LEADER 06991nam 2200697 450 001 9910166635903321 005 20231108112218.0 010 $a1-119-21247-2 010 $a1-119-21246-4 010 $a1-119-22064-5 035 $a(CKB)4330000000009376 035 $a(EBL)4714037 035 $a(Au-PeEL)EBL4714037 035 $a(CaPaEBR)ebr11279576 035 $a(CaONFJC)MIL961922 035 $a(OCoLC)960457807 035 $a(CaSebORM)9781119212348 035 $a(MiAaPQ)EBC4714037 035 $a(EXLCZ)994330000000009376 100 $a20161228h20172017 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aClash of the generations $emanaging the new workplace reality /$fValerie M. Grubb 210 1$aHoboken, New Jersey :$cWiley,$d2017. 210 4$dİ2017 215 $a1 online resource (210 p.) 225 1 $aTHEi Wiley ebooks 300 $aIncludes index. 311 $a1-119-21234-0 327 $aCover; Title Page; Copyright; Contents; Preface; Acknowledgments; Chapter 1: The New Workplace Reality; The Changing Nature of Leadership; The Changing Role of the Manager; The Changing Role of HR; The Changing Role of the Employee; Building on These Changes; Notes; Chapter 2: Defining the Generations; What the Experts Say; The Big Three-and a Newcomer; Baby Boomers (1946-1964); Generation Xers (1965-1980); Millennials (1981-1997); Generation Zers (1998-present); Generational Characteristics; The More Things Change; Notes; Chapter 3: Fostering a Culture of Inclusion 327 $aThe Business Case for DiversityThe Role of Company Culture; Overcoming a Negative Culture; Creating an Age-Diverse Culture; Stimulate Idea Generation; Protect Idea Generators; Don't Slaughter Someone for Mistakes; Promote Good Ideas; Broaden Your Knowledge Base; Push Yourself beyond Your Comfort Zone; Employ Diverse Employees and Teams; Recognize and Reward Risk-Taking; Notes; Chapter 4: Setting the Stage for Great Performance; Goal Setting; Getting Started; Getting SMART; Evaluating Employee Performance; Effective Feedback; Effective Coaching; You Get What You Reward 327 $aSenior Leadership versus Peer-to-Peer RecognitionThe Basics of Recognition; Intrinsic Motivators; Career and Development Recognition; Notes; Chapter 5: Being an Inclusive Manager; The Benefits of Inclusion; Breaking Bad Habits; False Thinking of New Managers; Lead by Example; Don't Emulate Bad Managers; Promoting Respect; Innovation at Both Ends of the Spectrum; Managing Workers Older Than You; The Consequences of Not Being Inclusive; Notes; Chapter 6: Promoting Growth Opportunities; The Power of Effective Delegation; Empower Your Employees; Accommodating Different Learning Styles 327 $aExperiential TrainingEstablish a Mentoring Program; Notes; Chapter 7: Managing Differences in Work Ethic; Defining Work Ethic; The Importance of Mission to Millennials; Connecting Company Mission to Social Goals; What Managers Can Do; What Companies Can Do; Notes; Chapter 8: Managing Different Work-Life Balance Expectations; The Birth of Work-Life Balance; Work-Life Blending versus Balancing; Performance versus Face Time; Managing Flexibility; Managing Virtual Teams; Notes; Chapter 9: Managing Differences in Career Development Planning; Expectations of Career Development by Generation 327 $aBaby BoomersGeneration X; Millennials; Generation Z; Using Career Development for Succession Planning at All Levels; To Train or Not to Train; Tying Succession Planning to Career Development; Five Easy Steps to Creating a Career Plan; Step 1: Start with Company Goals; Step 2: Involve Your Employees; Step 3: Decide What Competencies Are Missing; Step 4: Create an Action Plan; Step 5: Monitor, Measure, and Make Adjustments as Needed; Creating a Company-Wide Development Program Specific to Leadership; Determining What Matters; Identifying Candidates; Assessing Current Leadership Skills 327 $aDeveloping Employees' Skills 330 $a"Case studies and strategies for more effective multi-generational management Clash of the Generations explores this new and increasingly common workplace phenomenon, and provides strategies to help managers navigate this ever more complex maze. Traditionally, older workers would retire and make room for the next generation; instead, Baby Boomers are now prolonging their time in the workplace, yet the successive generations are still coming in. Senior leaders are now left to manage a blended workplace comprised of up to four generations--each with their own ideas of work ethic, work/life balance, long-term career goals, and much more. Management is challenging at the best of times, but the new prevalence of generation gaps--sometimes even layered--add an entirely new dimension to an already complex responsibility. This book presents case studies and interviews with representatives of companies with age-diverse workforces, detailing innovative strategies for smoothing out the bumps and