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This is the first step-by-step guidebook for successful innovation planning. Unlike other books on the subject, “101 Design Methods” approaches the practice of creating new products, services, and customer experiences as a science, rather than an art, providing a practical set of collaborative tools and methods for planning and defining successful new offerings. Strategists, managers, designers, and researchers who undertake the challenge of innovation, despite a lack of established procedures and a high risk of failure, will find this an invaluable resource. Novices can learn from it; managers can plan with it; and practitioners of innovation can improve the quality of their work by referring to it.
About the Author
Vijay Kumar is a professor at the IIT Institute of Design, the graduate school of design at the Illinois Institute of Technology, where he leads the Strategic Design Planning and the Design Methods programs. Kumar has taught, published, consulted, and lectured throughout the world on using structured methods, tools, and frameworks for conceiving reliable human-centered innovations and turning them into strategic plans for organizations. He has consulted for Autodesk, Motorola, Pfizer, Procter & Gamble, SC Johnson, Steelcase, Target, T-Mobile, and many others.
A Beautiful Constraint: How To Transform Your Limitations Into Advantages, and Why It’s Everyone’s Business
An inspiring yet practical guide for transforming limitations into opportunities
A Beautiful Constraint: How to Transform Your Limitations Into Advantages And Why It’s Everyone’s Business Now is a book about everyday, practical inventiveness, designed for the constrained times in which we live. It describes how to take the kinds of issues that all of us face today lack of time, money, resources, attention, know-how and see in them the opportunity for transformation of oneself and one’s organization’s fortunes. The ideas in the book are based on the authors’ extensive work as business consultants, and are brought to life in 35 personal interviews from such varied sources as Nike, IKEA, Unilever, the U.S. Navy, Formula One racecar engineers, public school teachers in California, and barley farmers in South Africa. Underpinned by scientific research into the psychology of breakthrough, the book is a practical handbook full of tools and tips for how to make more from less. Beautifully designed and accessible, A Beautiful Constraint will appeal beyond its core business audience to anyone who needs to find the opportunity in constraint.
The book takes the reader on a journey through the mindset, method and motivation required to move from the initial “victim” stage into the transformation stage. It challenges us to: * Examine how we’ve become path dependent stuck with routines that blind us from seeing opportunity along new paths * Ask Propelling Questions to help us break free of those paths and put the most pressing and valuable constraints at the heart of our process * Adopt a Can If mentality to answer these questions focused on “how,” not “if” * Access the abundance to be found all around us to help transform constraints * Activate the high-octane mix of emotions necessary to fuel the tenacity required for success
We live in a world of seemingly ever-increasing constraints, driven as much by an overabundance of choices and connections as by a scarcity of time and resources. How we respond to these constraints is one of the most important issues of our time and will be a large determinant of our progress as people, businesses and planet, in the future. A Beautiful Constraint calls for a more widespread capability for constraint-driven problem solving and provides the framework to achieve that.
About the Author
ADAM MORGAN is the author of Eating The Big Fish: HowChallenger Brands Can Compete Against Brand Leaders, the international bestseller that introduced the concept of challenger brands to the world of marketing. His ideas have been widely citedas a key influence by a new generation of successful entrepreneurs and business leaders around the world. He is founder of eatbigfish,a renowned marketing consultancy that works with clients to developtheir own breakthrough strategies, from Helsinki to Hanoi.MARK BARDEN runs the west coast business for eatbigfishin the US. Over his career he’s won the Platinum Award for direct response marketing, taken a dot com public, warmed up a crowd for Ellen De Generes, and played a Buddhist monk in a Kleenex commercial. His advice on how to create breakthrough thinking without size results is much sought after. He is a popular speaker,world class facilitator and occasional coach.
