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101 tough conversations to have with employees : a manager's guide to addressing performance, conduct, and discipline challenges / / Paul Falcone
| 101 tough conversations to have with employees : a manager's guide to addressing performance, conduct, and discipline challenges / / Paul Falcone |
| Autore | Falcone Paul |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | New York, : American Management Association, c2009 |
| Descrizione fisica | 1 online resource (321 p.) |
| Disciplina | 658.3/045 |
| Soggetto topico |
Problem employees
Labor discipline Employees - Rating of Performance standards Personnel management |
| ISBN |
1-62198-319-6
1-282-09126-3 9786612091261 0-8144-1349-8 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Contents; Preface; Acknowledgments; Introduction: The Rules of Engagement; PART I: Uncomfortable Workplace Situations; PART II: Poor Work Habits and Job Performance Concerns; PART III: Inappropriate Workplace Behavior and Conduct; PART IV: Corporate Actions; Index |
| Altri titoli varianti |
One hundred and one tough conversations to have with employees
One hundred one tough conversations to have with employees |
| Record Nr. | UNINA-9910821206403321 |
Falcone Paul
|
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| New York, : American Management Association, c2009 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The agility advantage : how to identify and act on opportunities in a fast-changing world / / Amanda Setili
| The agility advantage : how to identify and act on opportunities in a fast-changing world / / Amanda Setili |
| Autore | Setili Amanda <1959-> |
| Edizione | [First edition.] |
| Pubbl/distr/stampa | San Francisco, California : , : Jossey-Bass, , 2014 |
| Descrizione fisica | 1 online resource (259 p.) |
| Disciplina | 658.4/012 |
| Soggetto topico |
Strategic planning
Diffusion of innovations Organizational change |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-118-96443-8
1-118-96444-6 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title Page; Copyright; Contents; Preface; Chapter 1 What Is Agility-and Why Is It Valuable?; What Is Agility?; Business Models Are Evolving Fast-with New Winners and New Losers; What Kind of Companies Need to Be Agile?; What We See in Agile Organizations; Changes in Technology, Culture, and the Economy Are Driving the Need for Greater Agility; Globalization; Microcultures; Collaboration; Technology Changes; Transparency and Customer Power; Commoditization; Increase Agility Where It Makes the Most Difference; Where Is Agility Most Important in Your Business?
Chapter 2 See Through Your Customers'' Eyes: How to See What Your Competitor Can''tExperience What Customers Do, Firsthand; Put Customers to Work; Get out of the Office and into the Field; Give Customers a Reason to Talk, Then Listen In; Encourage the Unexpected; In Conclusion; Chapter 3 Right Customers, Right Value, Right Time: Identify Your Most Attractive Customers and Pivot with Them; Your Customers Can Show You the Way; Assess Growth and Profitability by Customer; When You See Fast Growth or High Profitability, Find Out What's Behind It Look for Customers Who Are Using Your Products in an Unusual WayDirect Resources Toward Your Most Attractive Customers; Your Products Can Show You the Way; Market Share as an Indicator of Opportunity; The Magic Matrix: Looking at Product and Customer Performance Simultaneously; Segment Customers According to Why They Are Using Your Products; Niches and Microcultures Reveal New Opportunities for Growth; Observe "Outlier" Customers; Continuous Customer Intelligence: Harnessing Data to Gain Up-to-the-Minute Foresight; Automate Customization; In Conclusion Chapter 4 Love the Problem: Dig Deep to Find New InsightsObserve the Customers' Daily Environment, the Tools They Use, and the People They Interact With; Observe and Interview Customers to Identify Opportunities in Business-to-Business Markets; What to Observe; Whom to Talk To; What to Find Out; Enlist the Customer as Collaborator; Know What Problems You Are Trying to Solve; Understand Your Customers' Hearts, Minds, Habits, and Values; Understand How Your Customers Vary Across Cultures and Geographies; In Conclusion Chapter 5 Turn Trends into Opportunities: Stop Preparing for the Future and Create ItHow Can We Best Assess and Respond to Market Change?; What Types of Market Change Do We Need to Be Concerned About?; Pressure on margins; Pressure on revenue; International opportunities; Macroeconomic changes; Reshoring; New technologies; Regulatory changes; How Can We Best Identify and Prioritize the Marketplace Changes That May Affect Our Business?; Anticipate What Might Happen Next; Prioritize and Take Action; What Action Is UPS Taking to Respond to the Changes in Its Business Environment? Investment in Customer Collaboration |
| Record Nr. | UNINA-9910458427103321 |
