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A companion to the dynamic It's Okay to Be the Boss: The Management Workshop, this Participant Workbook is a hands-on resource that will help you learn how to overcome the common obstacles to becoming an engaged manager. You will gain a clear understanding of which management challenges can be controlled, along with tips and techniques for effectively controlling them. You will also discover the proven strategies for working around issues that cannot be avoided or controlled. The It's Okay to Be the Boss: The Management Workshop leads you through a series of eight back-to-basics techniques that clearly show how to develop the skills that will enhance your management abilities and help you Build relationships of trust and confidence with employees Delegate tasks, responsibilities, and projects Keep employees focused and moving in the right direction Increase productivity, quality, retention of high-performers, and turnover among low-performers Sharply reduce waste, inefficiency, errors, down-time, and conflict among employees It's Okay to Be the Boss:The Management Workshop will help you incorporate into your daily routine the time-tested management techniques that spell success—tracking employee performance, correcting failure, and rewarding success.

Achieving market consistency can be challenging, even for the most established finance practitioners. In Market Consistency: Model Calibration in Imperfect Markets, leading expert Malcolm Kemp shows readers how they can best incorporate market consistency across all disciplines. Building on the author's experience as a practitioner, writer and speaker on the topic, the book explores how risk management and related disciplines might develop as fair valuation principles become more entrenched in finance and regulatory practice. This is the only text that clearly illustrates how to calibrate risk, pricing and portfolio construction models to a market consistent level, carefully explaining in a logical sequence when and how market consistency should be used, what it means for different financial disciplines and how it can be achieved for both liquid and illiquid positions. It explains why market consistency is intrinsically difficult to achieve with certainty in some types of activities, including computation of hedging parameters, and provides solutions to even the most complex problems. The book also shows how to best mark-to-market illiquid assets and liabilities and to incorporate these valuations into solvency and other types of financial analysis; it indicates how to define and identify risk-free interest rates, even when the creditworthiness of governments is no longer undoubted; and it explores when practitioners should focus most on market consistency and when their clients or employers might have less desire for such an emphasis. Finally, the book analyses the intrinsic role of regulation and risk management within different parts of the financial services industry, identifying how and why market consistency is key to these topics, and highlights why ideal regulatory solvency approaches for long term investors like insurers and pension funds may not be the same as for other financial market participants such as banks and asset managers.

This guide walks the reader step by step through the LEED 2009 for New Construction process, offering advanced techniques for estimating the actual costs, in time and money, for building green. It serves as an essential primer to price-assessment strategies for high-performance commercial and institutional projects, which include office buildings, high-rise residential buildings, government buildings, recreational facilities, manufacturing plants, and laboratories. Written by an author with more than twenty years of green construction experience on more than 80LEED registered or certified projects, the book provides real-world case studies used to demonstrate the techniques and concepts revealed in the book, covers project documentation, and provides strategies to help the reader understand the real costs and scheduling implications associated with sustainable building.

World Class IT Technology is all around us. It is so pervasive in our daily lives that we may not even recognize when we interact with it. Despite this fact, many companies have yet to leverage information technology as a strategic weapon. What then is an information technology executive to do in order to raise the prominence of his or her department? In World Class IT, recognized expert in IT strategy Peter High reveals the essential principles IT executives must follow and the order in which they should follow them whether they are at the helm of a high-performing department or one in need of great improvement. Principle 1: Recruit, train, and retain World Class IT people Principle 2: Build and maintain a robust IT infrastructure Principle 3: Manage projects and portfolios effectively Principle 4: Ensure partnerships within the IT department and with the business Principle 5: Develop a collaborative relationship with external partners The principles and associated subprinciples and metrics introduced in World Class IT have been used by IT and business executives alike at many Global 1000 companies to monitor and improve IT's performance. Those principles pertain as much to the leaders of IT as they do to those striving to emulate them.

