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A leading executive coach pinpoints three vital traits necessary to advance your career In Getting Ahead, one of the top 50 executive coaches in the United States, Joel Garfinkle reveals his signature model for mastering three skills to take your career to the next level: Perception, Visibility, and Influence. The PVI-model of professional advancement will teach you to: (1) Actively promote yourself as an asset and valuable person inside the organization, (2) Increase your visibility to gain others’ recognition and appreciation for your efforts and (3) Become a person of influence who makes key decisions inside the organization. Getting Ahead will put you ahead of the competition to become a known, valued, and desired commodity at your company. For more than two decades, Joel Garfinkle has worked closely with thousands of executives, senior managers, directors, and employees at the world's leading companies, and has authored 300 articles on leadership Offers detailed guidance on how to increase exposure, boost visibility, enhance perceived value for your organization, and ultimately achieve career advancement Explains how to get your name circulating among higher levels of management so others know you, see your results, and acknowledge the impact you bring to the company
Designed for students of "Management Development" on the CIPD PDS qualification and in business and HR degree programmes, this text offers an overview of management development to practitioners. It includes features such as: chapter outline; web links; end-of-chapter discussion questions and summary; exercises; and searching the web.
In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair—share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they Commit to organizational objectives and culture Transform behaviors, cultures, and perceptions Implement competency or organization effectiveness models Exhibit strong top management leadership support and passion
Non-Governmental Development Organizations have seen turbulent times over the decades; however, recent years have seen them grow to occupy high-profile positions in the fight against poverty. They are now seen as an important element of ‘civil society’, a concept that has been given increasing importance by global policy makers. This book has evolved during the course of that period to be a prime resource for those working (or wishing to work) with and for NGOs. The third edition of Non-Governmental Organizations, Management and Development is fully updated and thoroughly reorganized, covering key issues including, but not limited to, debates on the changing global context of international development and the changing concepts and practices used by NGOs. The interdisciplinary approach employed by David Lewis results in an impressive text that draws upon current research in non-profit management, development management, public management and management theory, exploring the activities, relationships and internal structure of the NGO. This book remains the first and only comprehensive and academically grounded guide to the issues facing international development NGOs as they operate in increasingly complex and challenging conditions around the world. It is the perfect resource for students undertaking studies of NGOs and the non-profit sector, in addition to being an excellent resource for development studies students more generally.
On few occasions in the history of modern management have leadership skills been in such sharp focus as they are now. The ability to direct often very large and diverse organizations; to make sense of the complex and turbulent markets and environments in which you operate; and to adapt and learn seems at an all time premium. The premise behind the fifth edition of this influential Handbook is that leadership, management and organizational development are all parts of the same process; enhancing the capacity of organizations, whatever their size, and the people within them to achieve their purpose. To this end, the editors have brought together a who's who of current writers on leadership and development and created the definitive single volume guide to the subject. The perspectives that the text provides to leadership, learning and development, embrace the formal and the informal, cultures and case examples from organizations of all kinds; and offers readers a rigorous, readable and, where appropriate, ground-breaking book. In the 14 years since the fourth edition of this classic book, very much has changed. But the need for this Handbook is as strong as ever and the Fifth Edition of Gower Handbook of Leadership and Management Development is set to become a definitive read for senior managers and those who develop them and an essential reader for the management students aspiring to become the next generation of leaders.
Critical training issues: past, present, and future; Training systems issues; Learning and cognitive issues; Social systems issues in training research; Commentaries on the training issues.
Organization Development: Strategies for Changing Environments, Second Edition, aims to help managers of the future successfully plan for and manage changes in the workplace. The book teaches students how to conceptualize and implement planned interventions to increase organizational effectiveness. Building on the success of the previous edition, Smither, Houston, and McIntire maintain the foundational and historical organization development content while incorporating a number of key changes: new material on change management, globalization, diversity, sustainability, ethics, talent management, and emotional intelligence; a greater emphasis on the practical application of the theory; new case studies focusing on current business dilemmas that align with the chapter objectives. This edition brings this classic book into the 21st century, making it a valuable resource for students of organizational development, organizational behavior, change management, and leadership.
The first edition of this book was published in 2001 by Routledge and was the first academic text on the important new emerging field of NGO management. It sets out the field for researchers with a new and original conceptual framework, contains a comprehensive review of existing literature from a variety of disciplines (including management, development studies, and social policy) and provides wide-ranging examples from the author’s own practical and research experience. New to this edition: twelve new detailed case studies of NGO management issues and challenges new discussion points, lessons learned and questions for debate to guide the reader through each chapter definitions of key terms highlighted key ideas to illustrate each chapter. Revealing the distinctive organizational challenges faced by NGOs this second edition provides a fully updated and revised text that will prove invaluable to all those studying or working in NGOs, the voluntary sector or development studies. Visit the Companion website at www.routledge.com/textbooks/978-0-415-37093-6.