When gruff business manager and family man Wes Kingsley visited SeaWorld, he marveled at the ability of the trainers to get these huge killer whales, among the most feared predators in the ocean, to perform amazing acrobatic leaps and dives. Later, talking to the chief trainer, he learned their techniques of building trust, accentuating the positive, and redirecting negative behavior -- all of which make these extraordinary performances possible. Kingsley took a hard look at his own often accusatory management style and recognized how some of his shortcomings as a manager, spouse, and father actually diminish trust and damage relationships. He began to see the difference between "GOTcha" (catching people doing things wrong) and "Whale Done!" (catching people doing things right).
In Whale Done!, Ken Blanchard shows how to make accentuating the positive and redirecting the negative the best tools to increase productivity, instead of creating situations that demoralize people. These techniques are remarkably easy to master and can be applied equally well at home, allowing readers to become better parents and more committed spouses in their happier and more successful personal lives.
Blowing up the prevailing wisdom that companies must chase and acquire top talent in order to remain successful, Hidden Value argues instead that the source of sustained competitive advantage already exists within every organization. O'Reilly and Pfeffer, leading experts on organizational behavior and human resources, argue that how a firm creates and uses talent is far more important than how the firm attracts talent. The authors provide vivid, detailed case studies of several organizations in widely disparate industries — including Southwest Airlines, Cisco Systems, The Men's Wearhouse and NUMMI — to illustrate how long-term success comes from value-driven, interrelated systems that align good people management with corporate strategy.
In a refreshing break from management tomes that force-feed superficial frameworks and trite "rules," the authors instead allow the company stories to take center stage. They guide readers in discovering for themselves how seven different firms maximize talent, why one firm hasn't fully released the hidden value in its work force, and, most importantly, how the winning companies have made it tough for competitors to imitate them. Collectively, the stories reveal a common path to successthat places values before strategy, emphasizes implementation over planning, and focuses on getting the best out of all employees, not just individual stars. The authors also explore concerns or questions managers might have about how each company's experience parallels or conflicts with their own.
Providing a rare opportunity for managers to actively participate in an invaluable learning process, Hidden Value offers a customizable template for building high-performance, people-centered organizations.
From mountain and valley, from hill and dale, people are asking, "How can I have more Dilbert in my life?" Help is at hand with a blast from the past in Scott Adams' very first compilation of Dilbert comic strips, Always Postpone Meetings with Time-Wasting Morons.
It is tempting to compare Adams' work to that of Leonardo da Vinci. The differences are striking. Adams displays good jokes and strong character development, whereas da Vinci has been skating for years on his ability to do shading. Advantage: Adams.
And though it may seem boorish to point this out, da Vinci wrote backwards. And he's dead. Advantage: Adams.
The choice is clear. Fans looking for a book which will stand the test of time, even beyond the time you spend flipping through it in the bookstore (for which the author receives no royalties whatsoever), should buy this book. Those who are not good comparison shoppers can buy the Mona Lisa.
Scott Adams "is a VERY tough act to follow." —Suzanne Tobin, Washington Post
In the tradition of The Complete Far Side and The Complete Calvin and Hobbes, Dilbert 2.0 celebrates the 20th anniversary of Scott Adams's Dilbert, the touchstone of office humor.
This special slipcased collection-weighing in at more than ten pounds with 600 pages and featuring almost 4,000 strips-takes readers behind the scenes and into the early days of Scott Adams's life pre-Dilbert and on to the success that followed when Dilbert became an internationally syndicated sensation.
Divided into five different epochs, Dilbert 2.0 gives readers a glance at some of Adams's earliest strips, like those created for Playboy, and a peek at an abundance of special content ranging from numerous rejection letters to Adams's first cartooning check, and more.
Adams personally selected the material for this collection and offers original comments and humorous asides throughout. Also included is a piracy-protected disc that contains every Dilbert comic strip to April 2008.
New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. In their stead have come the powerful ideas and methodologies of Gary Hamel and C.K. Prahalad, whose much-revered thinking has already engendered a new language of strategy. In this book, they develop a coherent model for how today's executives can identify and accomplish no less than heroic goals in tomorrow's marketplace. Their masterful blueprint addresses how executives can ease the tension between competing today and clearing a path toward leadership in the future.