Anyone who has a position of leadership in your organization should read Meaningful Workplaces. From the CEO to the front-line manager, this book will change the way people think about work. It is truly a must read for people creating the workplace of the future. – Paul Butler, Managing Director and Founder of GlobalEdg (recently retired – Director Global Learning and Organizational Development, Proctor &Gamble/Gillette) «Meaningful Workplaces is a must-read for today's workforce. It sagely advises organizations how to create cultures that provide a sense of belonging, a feeling of trust, caring, and shared celebration.» – Dr. Peggy Dolet, Director of Human Resources, American Society for Engineering Education «Chalofsky's Meaningful Workplaces models do a great job of reframing the discussion about work and values. He provides excellent examples of organizations that have made measurable and sustainable strides in achieving „integrated wholeness“ in today's competitive environment. I found it both practical and insightful.» – Kimo Kippen former Vice President, Center of Excellence, Marriott International, former Chair, ASTD Board of Governors, and Executive in Residence at Catholic University «Dr. Chalofsky captures the essence of what motivates people to work beyond material gain. Grounded in decades of organizational research and practice, it is a source that can be trusted. I highly recommend this book to students of organizational studies, company leaders, and people seeking answers to the questions of what it takes to create and sustain meaningful work and humane workplaces.» – Dr. Susan Gayle, Chief Administrative Officer, Promontory Interfinancial Network, LLC «Chalofsky's experience and expertise shine through as he takes readers on a journey about how?humanistic organizations lead to increased joy, passion, learning, personal growth, high performance, and bottom-line success. This excellent text ties years of concepts into a coordinated whole?culture, learning, engagement, motivation, community, and work-life integration. Chalofsky provides concepts, practical approaches, and realistic examples for?students, leaders, practitioners, and educators.» – Dr. Virginia Bianco-Mathis Chair, Department of Management, School of Business, Marymount University, Managing Partner, Strategic Performance Group

The modern manager faces a bewildering range of challenges every single day. Their ability to make critical decisions, often under pressure, can directly determine the future success of the company and their career. It is therefore surprising that so few managers take the time to learn the art of decision making. In this groundbreaking book from Caroline Wang, readers will learn that quality decision making is a competence that can be acquired according to a simple framework. The framework is practical and easy-to-remember, consisting of two acronyms: GPA and IPO. GPA for decision content quality (Goal, Priority, Alternatives); and IPO for decision process quality (Information, People, Objective reasoning). The book places emphasis on leading a team to make decisions, even though the framework can be used for personal and individual decisions. By using this common decision-making framework, managers and leaders will gain credibility and team support for the decision, will confidently articulate, promote, and defend the decision, and will have made the necessary preparations for successful implementation when the decision-making process is complete. This proven framework from one of Asia's most dynamic leadership experts will improve the quality of your decisions and change the way you do business.

Praise for Strategic Employee Surveys «This is a must-read! If you want to bring your employee survey up to the next level—if you want to predict and drive your organizational outcomes, including customer satisfaction and business performance—if you want to move your business strategy and survey program closer together, then this is your book.»—Franz G. Deitering, Ph.D., SAP, and CEO, RACER Benchmark Group; former Chairman, IT Survey Group «[Wiley makes] an excellent, well-balanced approach to making the business case for employee surveys and providing reinforcement on the essential components—from purpose and development of the instrument to results analysis to action planning.»—Lawrence E. Milan, Senior Vice President, Human Resources, ING U.S. Insurance «This book does not get bogged down in statistical analyses, yet it features a healthy mix of the theoretical and the practical that works for the novice and the experienced survey program manager alike.»– Thomas E. Mitchell, Vice President, Northern Trust Company «The book's key concepts are illustrated with many specifics, especially survey content, and lots of fascinating 'war stories.' This book will become a well-thumbed volume by all who want to make the most of employee surveys.»—Allen I. Kraut, Ph.D., Professor Emeritus of Management, Zicklin School of Business, Baruch College, CUNY