A Comprehensive Guide to Project Management Schedule and Cost Control: Methods and Models for Managing the Project Lifecycle
Master all the modern project scheduling and cost control techniques you need, in one focused tutorial! Randal Wilson's Project Schedule & Cost Control isn't your typical project management guide: it's 100% focused on the specific principles, techniques, and best-practice methodologies of scheduling and cost control. Wilson illuminates key issues through the extensive use of graphs, charts, case studies, and worked examples; and calls your attention to crucial issues that “generic” PM books ignore. Coverage includes: * Project structures, including differences between projects and programs, and how those differences affect costing and scheduling * Initiation: how projects start, how to develop project charters and stakeholder registers, and how to manage stakeholders * Planning, in depth: what costs must be addressed, and what schedule constraints must be considered * Project schedule analysis: activity definition, WBS, and work packages; activity sequencing and diagramming; proven methodologies for estimating resources and activity durations; and schedule development * Project cost analysis: gathering and estimating all project costs, including labor, materials, vendor bids, subcontractors, contracts, equipment, facilities, and direct/indirect costs. * Budgeting via top-down, bottom-up, and activity-based methods * Project monitoring and control: earned value, tracking Gantt, S-Curves, performance reviews, milestone analysis, change control systems, estimate at completion, forecasting, and much more For both project management newcomers and working project managers who need to sharpen their skills
About the Author
Randal Wilson, MBA, PMP, serves as Visiting Professor of Project Management, Keller Graduate School of Management, at the Elk Grove, California, DeVry University campus. His teaching style is one of addressing project management concepts using academic course guidelines and text and includes in-depth discussions in lectures using practical application from industry experience. Mr. Wilson is currently Operations and Project Manager at Parker Hose and Fittings. He is responsible for five locations across northern California and Nevada, as well as project management of redesigns and renovation of existing facilities and construction of new facilities. Mr. Wilson was formally in the telecommunications industry as Senior New Product Introduction Engineer at REMEC, Inc., Senior New Product Introduction Engineer with Spectrian Corp., and Associate Design Engineer with American Microwave Technology. He also served as Senior Manufacturing Engineer at Hewlett-Packard. He is a certified Project Management Professional (PMP) of the Project Management Institute. He acquired an MBA with a concentration in General Operations Management from Keller Graduate School of Management of DeVry University in Fremont, California, and a bachelor of science in Technical Management with a concentration in Project Management from DeVry University in Fremont, California.
This wide-ranging and authoritative dictionary contains 7,000 entries covering all areas of business and management, including marketing, organizational behaviour, business strategy, law, and taxation. Written by a team of experts, it features the very latest terminology, for example, the recent vocabulary associated with structured finance and the associated subprime lending crisis, including collaterized debt obligation and special purpose vehicle. The new edition of this established bestseller dispels modern financial and management jargon, defining entries in a clear, concise, and accessible manner. It contains US business terms, general management concepts (e.g. competence, knowledge management), named theories (e.g. Tannenbaum and Schmidt, Blake and Mouton) as well as expanded coverage of the contemporary theory of the firm and human resources. New terms are included from the fast-moving areas of current affairs (e.g. MiFID), Internet business and information technology and there is full coverage of the new Companies Act. With recommended web links for many entries, accessible and kept up to date via the Dictionary of Business and Management companion website, this edition is more informative than ever. This A-Z reference work is essential for business students, teachers and professionals, and useful for anyone needing a guide to business terminology.
Organisation Development, as a field, is messy, imperfect and hard to get hold of – it is like nailing jelly to the wall. A Field Guide for Organisation Development offers a variety of perspectives and unparalleled experiences from practitioners and researchers who all share an interest and involvement in Organisation Development (OD). In it are multiple voices, mindsets and practices – not all of which necessarily agree with each other. Leading OD practitioners present a contemporary, practical guide that tackles the dilemmas and polarities that face anyone studying or practising within the OD arena, and encourages them to develop their own particular practice of OD in a way that is appropriate for their context, skills and preferences, while challenging them to look beyond what comes naturally. Here are new ways to support the growth and development of an organisation from modest endeavours that are small in scale to organisation-wide change programmes. A Field Guide for Organisation Development is as comprehensive a resource to support the practice of OD as can be found anywhere. It covers issues of organisational health as well as offering tools aimed at supporting practitioners to survive in the harsh realities of organisational life. It contains chapters on the OD practitioner, on groups, on culture, on data and evaluation. It offers perspectives on change, on the relationship between OD and HR, and on the use of external consultants.