|
Setili Amanda <1959->
|
||
| San Francisco, California : , : Jossey-Bass, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The agility advantage : how to identify and act on opportunities in a fast-changing world / / Amanda Setili
| The agility advantage : how to identify and act on opportunities in a fast-changing world / / Amanda Setili |
| Autore | Setili Amanda <1959-> |
| Edizione | [First edition.] |
| Pubbl/distr/stampa | San Francisco, California : , : Jossey-Bass, , 2014 |
| Descrizione fisica | 1 online resource (259 p.) |
| Disciplina | 658.4/012 |
| Soggetto topico |
Strategic planning
Diffusion of innovations Organizational change |
| ISBN |
1-118-96443-8
1-118-96444-6 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title Page; Copyright; Contents; Preface; Chapter 1 What Is Agility-and Why Is It Valuable?; What Is Agility?; Business Models Are Evolving Fast-with New Winners and New Losers; What Kind of Companies Need to Be Agile?; What We See in Agile Organizations; Changes in Technology, Culture, and the Economy Are Driving the Need for Greater Agility; Globalization; Microcultures; Collaboration; Technology Changes; Transparency and Customer Power; Commoditization; Increase Agility Where It Makes the Most Difference; Where Is Agility Most Important in Your Business?
Chapter 2 See Through Your Customers'' Eyes: How to See What Your Competitor Can''tExperience What Customers Do, Firsthand; Put Customers to Work; Get out of the Office and into the Field; Give Customers a Reason to Talk, Then Listen In; Encourage the Unexpected; In Conclusion; Chapter 3 Right Customers, Right Value, Right Time: Identify Your Most Attractive Customers and Pivot with Them; Your Customers Can Show You the Way; Assess Growth and Profitability by Customer; When You See Fast Growth or High Profitability, Find Out What's Behind It Look for Customers Who Are Using Your Products in an Unusual WayDirect Resources Toward Your Most Attractive Customers; Your Products Can Show You the Way; Market Share as an Indicator of Opportunity; The Magic Matrix: Looking at Product and Customer Performance Simultaneously; Segment Customers According to Why They Are Using Your Products; Niches and Microcultures Reveal New Opportunities for Growth; Observe "Outlier" Customers; Continuous Customer Intelligence: Harnessing Data to Gain Up-to-the-Minute Foresight; Automate Customization; In Conclusion Chapter 4 Love the Problem: Dig Deep to Find New InsightsObserve the Customers' Daily Environment, the Tools They Use, and the People They Interact With; Observe and Interview Customers to Identify Opportunities in Business-to-Business Markets; What to Observe; Whom to Talk To; What to Find Out; Enlist the Customer as Collaborator; Know What Problems You Are Trying to Solve; Understand Your Customers' Hearts, Minds, Habits, and Values; Understand How Your Customers Vary Across Cultures and Geographies; In Conclusion Chapter 5 Turn Trends into Opportunities: Stop Preparing for the Future and Create ItHow Can We Best Assess and Respond to Market Change?; What Types of Market Change Do We Need to Be Concerned About?; Pressure on margins; Pressure on revenue; International opportunities; Macroeconomic changes; Reshoring; New technologies; Regulatory changes; How Can We Best Identify and Prioritize the Marketplace Changes That May Affect Our Business?; Anticipate What Might Happen Next; Prioritize and Take Action; What Action Is UPS Taking to Respond to the Changes in Its Business Environment? Investment in Customer Collaboration |
| Record Nr. | UNINA-9910791158603321 |
|
Setili Amanda <1959->
|
||
| San Francisco, California : , : Jossey-Bass, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The agility advantage : how to identify and act on opportunities in a fast-changing world / / Amanda Setili
| The agility advantage : how to identify and act on opportunities in a fast-changing world / / Amanda Setili |
| Autore | Setili Amanda <1959-> |
| Edizione | [First edition.] |
| Pubbl/distr/stampa | San Francisco, California : , : Jossey-Bass, , 2014 |
| Descrizione fisica | 1 online resource (259 p.) |
| Disciplina | 658.4/012 |
| Soggetto topico |
Strategic planning
Diffusion of innovations Organizational change |
| ISBN |
1-118-96443-8
1-118-96444-6 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title Page; Copyright; Contents; Preface; Chapter 1 What Is Agility-and Why Is It Valuable?; What Is Agility?; Business Models Are Evolving Fast-with New Winners and New Losers; What Kind of Companies Need to Be Agile?; What We See in Agile Organizations; Changes in Technology, Culture, and the Economy Are Driving the Need for Greater Agility; Globalization; Microcultures; Collaboration; Technology Changes; Transparency and Customer Power; Commoditization; Increase Agility Where It Makes the Most Difference; Where Is Agility Most Important in Your Business?