Great Webinars «Great Webinars provides a profoundly practical and easy-to-follow template for creating and facilitating stimulating webinars that engage learners as active participants, while creating the kind of energetic 'buzz' that is the hallmark of successful learning experiences. The book is sure to benefit both seasoned instructors and subject matter experts who are new to teaching. I sure wish this book had existed when I began conducting webinars back in the mid 1990s.»—Carol Willett, former chief learning officer, US Government Accountability Office «Not only has Cindy Clay put the adult learning principles into practice, she has created an approach to the design, development and delivery of a virtual workshop that is potentially more engaging than being face-to-face. Great Webinars captures all the essentials to creating a great on-line learning experience. . . . Thanks to the lessons learned in this book, we can now move full speed ahead with our e-learning strategy and I can now feel confident we will be teaching versus simply reaching our customers.»—Karen Pacent, director, Learning and Leadership Development, United States Tennis Association «Great Webinars is written in a smart, authentic, practical, sassy, and easy-to-follow way. It reminds us to bring our participants' experience front and center if we want them to be enthralled, and the learning environment to be enriched. Cynthia Clay lets her own students tell us what is wrong with the current use of webinars and then proceeds to teach us how to build 'em better. It's like having her sit beside you saying, 'Don't worry . . . I'll get you there.' And she does.»—Beverly Kaye, founder/CEO, Career Systems International; coauthor, Love 'Em or Lose 'Em and Getting Good People to Stay

Michael Allen's e-Learning Library Most e-learning that is produced for classroom training is created using instructional models that were introduced more than thirty years ago. To update design solutions for today's online learners, Michael Allen's e- Learning Library offers a review of the basics of instructional design and then lifts the lid on some common misconceptions that arise from what people think they know about ISD. Michael Allen's e- Learning Library is designed to help use time and resources effectively and to build the best e-learning experiences possible. Filled with illustrative examples, the book is pragmatic and contains easy-to-apply solutions. Successful e-Learning Interface is the third book in the Michael Allen's e-Learning Library series. Using this hands-on resource will maximize your CEO impact—connect, empower, and orchestrate. You will understand how to connect with your learners, how to empower learners to make the most of e-learning's capabilities, and how to orchestrate learning events. Praise for Michael Allen's e-Learning Library «Once again Michael Allen has zeroed in on a critical, yet often overlooked, aspect of e-learning development. This book sheds light on the importance of learner interface design, and offers readers clear guidelines for designing interfaces that support the learner and increase impact. It will be a valuable asset for any e-learning developer who is committed to producing truly world-class e-learning.» —David Holcombe, president and CEO, The eLearning Guild and publisher, Learning Solutions Magazine «With this easy-to-apply and practical book, Michael Allen raises the bar on creating exceptional e-learning experiences.» —Lance Dublin, CEO and chief solution architect, Dublin Consulting «Michael Allen continues to be a strong voice in the e-learning industry. The topics addressed in this book are especially timely, helping the creators of training appeal to a new generation of learners while addressing the concerns of more mature learning audiences.» —Jennifer Hofmann, president, InSync Training and author, The Synchronous Trainer's Survival Guide and Tailored Learning: Designing The Blend That Fits

How can organizations provide the right sales training to the right sales people at the right time? This book is filled with a diverse collection of case studies from top companies and provides a practical road map and the proven tools for organizations that want to implement a winning sales training program. The book offers helpful techniques and tips on how to successfully execute sales training with limited resources and cut budgets. It provides how-to guidelines for successful sales training in a down economy. It is written by 13 experts who have experience selling and have managed sales people. The contributors have combined experience of improving sales performance of over 120 years. The book contributors are Bob Rickert, Jim Graham, Teresa Hiatt, Michael Rockelmann, Maris Edelson, Susan Onaitis, Susanne Conrad, Rick Wills, Ken Phillips, Trish Uhl, Gary Summy, Lanie Jordan, and Renie McClay.

From the mid-1980s to the turn of the 1990s the international HR field was considered to be in its infancy. There continues to be both an evolution of territory covered by the field – a series of successively evolving cultural, geographical and institutional challenges faced by the multinational corporation (MNC) – as well as more critical questioning whether this has created an expanded or a fragmented field. This book brings together the latest research on important “issues-driven” concerns that the field of IHRM now has to face, absorb, interpret then reanalyse through international lenses. This volume gives attention to those aspects of MNC behaviour – choices about location, how they organize local subsidiaries, choices made about technology, capital and labour, and choices made about investments and strategies – that are subject to institutional influences. It also gives voice to a number of contemporary issues – reverse knowledge flows, skill supply strategies, employer branding, e-enablement, outsourcing, global networks – that now need to be accommodated within the field. Broadens the IHRM field to cover comparative and institutional perspectives Provides a multi-level analysis of globalization phenomena at the individual, organization, and macro level Focuses on the current problems and issues driving the attention of IHRM Directors

There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so. The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence-based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle). This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever.