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What makes a good leader? Ten leaders, ten key virtues This readable distillation of the core common features of successful leaders shows how an individual's character, and especially their virtue, is the defining factor. Without these ten vital virtues, leadership becomes «misleadership.» The authors, both renowned business ethicists, combine theory with fascinating biographical detail on exemplary leaders such as Abraham Lincoln, Winston Churchill, and Oprah Winfrey. The result is an accessible text on the ethics of leadership which, unlike many publications that claim to reveal the secrets of success as a leader, is informed by a wealth of exceptional academic experience.

Betrayal! Corruption! Software engineering? Industry experts Johann Rost and Robert L. Glass explore the seamy underbelly of software engineering in this timely report on and analysis of the prevalance of subversion, lying, hacking, and espionage on every level of software project management. Based on the authors' original research and augmented by frank discussion and insights from other well-respected figures, The Dark Side of Software Engineering goes where other management studies fear to tread – a corporate environment where schedules are fabricated, trust is betrayed, millions of dollars are lost, and there is a serious need for the kind of corrective action that this book ultimately proposes.

Scenario-Based e-Learning Scenario-Based e-Learning offers a new instructional design approach that can accelerate expertise, build critical thinking skills, and promote transfer of learning. This book focuses on the what, when, and how of scenario-based e-learning for workforce learning. Throughout the book, Clark defines and demystifies scenario-based e-learning by offering a practical design model illustrated with examples from veterinary science, automotive troubleshooting, sales and loan analysis among other industries. Filled with helpful guidelines and a wealth of illustrative screen shots, this book offers you the information needed to: Identify the benefits of a SBeL design for learners and learning outcomes Determine when SBeL might be appropriate for your needs Identify specific outcomes of SBeL relevant to common organizational goals Classify specific instructional goals into one or more learning domains Apply a design model to present content in a task-centered context Evaluate outcomes from SBeL lessons Identify tacit expert knowledge using cognitive task analysis techniques Make a business case for SBeL in your organization Praise for Scenario-Based e-Learning «Clark has done it again—with her uncanny ability to make complex ideas accessible to practitioners, the guidelines in this book provide an important resource for you to build your own online, problem-centered instructional strategies.» —M. David Merrill, professor emeritus at Utah State University; author, First Principles of Instruction «Clark's wonderful book provides a solid explanation of the how, what, and why of scenario-based e-learning. The tools, techniques, and resources in this book provide a roadmap for creating engaging, informative scenarios that lead to tangible, measurable learning outcomes. If you want to design more engaging e-learning, you need to read this book.» —Karl M. Kapp, Professor of Instructional Technology, Bloomsburg University; author, The Gamification of Learning and Instruction

The first edition was extremely well received, providing an introduction and insight to this important topic in a comprehensive yet easy to read form. It was chosen to be issued to the representatives of the organizations from the G8 and G20 countries attending the University Summit held in Turin in 2009 which addressed the issue of how education and research can assist sustainable development. The second edition, completely updated to reflect the significant advances and new insights that have been made since publication of the first edition, focuses on two main issues: Facilitating a dialogue between all stakeholders so that the complexity of the problem can be exposed, structured and communicated Understanding how to assess progress in sustainable development It continues to provide coherent guidance on the techniques that can be used to assess sustainable development in a rigorous manner. The approach is introduced using illustrations and case studies, together with follow-up references. It remains the ideal starting point for those trying to get a handle on the subject and for those who wish to examine a structured and systematic approach to the evaluation of sustainable development in the built environment.

The fully revised and updated version of this successful Handbook is welcomed by management scholars world-wide. By bringing together the latest approaches from the leading experts in organizational learning & knowledge management the volume provides a unique and valuable overview of current thinking about how organizations accumulate 'knowledge' and learn from experience. Key areas of update in the new edition are: Resource based view of the firm Capability management Global management Organizational culture Mergers & acquisitions Strategic management Leadership

The complete, hands-on guide to sustainable development Today's process industries must develop natural resources within an eco-friendly framework that balances current demand with future need. Realizing this goal necessitates global vigilance of three key areas—people, planet, and prosperity—known as the Triple Bottom Line or, simply, the Triple P. Sustainable Development in the Process Industries details how worldwide implementation of sustainable processes in present-day industries can positively influence the Triple P going forward by lowering poverty, reducing pollution, and conserving resources. This in-depth guide includes: Real-world case studies and examples Individual chapters written by industry experts Application in industries such as petroleum and fuel, food, recycling, mineral processing, and water processing Focus on the micro (molecules, unit operations, processes) to the macro (industrial sites, value chains, regions, the world) Providing lessons with practical application rather than pure theory, Sustainable Development in the Process Industries offers sound solutions to social, ecological, and economic challenges imperative to assuring our planet's well-being for generations.