With their breakthrough strategy for seizing industry leadership and dominating the markets of tomorrow, Hamel and Prahalad challenge executives the world over to stop the unrewarding and ultimately dead-end process of downsizing and enter the dynamic realm of industry transformation.
No office can function without a little humor and craziness. Adams turns mundane office issues into excruciatingly funny office moments.
In Freedom's Just Another Word for People Finding Out You're Useless, fans get a hilarious collection of great Dilbert strips that are anything but useless. From office politics and reams of red tape, to mayhem due to new technologies and, of course, the crazy cast of co-workers, Dilbert gets it done.
Our most profitable cartoon after The Far Side and Calvin and Hobbes. Pointless projects, endless meetings, and random downsizing make up the Dilbert world. This themed collection centers on the inept colleagues who invariably cause office and economic ruin.
In Problem Identified: And You're Probably Not Part of the Solution, cartoonist Scott Adams affectionately ridicules inept office colleagues—those co-workers behind the pointless projects, interminable meetings, and ill-conceived "downsizings"—in this thematically linked collection of Dilbert comic strips.
Dilbert, the benchmark of office humors, continues to use its considerable powers of humor for the greater good, helping us to fight the good fight at work despite those around us whose job descriptions seem to include undercutting morale and generally doing everything possible to lead us into economic ruin.
On Jan. 27, 2004, Senator John F. Kerry of Massachusetts accomplished one of the most spectacular turnarounds in modern American politics when he capped a surprise win in the Iowa caucus with a victory in the New Hampshire primary. The 2004 Democratic presidential nomination is now (in the words of Robert Novak) "John Kerry's to lose." Who is the man leading in the race to become the Democratic Party's nominee for president in 2004? And what kind of political leader is he?
The outlines of John Kerry's life are familiar: A decorated Vietnam veteran who became an influential, if unlikely, anti-war protester. A lanky 60-year-old who quenches his thirst for danger with high-speed kiteboarding, windsurfing, piloting, motorcycling, and, in some cases, driving. A senator with a reputation as an investigator and foreign policy expert. A man married to one of the richest women in America. But beyond this broad picture, Kerry is something of a mystery to the public, largely because of a complex yet riveting personal and professional history outlined in this book.
John F. Kerry: The Complete Biography , the first full and in-depth book about the candidate's life, is based on a highly regarded series on Kerry published in the Boston Globe, plus years of additional reporting. It will explore his background, his service in the military (including significant experiences omitted from Douglas Brinkley's bestselling Tour of Duty), his early legal and political career, his legislative record and the remarkable turnaround in his political fortunes during the 2004 election cycle. This incisive, frank look at Kerry's life, and at his strengths and liabilities, is important reading for anyone interested in the presidential campaign.
Companies Do What the Boss Does Groom 'Em, or Broom 'Em Hire Slow, Fire Fast Don't Be Tired The Rule of the Ds Delegate Down, Down, Down Don't Hire a Dog and Bark Yourself Don't Shoot from the Lip Never Be Little, Never Belittle Listen to Phonies, Fools, and Frauds Don't Check Expense Accounts
"Quit" Is for Scrabble It's Okay to Be Quirky
Did you ever have a great boss? Everyone should have one, but not enough people do. If you're a boss, or hope to become one, or have a less-than-great boss, then this is the book that could change your career-and your life.
In times like these, being a great boss can be harder than ever. If you want surprising and useful advice on how to handle the tough stuff -- from having to fire a long-time employee to being a new boss with a demoralized team -- the stories, observations, and advice contained in this gem of a book will set your feet in the right direction. And if you just want advice on living up to the legend who preceded you in the job, or even ways to emulate someone who was a great boss to you, Jeffrey Fox has gathered anecdotes from some of the mightiest and most respected bosses in America. The bestselling author who brought you How to Become CEO and How to Become a Rainmaker knows the territory about which he speaks.