helping everyone work together. Managers have long wished that their positions came with an instruction manual, and this book delivers with a host of effective inter-generational management strategies illustrated by real-world companies. Manage the multi-generation workplace more effectively Navigate the generational culture clash Adopt proven strategies for helping everyone get along Promote a more positive culture amidst clashing expectations Every generation in the workplace has value, each has their own strengths, their own weaknesses, and their own unique talents. Each is indispensable, and when they come together as a synergistic force, they can be unstoppable. Effective management means bringing out the best in your workforce, and the strategies presented in Clash of the Generations help you streamline your varied workforce into a team more valuable than the sum of its parts"-- Provided by publisher. 330 $a"Clash of the Generations details proven strategies that managers and senior leaders can employ to ensure that everyone gets along in the sandbox"-- Provided by publisher. 410 0$aTHEi Wiley ebooks. 606 $aDiversity in the workplace$xManagement 606 $aConflict of generations in the workplace$xManagement 606 $aIntergenerational relations 606 $aOlder people$xEmployment 606 $aYouth$xEmployment 615 0$aDiversity in the workplace$xManagement. 615 0$aConflict of generations in the workplace$xManagement. 615 0$aIntergenerational relations. 615 0$aOlder people$xEmployment. 615 0$aYouth$xEmployment. 676 $a331.3 686 $aBUS030000$2bisacsh 700 $aGrubb$b Valerie M.$0929016 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910166635903321 996 $aClash of the generations$92087877 997 $aUNINA LEADER 06596nam 2201441 450 001 9910806869703321 005 20230803221315.0 010 $a1-4008-5040-1 024 7 $a10.1515/9781400850402 035 $a(CKB)2550000001276254 035 $a(EBL)1603118 035 $a(OCoLC)877983249 035 $a(SSID)ssj0001194361 035 $a(PQKBManifestationID)11627558 035 $a(PQKBTitleCode)TC0001194361 035 $a(PQKBWorkID)11154559 035 $a(PQKB)10489981 035 $a(MiAaPQ)EBC1603118 035 $a(StDuBDS)EDZ0001059567 035 $a(MdBmJHUP)muse43437 035 $a(DE-B1597)453989 035 $a(OCoLC)984688464 035 $a(DE-B1597)9781400850402 035 $a(EXLCZ)992550000001276254 100 $a20140530h20142014 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aNuclear strategy in the modern era $eregional powers and international conflict /$fVipin Narang 205 $aCourse Book 210 1$aPrinceton, New Jersey :$cPrinceton University Press,$d2014. 210 4$dİ2014 215 $a1 online resource (357 p.) 225 1 $aPrinceton Studies in International History and Politics 300 $aDescription based upon print version of record. 311 0 $a0-691-15982-3 311 0 $a0-691-15983-1 320 $aIncludes bibliographical references and index. 327 $tFront matter --$tContents --$tList of Figures and Tables --$tAcknowledgments --$tChapter One. Introduction --$tChapter Two. The Sources of Regional Power Nuclear Postures: Posture Optimization Theory --$tChapter Three. Pakistan --$tChapter Four. India --$tChapter Five. China --$tChapter Six. France --$tChapter Seven. Israel --$tChapter Eight. South Africa --$tChapter Nine. Deterring Unequally I: A Large-n Analysis --$tChapter Ten. Deterring Unequally II: Regional Power Nuclear Postures and Crisis Behavior --$tChapter Eleven: Conclusion --$tBibliography --$tIndex 330 $aThe world is in a second nuclear age in which regional powers play an increasingly prominent role. These states have small nuclear arsenals, often face multiple active conflicts, and sometimes have weak institutions. How do these nuclear states-and potential future ones-manage their nuclear forces and influence international conflict? Examining the reasoning and deterrence consequences of regional power nuclear strategies, this book demonstrates that these strategies matter greatly to international stability and it provides new insights into conflict dynamics across important areas of the world such as the Middle East, East Asia, and South Asia. Vipin Narang identifies the diversity of regional power nuclear strategies and describes in detail the posture each regional power has adopted over time. Developing a theory for the sources of regional power nuclear strategies, he offers the first systematic explanation of why states choose the postures they do and under what conditions they might shift strategies. Narang then analyzes the effects of these choices on a state's ability to deter conflict. Using both quantitative and qualitative analysis, he shows that, contrary to a bedrock article of faith in the canon of nuclear deterrence, the acquisition of nuclear weapons does not produce a uniform deterrent effect against opponents. Rather, some postures deter conflict more successfully than others. Nuclear Strategy in the Modern Era considers the range of nuclear choices made by regional powers and the critical challenges they pose to modern international security. 