450 001 9910144116203321 005 20170815111127.0 010 $a1-119-99551-5 010 $a1-119-20869-6 010 $a1-281-84039-4 010 $a9786611840396 010 $a0-470-51697-6 035 $a(CKB)1000000000549491 035 $a(EBL)366756 035 $a(OCoLC)297117169 035 $a(SSID)ssj0000237227 035 $a(PQKBManifestationID)12078120 035 $a(PQKBTitleCode)TC0000237227 035 $a(PQKBWorkID)10207796 035 $a(PQKB)10117111 035 $a(MiAaPQ)EBC366756 035 $a(EXLCZ)991000000000549491 100 $a20070507d2007 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aRethinking sales management$b[electronic resource] $ea strategic guide for practitioners /$fBeth Rogers 210 $aHoboken, NJ $cJohn Wiley & Sons Inc.$dc2007 215 $a1 online resource (315 p.) 300 $aDescription based upon print version of record. 311 $a0-470-51305-5 320 $aIncludes bibliographical references and index. 327 $aRethinking Sales Management; Contents; Foreword; Acknowledgments; About the author; Introduction; PART I: Strategy; 1: The big picture; 2: The purchaser's view; 3: The B2B relationship development box; PART II: Using the Relationship Development Box; 4: Strategic relationships; 5: Prospective relationships; 6: Tactical relationships: the power of low touch; 7: Cooperative relationships; 8: The end of relationships; PART III: Strategic Focus for 21st-Century Sales Management; 9: Reputation management; 10: Working with marketing; 11: Leadership; 12: Process management; Bibliography; Index 330 $aUntil recently, sales managers received no specific training for their jobs. However, selling has become more complex with the emergence of regulations and more sophisticated customers. Sales managers need to inspire and achieve sales results by managing teams of professionals and other resources. To do so, they need guidance on dealing with issues that arise in these broader aspects of their role. This concise guide for sales managers is based on a well-known sales management technique called the 'customer portfolio matrix'. Beth Rogers weaves her version of this throughout, enabling sales 606 $aSales management 606 $aSelling 608 $aElectronic books. 615 0$aSales management. 615 0$aSelling. 676 $a658.8/1 676 $a658.81 700 $aRogers$b Beth$f1957-$0746164 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910144116203321 996 $aRethinking sales management$92026337 997 $aUNINA