About the Author
Ed Griffin is an international HR Director and experienced Organisation Development consultant who has worked across many sectors, organisational types and countries. He has contributed research and articles in both HR and OD. Mike Alsop was, for many years, Global Head of Executive Development for G4S plc. Working as an ‘independent’ consultant since 2007, he now acts as a coach, facilitator and consultant for clients in many sectors, from all over the world. He is also a Partner at Waverley Learning. Martin Saville is co-founder of Mayvin, a specialist consultancy with a mission to nurture the human spirit in organisations. He has deep experience in building internal OD capability and in supporting organisations to enhance performance through values, relationships and culture. Grahame Smith is a highly experienced leadership coach and organisation development consultant. He has ‘first hand’ commercial experience in fmcg, retail, and fashion, and is working with organisations in the public, private and voluntary sectors. Ed Griffin, Angela Baron, Martin Saville, Mike Alsop, Andy Smith, James Traeger, Penny Lock, Sue Belgrave, Paul Brewerton, Grahame Smith, Niki Dalton, Kate Mulcahy, Liz Finney, Jo Hennessy.
A reflection on the collaboration and knowledge of working project managers that provides the fundamentals of project management as they apply to a wide range of projects. This internationally recognized standard provides the essential tools to practice project management and deliver organizational results.
Despite the interest and pervasiveness of mentoring there has been little attention devoted to professionalizing mentoring for program managers in learning organizations, especially post-secondary institutions, and there are scant resources available for mentoring coordinators. This book fills that gap. Drawing on research on mentoring and coaching in psychology, education and organizations, this guide translates research into practice by helping program administrators learn more about the behaviors of mentoring, stages of mentoring relationships, elements of high quality relationships, and recognizing and avoiding dysfunctional ones. The book includes diagnostic surveys and case studies that coordinators might use in their programs and makes an important contribution to the literature on mentoring, providing a practical, up-to-date resource for those working in the field on how to set up, run, and evaluate their mentoring programs.
About the Author
Laura Gail Lunsford is the Director of the Swain Center at UNC-Wilmington's Cameron School of Business. Prior to becoming the director she was a tenured Associate Professor in Psychology at the University of Arizona. She studies leader development and the psychology of coaching and mentoring. Her teaching focuses on cognitive, interpersonal and organizational psychology. These interests have been influenced by working more than two decades with talented individuals. Her research focuses on the psychology of mentoring in higher education and she has published 30 chapters, peer-reviewed articles, and case studies on mentoring and leadership. Over the last six years she has given 20 peer-reviewed talks at conferences on mentoring in the U.S., Mexico, and Europe. In addition she consults with organizations interested in leader development and mentoring/coaching programs.
In order to understand the resilience of capitalism as a mode of production, social organization, and an intellectual system, it is necessary to explore its intellectual development and underlying structure. A Historical Political Economy of Capitalism argues that capitalism is based on a dominant intellectuality: a metaphysics. It proposes the construction of a history-based ‘critique of political economy’, capable of revealing the poverty of capitalism’s intellectual logic and of its application in practice. This involves a reconsideration of several classical thinkers, including Smith, Marx, Berkeley, Locke, Hobbes, Hume and Rousseau. It also sketches an emancipative methodology of analysis, aiming to expose any metaphysics, capitalist or none. In doing so, this book proposes a completely new approach in materialist philosophy. The new methodology in political economy that is proposed in this volume is an alternative way to organize a materialist approach. Some basic aspects of what is argued by the author can be found in Marx. This book is well suited for those who study political economy and economic theory and philosophy, as well as those who are interested in Marxism.
About the Author
Andrea Micocci is Professore Straordinario of Political Economy, Link Campus University, Rome, Italy.
Of all the sciences and social sciences, management is the one that most deliberately turns its back on the past. Yet management as we know it today did not spring into life fully formed. Management has more than just a present; it also has a past, and a future, and all three are inextricably linked. This book charts the evolution of management as an intellectual discipline, from ancient times to the present day. Contemporary management challenges, including sustainability, technology and data, and legitimacy are analysed through an historical lens and with the benefit of new case studies. The author helps readers understand how the evolution of management ideas has interacted with changes in society. By framing management’s history as one of challenge and response, this new edition is the perfect accompaniment for students and scholars seeking meaningful study in the business school and beyond. Essential reading as a core textbook in management history, the book is also valuable supplementary reading across the humanities and social sciences.
About the Author
Morgen Witzel is a Fellow of the Centre for Leadership Studies, University of Exeter, UK. He is the author of more than twenty books including the international best sellers Doing Business in China (Routledge) and Tata: The Evolution of a Corporate Brand (Penguin).