Fox is the master of the counterintuitive angle. For every boss who has implied "I know what's best, that's why I'm the boss," Fox counsels, "Listen to Phonies, Fools, and Frauds" and "Don't Check Expense Accounts." His stories from bosses who have cared equally for employees' lives and the bottom line will inspire you to see that profit counts, but so do camaraderie, motivation, and a great place to work.
In a time of considerable corporate downsizing, it's more important than ever for bosses to surround themselves with motivated employees. Jeffrey Fox's newest volume will have a place on the shelves of top brass everywhere who want to remain leaders of their pack.
Breakthrough International Negotiation gives readers unusual insight into what it takes to conduct critical negotiations with far-reaching consequences. This valuable book also helps conflict resolution professionals develop the skills necessary to become savvy and successful negotiators.
Winner of the CPR Institute's prize for outstanding book in the field of negotiation and dispute resolution for 2001. CPR is the leading US professional organization of dispute resolution professionals.
"As a venture capitalist, I negotiate every day. Michael Watkins's book is the first I have found that truly grapples with the complications of real-world negotiations. I am struck by how often its tools and techniques apply to my past and current experiences in negotiation. This book is a powerful tool for anybody who wants to take control and come out on top. I wish I had read it twenty years ago."
—John F. Eckert, founder and managing partner, McLean Watson Capital Inc., and president, Canadian Venture Capital Association
"The best negotiators often seem to be guided by instinct, but Michael Watkins reveals powerful principles that can increase anyone's effectiveness in negotiation. He lays out a clear framework for conducting complex negotiations so you can ask the right questions and focus on the right issues. He then demonstrates how the framework applies to a variety of real-world dynamic situations. I highly recommend this book."
—Steven Cohen, partner and specialist in mergers and acquisitions, Wachtell, Lipton, Rosen & Katz
"Breakthrough Business Negotiation deserves a spot on every negotiator's bookshelf. Watkins has written a comprehensive guide that makes the daunting task of negotiation approachable for everyone. It is a rare gem that brings academic rigor to the real world. Even the most experienced negotiator will find much that is fresh and enjoyable here."
—Rob Aiello, managing director, Updata Capital
Winner of the CPR Institute's prize for outstanding book in the field of negotiation and dispute resolution for 2002. CPR is the leading US professional organization of negotiation and dispute resolution professionals.
Named one of the top-30 business books of 2003 by Soundview Executive Book Summaries.
Whether you’re new to the field or a seasoned executive, this book will give you a firm grasp on what it takes to make an organization perform. It presents the basic principles of management simply, but not simplistically. Why did an eBay succeed where a Webvan did not? Why do you need both a business model and a strategy? Why is it impossible to manage without the right performance measures, and do yours pass the test?
What Management Is is both a beginner’s guide and a bible for one of the greatest social innovations of modern times: the discipline of management. Joan Magretta, a former top editor at the Harvard Business Review, distills the wisdom of a bewildering sea of books and articles into one simple, clear volume, explaining both the logic of successful organizations and how that logic is embodied in practice.
Magretta makes rich use of examples— contemporary and historical—to bring to life management’s High Concepts: value creation, business models, competitive strategy, and organizational design. She devotes equal attention to the often unwritten rules of execution that characterize the best-performing organizations. Throughout she shows how the principles of management that work in for-profit businesses can—and must—be applied to nonprofits as well.
Most management books preach a single formula or a single fad. This one roams knowledgeably over the best that has been thought and written with a practical eye for what matters in real organizations. Not since Peter Drucker’s great work of the 1950s and 1960s has there been a comparable effort to present the work of management as a coherent whole, to take stock of the current state of play, and to write about it thoughtfully for readers of all backgrounds. Newcomers will find the basics demystified. More experienced readers will recognize a store of useful wisdom and a framework for improving their own performance.
This is the big-picture management book for our times. It defines a common standard of managerial literacy that will help all of us lead more productive lives, whether we aspire to be managers or not.