HANDBOOK of IMPROVING PERFORMANCE IN THE WORKPLACE Volume 3: Measurement and Evaluation Volume Three of the Handbook of Improving Performance in the Workplace focuses on Measurement and Evaluation and represents an invaluable addition to the literature that supports the field and practice of Instructional Systems Design. With contributions from leading national scholars and practitioners, this volume is filled with information on time-tested theories, leading-edge research, developments, and applications and provides a comprehensive review of the most pertinent information available on critical topics, including: Measuring and Evaluating Learning and Performance, Designing Evaluation, Qualitative and Quantitative Performance Measurements, Evidence-based Performance Measurements, Analyzing Data, Planning Performance Measurement and Evaluation, Strategies for Implementation, Business Evaluation Strategy, Measurement and Evaluation in Non-Profit Sectors, among many others. It also contains illustrative case studies and performance support tools. Sponsored by International Society for Performance Improvement (ISPI), the Handbook of Improving Performance in the Workplace, three-volume reference, covers three core areas of interest including Instructional Design and Training Delivery, Selecting and Implementing Performance Interventions, and Measurement and Evaluation.

In present days more and more academics and practitioners are seeking to understand how organizations manage their knowledge and intellectual capital in order to obtain more effective competitive advantages. Taking into account these issues, and in order to answer the concerns expressed by these professionals, this book looks to help them to understand and implement in their organizations effective transfer and management of knowledge strategies. It looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define and use this knowledge and intellectual capital. The book has a special interest in research on important issues that transcend the boundaries of single academic subjects and managerial functions. In a modern world, characterized by high levels of competition and complexity, only those organizations which can manage, efficiently, all their assets can survive. Among these the management of knowledge and intellectual assets is a recent and challenging process. Only with human talent organizations can survive. Conscious of these priorities, this book is of great relevance as it looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define, transfer and use knowledge and intellectual capital. It is, also, very important and with positive implications to practitioners and academics, as it will contribute to a more effective advance and tool of communication in what concerns the understanding of key issues related to the knowledge management and intellectual capital in competitive organizations management all over the world.

Praise for Advancing Executive Coaching "Rich in content, this book is an impressive and varied review of the field of coaching from a notable assembly of authors. It is thought provoking yet practical, and represents an important contribution to a fast-moving field. A must read for anyone interested in executive coaching and all organizations that want to implement coaching " —Marshall Goldsmith, executive coach and author of the New York Times best-sellers, MOJO and What Got You Here Won't Get You There «This excellent book on executive coaching takes the reader on an exciting journey of discovery and explores the link between practice and research. A great resource for HR professionals and coaches.» —Professor Stephen Palmer, Ph.D., director of the Coaching Psychology Unit, City University, London, United Kingdom «If you are looking for a solid evidence-based book on leadership and executive coaching – look no further. From tools and techniques, to theoretical frameworks and practice advice on how to implement and measure leadership coaching – it's all here. A must-have for the novice and experienced executive coach alike. Enjoy!» —Anthony M. Grant, Ph.D., director, Coaching Psychology Unit, University of Sydney «The book offers both tested strategies and techniques and an exploration of emerging issues and new directions.» —Cindy McCauley, Ph.D., senior fellow at the Center for Creative Leadership «The editors have compiled an 'all-star' roster of authors who tackle issues from implementing and evaluating coaching programs to maximizing the effectiveness of individual coaching relationships. This book will be a must have for anyone interested in world-class executive coaching.» —Kurt Kraiger, Ph.D., 2010 SIOP President, Professor and Director of the Industrial and Organizational Psychology Program at Colorado State University