Chapter 2 See Through Your Customers'' Eyes: How to See What Your Competitor Can''tExperience What Customers Do, Firsthand; Put Customers to Work; Get out of the Office and into the Field; Give Customers a Reason to Talk, Then Listen In; Encourage the Unexpected; In Conclusion; Chapter 3 Right Customers, Right Value, Right Time: Identify Your Most Attractive Customers and Pivot with Them; Your Customers Can Show You the Way; Assess Growth and Profitability by Customer; When You See Fast Growth or High Profitability, Find Out What's Behind It Look for Customers Who Are Using Your Products in an Unusual WayDirect Resources Toward Your Most Attractive Customers; Your Products Can Show You the Way; Market Share as an Indicator of Opportunity; The Magic Matrix: Looking at Product and Customer Performance Simultaneously; Segment Customers According to Why They Are Using Your Products; Niches and Microcultures Reveal New Opportunities for Growth; Observe "Outlier" Customers; Continuous Customer Intelligence: Harnessing Data to Gain Up-to-the-Minute Foresight; Automate Customization; In Conclusion Chapter 4 Love the Problem: Dig Deep to Find New InsightsObserve the Customers' Daily Environment, the Tools They Use, and the People They Interact With; Observe and Interview Customers to Identify Opportunities in Business-to-Business Markets; What to Observe; Whom to Talk To; What to Find Out; Enlist the Customer as Collaborator; Know What Problems You Are Trying to Solve; Understand Your Customers' Hearts, Minds, Habits, and Values; Understand How Your Customers Vary Across Cultures and Geographies; In Conclusion Chapter 5 Turn Trends into Opportunities: Stop Preparing for the Future and Create ItHow Can We Best Assess and Respond to Market Change?; What Types of Market Change Do We Need to Be Concerned About?; Pressure on margins; Pressure on revenue; International opportunities; Macroeconomic changes; Reshoring; New technologies; Regulatory changes; How Can We Best Identify and Prioritize the Marketplace Changes That May Affect Our Business?; Anticipate What Might Happen Next; Prioritize and Take Action; What Action Is UPS Taking to Respond to the Changes in Its Business Environment? Investment in Customer Collaboration |
| Record Nr. | UNINA-9910817452203321 |
|
Setili Amanda <1959->
|
||
| San Francisco, California : , : Jossey-Bass, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Alliances : an executive guide to designing successful strategic partnerships / / Ard-Pieter de Man
| Alliances : an executive guide to designing successful strategic partnerships / / Ard-Pieter de Man |
| Autore | de Man Ard-Pieter <1967-> |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : John Wiley and Sons, Incorporation, , 2013 |
| Descrizione fisica | 1 online resource (237 p.) |
| Disciplina | 658/.046 |
| Soggetto topico | Strategic alliances (Business) |
| ISBN |
1-118-48636-6
1-118-48638-2 1-118-48632-3 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title page; Copyright page; Contents; Foreword; Introduction; Acknowledgments; CHAPTER 1: Strategic alliances: The control-trust dilemma; Why is alliance design relevant?; Creating and maintaining alliances; Control versus trust; The control view:9 taming opportunism; The trust view:11 building social capital; Balancing control and trust; Common mistakes; Lumping lust; 51 percent fever; Set in stone; Inbox indigestion; Lack of a joint design; JV junkies; Expertise arrogance; Equity addiction; Internal incentives; Shaky steering committees; Committee confusion; A mess for less
Myopic management CHAPTER 2: The Alliance Design Framework; The three requirements of alliance design; The building blocks: an overview; Strategic imperatives; Formal building blocks; Financial model; Legal structure; Decision making; Organization structure; Planning and control; Competition clauses; Exit agreement; Informal building blocks; Internal alignment; Trust and control in the Alliance Design Framework; CHAPTER 3: Turning suppliers into allies; Long-term client-supplier partnerships; Project alliances; ProRail's project alliances 10; When to ally with suppliers CHAPTER 4: Contractual alliances: The customization of alliance design