The Ottoman Empire (1299-1923) existed at the crossroads of the East and the West. Neither the history of Western Asia, nor that of Eastern Europe, can be fully understood without knowledge of the history of the Ottoman Empire. The question is often raised of whether or not economic thinking can exist in a non-capitalistic society. In the Ottoman Empire, like in all other pre-capitalistic cultures, the economic sphere was an integral part of social life, and elements of Ottoman economic thought can frequently be found in amongst political, social and religious ideas. Ottoman economic thinking cannot, therefore, be analyzed in isolation; analysis of economic thinking can reveal aspects of the entire world view of the Ottomans. Based on extensive archival work, this landmark volume examines Ottoman economic thinking in the classical period using three concepts: humorism, circle of justice and household economy. Basing the research upon the writings of the Ottoman elite and bureaucrats, this book explores Ottoman economic thinking starting from its own dynamics, avoiding the temptation to seek modern economic theories and approaches in the Ottoman milieu.
About the Author
Fatih Ermis obtained his PhD from the Max Weber Center for Advanced Cultural and Social Studies, Germany.
The articles and papers reprinted in this volume, all written after 1970, represent a departure from the earlier conventional notion of accounting history research. They approach the study of management accounting history by regarding the accounting and business records of actual organizations as indispensable source materials for historical analysis. Analysis of these records has yielded a new conception of management accounting. These studies suggest that the forces contributing to management accounting’s development are more numerous and complex than historians had realized. The case studies in the first part of the book trace the historical development of virtually all the internal accounting practices associated today with management accounting. Those in the second section consist of articles which interpret the case material.
About the Author
Multivolume collection by leading authors in the field.
Most theoretical approaches to industrial relations and human resources management (IR/HRM) build their analyses and policy prescriptions on one of two foundational assumptions. They assume either that conflict between workers and employers is the natural and inevitable state of affairs; or that under normal circumstances cooperation is what employers can and should expect from workers. Marxists, for example, argue that the attitudes and behaviour of the members of organizations ultimately derive from the wage relation and the exploitation inherent in the extraction of surplus value. More straightforwardly, industrial relations pluralists in the Anglo-American tradition assume that the allocation of wealth between labour and capital is a zero-sum game and as such is necessarily conflictual. Human resource management however, usually begins from the assumption that employers and employees have a shared interest in organizational success and that conflict at work is pathological rather than normal or inevitable. Having already taken a position on whether conflict or cooperation are to be expected, all of these conventional approaches to IR/HRM have trouble taking seriously any evidence that contradicts their foundational assumptions. By contrast, the theoretical framework for IR/HRM proposed in this book treats the existence of conflict or cooperation at work as an outcome that needs to be explained rather than an initial supposition. A New Theory of Industrial Relations: People, Markets and Organizations after Neoliberalism follows Alan Fox in supposing that our principal task is to understand the conditions under which employees will accept as legitimate – or reject as illegitimate – the ‘structures of the situation’ within which they work. It argues that whether workers fight against or willingly accept the web of relationships that constitutes the organization cannot be taken as given. Rather, it depends on the interplay between three empirically variable factors: the day-to-day experience of incentives, constraints and social interaction at work; the wider cultural and socio-political context within which work takes place; and, critically, the way in which work as a social relationship is understood or grasped by members of organizations.
About the Author
Conor Cradden is research fellow in the Department of Sociology at the University of Geneva, Switzerland
All project stakeholders have different needs, objectives, responsibilities and priorities. For many project managers it is disturbing to realise that, for any number of personal or professional reasons, some of their stakeholders may not be as co-operative and helpful as they expect. It could be a negative and powerful sponsor (the ‘Anti-sponsor’), a demotivated team, low-maturity or unrealistic external clients, maliciously compliant gatekeepers and finance teams, or uninterested internal customers. The reality of project management is that stakeholders can be difficult! Jake Holloway, Professor David Bryde and Roger Joby bring their years of project management experience and combine it with research and insight from social psychology to delve into how and why project stakeholders can be difficult. The book describes some of the common stakeholder types – such as Sponsors, the Team, Gatekeepers, Clients and Contractors – and associated unhelpful or difficult behaviour profiles that you will often come across on projects. It then provides practical ideas, techniques and methods that will help the project manager to effectively manage the impact of these stakeholders on the project. As projects get larger and more complicated, the role and influence of stakeholders grows too. A Practical Guide to Dealing with Difficult Stakeholders will provide your project teams with the basis for a more sophisticated and resilient approach to stakeholder management.