"Adams scrapes his pen across the fears and absurdities of an age we entered when we weren't paying attention-the age of the bureaucratic vacuum." Dilbert is the Everyman in the down-sized, techno-centered workplace. He's the corporately innocent engineer who experiences the absurdities and oddities of office life from his (sometimes shrinking) cubicle. Complemented by his sarcastic and power-hungry dog, Dogbert (aspiring Supreme Ruler of the Earth whose secret happiness is "High expectations and your own bag of chips"), Dilbert provides humor on one of life's most insidious subjects: work. It's Obvious You Won't Survive by Your Wits Alone features nearly two years of Dilbert comic strips (including Sunday cartoons!) that have never appeared in book form.
Dilbert is the Everyman in the down-sized, techno-centered workplace of the '90s, who experiences the absurdities and oddities of office life from his cubicle. This collection of cartoons, starring Dilbert and his sarcastic and power-hungry canine companion Dogbert, features nearly two years of strips that have never before appeared in book form.
"Since Adams parted company with Pacific Bell in 1995, the business he has built out of mocking business has turned into the sort of success story that the average cartoon hero could only dream of."—The London Financial Times
"Go ahead and cut that Dilbert cartoon. Pin it to the wall of your claustrophobic cubicle. Laugh at it around the water cooler, remarking how similar it is to the incomprehensible memos and ludicrous management strategies at your own company."—The Washington Post
Dilbert, Dogbert, and the rest of the world's favorite cubicle dwellers are sure to leave you rolling in your workspace with Scott Adams's cartoon collection, Journey to Cubeville.
Dilbert creator Scott Adams has something special for everyone who thinks their workplace is a living monument to inefficiency—or, for those who have been led to believe unnecessary work is like popcorn for the soul.
Adams lampoons everything in the business world that drives the sane worker into the land of the lunacy:
*Network administrators who have the power to paralyze an entire business with a mere keystroke
*Accountants who force you to battle ferociously to get reimbursed for a $2.59 ham sandwich you scarfed while traveling
*Managers obsessed with perfect-attendance certificates, dead-end projects, and blocking employees from fun web sites and decent office supplies
*Companies spending piles of dough on projects deeply rooted in stupidity, as well as a myriad of stupid consultants
Maybe, just maybe, the reason Scott Adams is able to so completely and utterly skewer the absurdities of the modern workplace is that deep down he really enjoyed his many years as a cubicle dweller. Perhaps his comic strip Dilbert is nothing more than a cleverly disguised 17-year-long love letter to corporate America.
And maybe, just maybe, monkeys will fly out of Donald Trump's butt.
In Try Rebooting Yourself, AMP's 28th Dilbert collection, the world's most dysfunctional office family is back and doing what it does best. Wally adroitly steers clear of new assignments—and perfects his "work grimace." The Pointy-Haired Boss (PHB) thinks of new ways to demoralize and disenfranchise his employees. (As part of a new strategy to make the pension plan solvent, he reminds employees "Smoking is cool.") Dogbert continues his lucrative consulting business. And Dilbert, alas, he soldiers and smolders on, searching for intelligent life in the corporate universe—and maybe, just maybe, a little action. (Fat chance.)
This time out, the gang is joined by a host of odd (but strangely familiar) guest characters including the clueless Hammerhead Bob, and Petricia, the PHB's fawning but ferocious sycophant. All office workers may now nod knowingly.
An in-depth look at the role of power and influence in organizations. Pfeffer demonstrates the necessity of power in mobilizing political support and resources to get things done in any organization, and he looks at the personal attributes and structural factors that help managers advance organizational goals and achieve individual success.
This book, which introduces the Theory of Constraints, is changing how America does business. The Goal is a gripping, fast-paced business novel about overcoming the barriers to making money.
“Two of the best minds in the business, Pfeffer and Salancik crafted this powerful argument that remains timely and timeless. That’s the true test of a classic. The External Control of Organizations is a trusted, durable, evocative work.” —Karl E. Weick,Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan Business School
“Launching the resource dependence theory of organizations, this influential work was the first to recognize the power of the wider social-political environment as a force shaping organizational structure and behavior. Recognizing that all organizations must acquire resources from the environment as a condition of their survival, Pfeffer and Salancik demonstrate how resource dependence gives rise to power problems and, potentially, to political solutions.” —W. Richard Scott,Stanford University