Senseo: specialization and complementary competences; Novartis-Orion: joint teams building trust; Starting up; Elements of the deal; Alliance structure; Relationship building: consensus, respect, and social gatherings; Coping with change; IT partnering and the HP-Cisco alliance: from lone ranger to peer to peer 12; When to use contractual alliances; CHAPTER 5: The virtual joint venture model: Air France/KLM, Delta Airlines, and Alitalia; Ready for take-off: the KLM-NWA alliance 1989-2004: the invention of the virtual joint venture The Enhanced Alliance Agreement; Control, trust, and the stability of the virtual joint venture; 2004-2012: continuing to fly high - the effect of mergers; Governance as a source of success; When to opt for the virtual joint venture?; CHAPTER 6: Equity alliances and joint ventures; Reasons for equity alliances; Joint ventures; The Obvion joint venture; Ownership structures; Americhem and EuroPower; When to use joint ventures?; CHAPTER 7: Multi-partner alliances: The more the merrier?; The general assembly: the Prominent cooperative The lead partner:4 METRO's Future Store Initiative The alliance support office: Sky Team; The multi-partner joint venture: the Holst Centre; When to use different multi-partner alliance models; CHAPTER 8: Managing the dynamics: Mutual adjustment and continuous negotiation; Sources of dynamics; Incremental change; Radical change; Organizing for dynamics; Mutual adjustment and continuous negotiation; CHAPTER 9: Designing and implementing strategic alliances: Art, science, and craft; Strategic background; Design requirements; Control or trust; High-level design; Detailed design; Implementation Manage dynamics |
| Record Nr. | UNINA-9910140185503321 |
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de Man Ard-Pieter <1967->
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| Hoboken, New Jersey : , : John Wiley and Sons, Incorporation, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The analytics revolution : how to improve your business by making analytics operational in the big data era / / Bill Franks
| The analytics revolution : how to improve your business by making analytics operational in the big data era / / Bill Franks |
| Autore | Franks Bill <1968-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (270 pages) |
| Disciplina | 658.4/013 |
| Soggetto topico |
Business intelligence
Big data |
| ISBN |
1-118-97676-2
1-118-93667-1 1-118-97675-4 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Preface -- Acknowledgments -- Part one. The revolution has begun. Chapter 1. Understanding operational analytics ; Defining operational analytics ; Welcome to analytics 3.0 ; How analytics are changing business ; Putting operational analytics in perspective ; Wrap up ; Notes ; Chapter 2. More data ; "More data" Big data! ; Cutting through the hype ; Preparing for big data ; Putting big data in context ; Wrap up ; Notes ; Chapter 3. Operational analytics in action ; Improving customer experiences ; Time is of the essence ; Making us safer ; Increasing operational efficiency ; Improving our lives in the future ; Finding unexpected value in data ; Wrap up ; Notes -- Part two. Laying the foundation. Chapter 4. Want budget? Build the business case! ; Setting the priorities ; Choosing the right decision criteria ; A business case framework to consider tips for creating a winning business case ; Wrap up ; Notes ; Chapter 5. Creating an analytic platform ; Planning building using ; Wrap up ; Notes ; Chapter 6. Governance and privacy ; Setting the stage for governance ; Deciding where analytics happen ; Governing operational analytics privacy ; Wrap up ; Notes -- Part three. Making analytics operational. Chapter 7. The analytics ; Creating operational analytic processes ; Expanding into new analytic disciplines ; Focusing analytic efforts ; Comparing analytic approaches ; Lessons from the past ; Wrap up ; Notes ; Chapter 8. The analytics organization ; A major shift has occurred ; Staffing organizing ; Succeeding ; Wrap up ; Notes ; Chapter 9. The analytics culture ; Instilling the proper mindset ; Implementing effective policies ; Facilitating success ; Enabling and handling the right failures ; Wrap up ; Notes -- Conclusion. Join the revolution! -- Index. |