About the Author
Jake Holloway is an experienced Project Manager, Management Consultant and Business Development Director in the areas of IT, Digital and Marketing. He has managed and sponsored 100’s of projects and portfolios, and has been involved in building and designing project management systems. Jake’s interest is in the difference between the reality of how people behave at work and how it is described in management theory. Dr David Bryde is a Professor in Project Management at Liverpool John Moores University. Previously, David worked as the head of the technical support department for Metier Management Systems, supplier of Artemis – a project management software package – and as a project manager for ICI. David is an experienced researcher, teacher and consultant on various aspects of project management. Roger Joby is Managing Director of 1to1to1 and has over 20 years’ experience in project finance, project management and line management within the pharmaceutical industry both in the UK and Europe.
Learn how to market for your indie game, even with a small budget and limited resources. For those who want to earn a regular income from making indie games, marketing can be nearly as vital to the success of the game as the game itself. A Practical Guide to Indie Game Marketing provides you with the tools needed to build visibility and sell your game. With special focus on developers with small budgets and limited staff and resources, this book is packed with recommendations and techniques that you can put to use immediately. As a seasoned marketing professional, author Joel Dreskin provides insight into practical, real-world experiences from marketing numerous successful games and also shares tips on mistakes to avoid. Presented in an easy to read format, A Practical Guide to Indie Game Marketing includes information on establishing an audience and increasing visibility so you can build successes with your studio and games. * Through case studies, examples, guidelines and tips, you will learn best practices for developing plans for your game launches, PR, community engagement, channel promotions and more * Sample timelines help you determine how long in advance of a launch to prepare your first public communications, when to announce your game, as well as recommended timing for releasing different game assets * Book also includes marketing checklist ‘cheat sheets’, dos and don’ts and additional resources.
About the Author
Joel Dreskin has developed expertise with marketing, strategy development and campaign executions for high profile, enthusiast and indie brands over the past 20 years-including Star Wars, Back to the Future, Wallace & Gromit, Monkey Island, Sam & Max, original IP, and more. In addition to Joel’s experience with game tie-in launches for the Star Wars prequel films during his years with the LucasArts division of Lucasfilm, he drove brand, channel and marketing program development for Telltale Games from the company’s second through seventh years and digital media software initiatives with Macromedia (now Adobe). Joel has recently created and run focused showcase events for indie developers: Indie Press Day and Good Game Club; and has also been contributing to the Media Indie Exchange press/industry mixer events.
Preface to Marketing Management, 14e, by Peter and Donnelly, is praised in the market for its clear and concise presentation of the basic principles of marketing in such a way that the core concepts and ideas are covered in sufficient depth to ensure understanding. By offering an engaging, clear, and conceptually sound text, this book has been able to maintain its position as a leading marketing management text. The fourteenth edition serves as an overview for critical issues in marketing management. Its brief, inexpensive, paperback format makes it a perfect fit for instructors who assign cases, readings, simulations or offer modules on marketing management for MBA students. The text also works in courses that implement a cross-functional curriculum where the students are required to purchase several texts.
About the Author
Dr. James H. Donnelly, Jr. is the Thomas C. Simons Professor in the Gatton College of Business and Economics at the University of Kentucky. In 1990 he received the first Chancellor’s Award for Outstanding Teaching given at the University. Previously, he had twice received the UK Alumni Association’s ‘Great Teacher Award,’ an award one can only be eligible to receive every ten years. He has also received two ‘Outstanding Teacher’ awards from Beta Gamma Sigma, national business honorary. In 1992 he received an Acorn Award recognizing ‘Those Who Shape the Future’ from the Kentucky Advocates for Higher Education. In 1995 he became one of six charter members elected to the Bank Marketing Hall of Fame. He has also received a ‘Distinguished Alumni Award’ from the University of Maryland. During his career he has published in the Journal of Marketing Research, Journal of Marketing, Journal of Retailing, Administrative Science Quarterly, Academy of Management Journal, Journal of Applied Psychology, Journal of Social Psychology, Journal of Business Research, and Operations Research, among others. He is the author of more than a dozen books which have sold more than one million copies. They include both widely adopted academic textbooks as well as professional books. He is very active in the banking industry where he currently serves on the board of directors of the Institute of Certified Bankers and the Bank Marketing Association. He is also the Academic Dean of the ABA’s School of Bank Marketing and Management.