410 0$aPrinceton studies in international history and politics. 606 $aNuclear weapons$xGovernment policy$vCase studies 606 $aNuclear warfare$xGovernment policy$vCase studies 606 $aDeterrence (Strategy)$vCase studies 606 $aSecurity, International$vCase studies 610 $aAvner Cohen. 610 $aChina. 610 $aCold War. 610 $aFrance. 610 $aIndia. 610 $aIsrael. 610 $aIsraeli officials. 610 $aPakistan. 610 $aPosture Optimization Theory. 610 $aSouth Africa. 610 $aSoviet Union. 610 $aWestern assistance. 610 $aalliance options. 610 $aassured retaliation. 610 $aasymmetric escalation. 610 $aasymmetric nuclear posture. 610 $acatalytic nuclear posture. 610 $acivilian control. 610 $acivil?ilitary relations. 610 $acloset nuclear state. 610 $aconflict deterrence. 610 $aconflict dynamics. 610 $aconflict escalation. 610 $aconventional conflicts. 610 $aconventional threats. 610 $acrisis behavior. 610 $acrisis dynamics. 610 $acrisis settings. 610 $adeterrence outcomes. 610 $adeterrent power. 610 $adomestic political considerations. 610 $afuture nuclear powers. 610 $ageneral deterrent effects. 610 $ainternational conflict. 610 $ainternational relations. 610 $ainternational security. 610 $ainternational stability. 610 $alarge-n analysis. 610 $alimited deterrence. 610 $aminimum deterrence. 610 $anon-nuclear opponents. 610 $anuclear age. 610 $anuclear competition. 610 $anuclear deterrent. 610 $anuclear dynamics. 610 $anuclear opponents. 610 $anuclear postures. 610 $anuclear program. 610 $anuclear states. 610 $anuclear strategies. 610 $anuclear strategy. 610 $anuclear threat. 610 $anuclear weapons. 610 $aopen nuclear power. 610 $aoptimization theory. 610 $aparty?ilitary relations. 610 $apostwar France. 610 $aproliferation literature. 610 $aregional nuclear powers. 610 $aregional power. 610 $aregional powers. 610 $asecurity environment. 615 0$aNuclear weapons$xGovernment policy 615 0$aNuclear warfare$xGovernment policy 615 0$aDeterrence (Strategy) 615 0$aSecurity, International 676 $a355.02/17 686 $aPOL011000$aPOL001000$2bisacsh 700 $aNarang$b Vipin$01166329 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910806869703321 996 $aNuclear strategy in the modern era$94023376 997 $aUNINA LEADER 02731nam 22006135 450 001 9910337960303321 005 20220114130706.0 010 $a9783319963372 010 $a3319963376 024 7 $a10.1007/978-3-319-96337-2 035 $a(CKB)4100000007656709 035 $a(DE-He213)978-3-319-96337-2 035 $a(MiAaPQ)EBC5925835 035 $a(Perlego)3491023 035 $a(EXLCZ)994100000007656709 100 $a20190215d2019 u| 0 101 0 $aeng 135 $aurnn|008mamaa 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aPerceptual Organization $eAn Integrated Multisensory Approach /$fby Stephen Handel 205 $a1st ed. 2019. 210 1$aCham :$cSpringer International Publishing :$cImprint: Palgrave Macmillan,$d2019. 215 $a1 online resource (XXIX, 200 p. 87 illus., 58 illus. in color.) 311 08$a9783319963365 311 08$a3319963368 327 $a1. Introduction -- 2. Objects and Events -- 3. Multistability -- 4. Rhythm and Timing -- 5. Color, Timbre, and Echoes: How Source-Filter Processes Determine Why We See What We See and Hear What We Hear -- 6. Summary. 330 $aThis textbook goes beyond introductory sensory perception by incorporating supplementary electronic materials to demonstrate the parallels between both hearing and seeing. Each chapter intermixes seeing and hearing processes so that students can easily understand that perceptual organization is the same across different kinds of sensations and modalities. Figures illustrating visual organization are paired with sound files demonstrating the analogous auditory organization. While most books on sensation and/or perception treat the senses individually there is growing awareness of just how important multisensory integration is to understanding the connection between sensory perception and cognition. . 606 $aCognitive psychology 606 $aNeuropsychology 606 $aNeurosciences 606 $aMotion pictures 606 $aCognitive Psychology 606 $aNeuropsychology 606 $aNeuroscience 606 $aAudio-Visual Culture 615 0$aCognitive psychology. 615 0$aNeuropsychology. 615 0$aNeurosciences. 615 0$aMotion pictures. 615 14$aCognitive Psychology. 615 24$aNeuropsychology. 615 24$aNeuroscience. 615 24$aAudio-Visual Culture. 676 $a612 700 $aHandel$b Stephen$4aut$4http://id.loc.gov/vocabulary/relators/aut$0287833 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910337960303321 996 $aPerceptual Organization$92486447 997 $aUNINA