| Record Nr. | UNINA-9910132166103321 |
|
Franks Bill <1968->
|
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| Hoboken, New Jersey : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The analytics revolution : how to improve your business by making analytics operational in the big data era / / Bill Franks
| The analytics revolution : how to improve your business by making analytics operational in the big data era / / Bill Franks |
| Autore | Franks Bill <1968-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (270 pages) |
| Disciplina | 658.4/013 |
| Soggetto topico |
Business intelligence
Big data |
| ISBN |
1-118-97676-2
1-118-93667-1 1-118-97675-4 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Preface -- Acknowledgments -- Part one. The revolution has begun. Chapter 1. Understanding operational analytics ; Defining operational analytics ; Welcome to analytics 3.0 ; How analytics are changing business ; Putting operational analytics in perspective ; Wrap up ; Notes ; Chapter 2. More data ; "More data" Big data! ; Cutting through the hype ; Preparing for big data ; Putting big data in context ; Wrap up ; Notes ; Chapter 3. Operational analytics in action ; Improving customer experiences ; Time is of the essence ; Making us safer ; Increasing operational efficiency ; Improving our lives in the future ; Finding unexpected value in data ; Wrap up ; Notes -- Part two. Laying the foundation. Chapter 4. Want budget? Build the business case! ; Setting the priorities ; Choosing the right decision criteria ; A business case framework to consider tips for creating a winning business case ; Wrap up ; Notes ; Chapter 5. Creating an analytic platform ; Planning building using ; Wrap up ; Notes ; Chapter 6. Governance and privacy ; Setting the stage for governance ; Deciding where analytics happen ; Governing operational analytics privacy ; Wrap up ; Notes -- Part three. Making analytics operational. Chapter 7. The analytics ; Creating operational analytic processes ; Expanding into new analytic disciplines ; Focusing analytic efforts ; Comparing analytic approaches ; Lessons from the past ; Wrap up ; Notes ; Chapter 8. The analytics organization ; A major shift has occurred ; Staffing organizing ; Succeeding ; Wrap up ; Notes ; Chapter 9. The analytics culture ; Instilling the proper mindset ; Implementing effective policies ; Facilitating success ; Enabling and handling the right failures ; Wrap up ; Notes -- Conclusion. Join the revolution! -- Index. |
| Record Nr. | UNINA-9910811187803321 |
|
Franks Bill <1968->
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| Hoboken, New Jersey : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The art of doing good [[electronic resource] ] : where passion meets action / / Charles Bronfman, Jeffrey Solomon with John Sedgwick
| The art of doing good [[electronic resource] ] : where passion meets action / / Charles Bronfman, Jeffrey Solomon with John Sedgwick |
| Autore | Bronfman Charles <1931-> |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, 2012 |
| Descrizione fisica | 1 online resource (290 p.) |
| Disciplina | 361.7/630681 |
| Altri autori (Persone) | SolomonJeffrey |
| Soggetto topico |
Charities
Nonprofit organizations - Management |
| ISBN |
1-283-59245-2
9786613904904 1-118-28574-3 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
The Art of Doing Good; Contents; Preface; Introduction: How to Change the World; Part 1 Sources of Inspiration; Chapter 1 That Aha! Moment: When Inspiration Strikes; Jordan Kassalow: Finding Vision; Carolyn LeCroy: Making Good of a Bad Situation; The Best Ideas Combine the Familiar with the Unexpected; Chapter 2 The Prequel: The Backstory: The History Behind the Idea; Scott H. Silverman: Using the Past to Help Others Find a Future; Deborah Kenny: A Better Way to Mourn; Darell Hammond: Your Past Is Never Behind You; Robert Carmona: Making the Most of Bitter Experiences