In vielen Branchen kommen Unternehmen in ihren Geschaften immer schneller an strategische Wendepunkte, ausgelost durch Trends, Krisen und Innovationen. Am strategischen Wendepunkt entscheidet sich, ob es gelingt, geschaftlich zu neuen Ufern aufzubrechen, das hei?t eine strategische Transformation des Geschaftsmodells, des Produktspektrums und der Prozesse zu planen und umzusetzen. Auf solche Situationen zugeschnitten bietet dieses prozessorientierte Handbuch fur Veranderungsstrategien einen praxiserprobten, mit zahlreichen Falldarstellungen illustrierten Werkzeugkoffer zur Strategieentwicklung und -implementierung. Dabei paaren die Autoren inhaltliche Substanz und hohe praktische Relevanz mit hervorragender Lesbarkeit. Funf klar strukturierte Strategiebausteine helfen, systematisch strategische Optionen fur Geschafte zu entwickeln. Praxiserprobte Methoden unterstutzen dabei, eine strategische Transformation zugig einzuleiten und nachhaltig umzusetzen. Mehr als 150 Beispiele aus der Wirtschaft untermauern plastisch Modelle der Verhaltenspsychologie und Unternehmensentwicklung und ermoglichen ein tieferes Verstandnis der Schlusselfaktoren erfolgreicher Transformationen. Auf strategische Transformationen ausgerichtete Change-Management-Methoden unterstutzen die Verankerung der Strategie im Unternehmen. – Geschaftsverantwortlichen, Fuhrungskraften und Strategen dient das Buch als umfassender Handlungsleitfaden zur systematischen Initiierung und Durchfuhrung strategischer Transformationen. – Berater erhalten eine praxiserprobte Systematik zur Entwicklung strategischer Optionen und wertvolle Hinweise, wie sie Transformationsprojekte erfolgreich begleiten konnen. – Unternehmerisch orientierte Studierende konnen ihr Strategie-Know-how gezielt vertiefen und ihr strategisches Denken anhand zahlreicher Beispiele schulen.

Praise for Demystifying Technical Training «Demystifying Technical Training is a must-read for CLOs, managers of training, instructors, and instructional designers. All who read it will gain critical insights into how to lower the cost and improve the efficiency and effectiveness of learning.» —Wm. Douglas Harward, CEO and founder of Training Industry, Inc. «Individuals interested in and accountable for deriving significant value from technical training investments will gain great benefit from reading this book and applying its wisdom.» —Karen Kocher, CLO at Cigna Healthcare «Demystifying Technical Training is an essential, complete guide for any learning organization. The overviews and concepts are clearly stated, while the case studies and sidebars provide practical examples you can apply in your situation.» —Jean Barbazette, president of The Training Clinic and author of Managing the Training Function for Bottom-Line Results «Considering the cost of acquiring and developing talent, why wouldn't all CEO/COOs insist on investing in people to improve results and reduce risk? This book demystifies the process of developing technical experts to increase the return on investment in human capital. Bravo!» —Martin J. Menard, former group CIO at Intel Corporation «Technical training is a key to sustaining competitiveness in the new economy. Learn how to leverage and optimize its value in your organization through this wonderfully insightful and practical resource.» —Dr. Arthur L. Jue, director of global organization and talent development at Oracle and co-author of Social Media at Work: How Networking Tools Propel Organizational Performance «Don't be misled by the title—this book—while focusing on the often segmented world of domain specific job skills—provides guidance valid for the full spectrum of workforce learning from soft-skills to 'technical' skills.» —Ruth Clark, principal and president of Clark Training & Consulting and author of e-Learning and the Science of Instruction

A Publication of the Society for Industrial and Organizational Psychology Praise for Strategy-Driven Talent Management «Silzer and Dowell's Strategy-Driven Talent Management provides a comprehensive overview of the different elements of the best talent management processes used in organizations today. This is a valuable resource for leaders and managers, HR practitioners and anyone involved in developing leadership talent.» —Ed Lawler, Professor, School of Business, University of Southern California «Talent is the key to successful execution of a winning business strategy. Strategy-Driven Talent Management by Silzer & Dowell provides a thorough and very practical guide to building and managing talent based on the strategic needs of the organization. Business leaders will find this an excellent resource with many interesting examples and best practices from leading companies.» —Herbert L. Henkel, Chairman and Chief Executive Officer, Ingersoll Rand «Thanks to Strategy-Driven Talent Management, we can move from an attractive idea of talent management to practices that deliver. This book brings the work of practitioners—the people who are inventing, crafting, and shaping the field of talent management—to the forefront. Their collective experiences and insights will certainly enrich your own research and practice.» —Cynthia McCauley, PhD, Senior Fellow, Center for Creative Leadership «It is exciting to see that Rob Silzer and Ben Dowell have given us the state of the art in 2010 of integrating human resource issues into strategic management. This volume is a must read for human resource and line leaders alike. The journey is far from over, but this volume of work will chart the course for further progress.» —Noel Tichy, Professor, Management and Organizations, University of Michigan, Ross School of Business