Using Your Past to Create ChangePart 2 Bringing Your Idea to Life; Chapter 3 What It Takes: Can You Really Do This?; Anne Heyman: Getting Things Up and Running; Rebecca Onie: No Money, No Problem; Relying on Your Internal Resources; Chapter 4 Getting off the Ground: At Some Point You Need to Get Real; Tommy Clark: Making It Up One Step at a Time; Linda Fondren: Getting Organized; Creating Structure: The Six Keys to Success; Learning as You Go; Chapter 5 Being the Brand: Identifying with Your Organization; Jay Feinberg: His Foundation Was His Life; Using Your Story Chapter 6 The Pros and Cons of Partnerships: Do Your ResearchScott H. Silverman: The Benefits of Joining Forces; Sara M. Green: Getting Up and Running with a Host Organization; Darell Hammond: The Promise and Peril of Partnership; Partnerships: A Scorecard; Chapter 7 Finding Support: Use Your Connections; Mark Hanis: Spreading the Word and Gaining Support; Attracting High-Profile Advisers; Your Organization Is Your Responsibility; Chapter 8 Setting Goals and Keeping on Track: Start Small and Grow; Milo Cutter: Bringing Goals into Focus; Keep Your Goals Aligned with Your Mission Geoffrey Canada: Measuring and Reassessing GoalsGetting on Track and Staying There; Staying on Course; Chapter 9 Staffing Up: Your Most Vexing Resource: People!; Darell Hammond: Creating a Good Place to Work; Where to Start; Things to Consider; Darell Hammond: Managing Relationships; It's All About Choosing the Right People; Chapter 10 Hard Knocks: Weathering the Storms; Darell Hammond: The Coup; Managing the Business Your Start-up Has Become; David Suzuki: When Things Get Out of Control; Getting Through the Hard Times; Chapter 11 Preparing for Rollout: Ramping Up Sara M. Green: Going in BlindDoing Your Research, Then Deciding Whether to Listen to It; The Uncertainty of Rollout; Part 3 Managing the Organization; Chapter 12 Becoming a Manager: The Change; Jay Feinberg: Making the Big Transition; Settling into Management; Chapter 13 The Board: How the Board Can Help; Darell Hammond: A Board of Heavy Hitters; Scott H. Silverman: The Burden of Too Much Advice; What Makes a Good Board; How Boards Work; Chapter 14 Transparency: No Secrets; How Transparency Works; Chapter 15 Planning for the Future: What to Do Next; Conducting a SWOT Analysis The Two Paths to Growth |
| Record Nr. | UNINA-9910792090803321 |
|
Bronfman Charles <1931->
|
||
| San Francisco, : Jossey-Bass, 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The art of doing good : where passion meets action / / Charles Bronfman, Jeffrey Solomon with John Sedgwick
| The art of doing good : where passion meets action / / Charles Bronfman, Jeffrey Solomon with John Sedgwick |
| Autore | Bronfman Charles <1931-> |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | San Francisco, : Jossey-Bass, 2012 |
| Descrizione fisica | 1 online resource (290 p.) |
| Disciplina | 361.7/630681 |
| Altri autori (Persone) | SolomonJeffrey |
| Soggetto topico |
Charities
Nonprofit organizations - Management |
| ISBN |
1-283-59245-2
9786613904904 1-118-28574-3 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
The Art of Doing Good; Contents; Preface; Introduction: How to Change the World; Part 1 Sources of Inspiration; Chapter 1 That Aha! Moment: When Inspiration Strikes; Jordan Kassalow: Finding Vision; Carolyn LeCroy: Making Good of a Bad Situation; The Best Ideas Combine the Familiar with the Unexpected; Chapter 2 The Prequel: The Backstory: The History Behind the Idea; Scott H. Silverman: Using the Past to Help Others Find a Future; Deborah Kenny: A Better Way to Mourn; Darell Hammond: Your Past Is Never Behind You; Robert Carmona: Making the Most of Bitter Experiences
Using Your Past to Create ChangePart 2 Bringing Your Idea to Life; Chapter 3 What It Takes: Can You Really Do This?; Anne Heyman: Getting Things Up and Running; Rebecca Onie: No Money, No Problem; Relying on Your Internal Resources; Chapter 4 Getting off the Ground: At Some Point You Need to Get Real; Tommy Clark: Making It Up One Step at a Time; Linda Fondren: Getting Organized; Creating Structure: The Six Keys to Success; Learning as You Go; Chapter 5 Being the Brand: Identifying with Your Organization; Jay Feinberg: His Foundation Was His Life; Using Your Story Chapter 6 The Pros and Cons of Partnerships: Do Your ResearchScott H. Silverman: The Benefits of Joining Forces; Sara M. Green: Getting Up and Running with a Host Organization; Darell Hammond: The Promise and Peril of Partnership; Partnerships: A Scorecard; Chapter 7 Finding Support: Use Your Connections; Mark Hanis: Spreading the Word and Gaining Support; Attracting High-Profile Advisers; Your Organization Is Your Responsibility; Chapter 8 Setting Goals and Keeping on Track: Start Small and Grow; Milo Cutter: Bringing Goals into Focus; Keep Your Goals Aligned with Your Mission Geoffrey Canada: Measuring and Reassessing GoalsGetting on Track and Staying There; Staying on Course; Chapter 9 Staffing Up: Your Most Vexing Resource: People!; Darell Hammond: Creating a Good Place to Work; Where to Start; Things to Consider; Darell Hammond: Managing Relationships; It's All About Choosing the Right People; Chapter 10 Hard Knocks: Weathering the Storms; Darell Hammond: The Coup; Managing the Business Your Start-up Has Become; David Suzuki: When Things Get Out of Control; Getting Through the Hard Times; Chapter 11 Preparing for Rollout: Ramping Up Sara M. Green: Going in BlindDoing Your Research, Then Deciding Whether to Listen to It; The Uncertainty of Rollout; Part 3 Managing the Organization; Chapter 12 Becoming a Manager: The Change; Jay Feinberg: Making the Big Transition; Settling into Management; Chapter 13 The Board: How the Board Can Help; Darell Hammond: A Board of Heavy Hitters; Scott H. Silverman: The Burden of Too Much Advice; What Makes a Good Board; How Boards Work; Chapter 14 Transparency: No Secrets; How Transparency Works; Chapter 15 Planning for the Future: What to Do Next; Conducting a SWOT Analysis The Two Paths to Growth |
| Record Nr. | UNINA-9910818996703321 |
|
Bronfman Charles <1931->
|
||
| San Francisco, : Jossey-Bass, 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Artificial intelligence in practice : how 50 successful companies used artificial intelligence to solve problems / / Bernard Marr with Matt Ward
| Artificial intelligence in practice : how 50 successful companies used artificial intelligence to solve problems / / Bernard Marr with Matt Ward |
| Autore | Marr Bernard |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Chichester, West Sussex, United Kingdom : , : Wiley, , [2019] |
| Descrizione fisica | 1 online resource (341 pages) |
| Disciplina | 658.4/03028563 |
| Soggetto topico |
Business planning
Artificial intelligence Information technology - Management |
| ISBN |
1-119-54898-5
1-119-54896-9 |
| Classificazione | BUS000000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Acknowledgments About the Author Introduction Part 1--AI Trailblazers Chapter 1 Alibaba Chapter 2 Alphabet / Google Chapter 3 Amazon Chapter 4 Apple Chapter 5 Baidu Chapter 6 Facebook Chapter 7 IBM Chapter 8 JD.com Chapter 9 Microsoft Chapter 10 Tencent Part 2--Retail, consumer goods and food & beverage companies Chapter 11 Burberry Chapter 12 Coca Cola Chapter 13 Dominos Chapter 14 Kimberly Clark Chapter 15 McDonalds Chapter 16 Samsung Chapter 17 Starbucks Chapter 18 Stichfix Chapter 19 Unilever Chapter 20 Walmart Part 3--Media, entertainment and telecom companies Chapter 21 Disney Chapter 22 Instagram Chapter 23 LinkedIn Chapter 24 Netflix Chapter 25 Press Association Chapter 26 Spotify Chapter 27 Telefonica Chapter 28 Twitter Chapter 29 Verizon Chapter 30 Viacom Part 4 - Services, financial and healthcare companies Chapter 31 American Express Chapter 32 Elsevier Chapter 33 Entrupy Chapter 34 Experian Chapter 35 Harley Davidson Chapter 36 Hopper Chapter 37 Infervision Chapter 38 Mastercard Chapter 39 Salesforce Chapter 40 Uber Part 5--Manufacturing, automotive, aerospace and industry 4.0 companies Chapter 41 BMW Chapter 42 GE Chapter 43 John Deere Chapter 44 Kone Chapter 45 Mercedes Benz Chapter 46 NASA Chapter 47 Shell Chapter 48 Siemens Chapter 49 Tesla Chapter 50 Volvo Part 6--Final Words and AI Challenges Chapter 51 Final Words and AI Challenges Index. |
| Record Nr. | UNINA-9910793558803321 |
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Marr Bernard
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| Chichester, West Sussex, United Kingdom : , : Wiley, , [2019] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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