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Publisher: Publishdrive
This book provides possible guidance that could help you in organizing and managing a continuous improvement program
'I found the content easy to read, and I could hear Jennifer saying this to me. There are lots of good insights and experiences that she shares with the reader that are very helpful in leading change.' Steve Green, Director of Business Programs, Microsoft 'Insightful, educational and to the point, excellent read, provides real world, some great experiences and lessons learn all of which can be re-applied quickly and effectively in the real world, well done, Great book.' Andrea Jones, Director of Treasury at Association of Change Management Professionals UK Chapter In a world defined by dramatic technological and economic shifts, business organizations large and small are finding themselves having to adapt and transform at an unprecedented pace. While these demands have led to numerous theories of change management – often with over-complicated methodologies and purely technology-focused approaches – the fact remains that change is primarily about people. Aimed at the ordinary line manager just as much as the director of a large company, this book is a short, simple account of practical steps to lead people through change successfully, with quick and easy chapters and pertinent case studies. Drawing on the author’s own tried-and-tested ABChange Model, Leading People in Change: A Practical Guide will help you to find the change strategy that is right for your business. 'In this book, Jen manages to successfully demystify the often ill-defined discipline of Change Management; she adds a generous helping of practicality and provides us with real world examples that are simple to adopt and implement in your change initiatives. You’ll learn enough from the included Case Studies alone to justify the cover price!' Sean Galloghly, Prosci Certified Change Management Advanced Instructor 'Whether you are starting to encounter change, or feel like a veteran, this book will give you insight into how to lead your teams intentionally through it. It brings light into the murky view of how to approach change with a conscious strategy, as opposed to a reactionary plan. It is a great leveller for feelings of overwhelm, to lead you to a clear and strategic plan for the way ahead, that meets the needs of the employees and business you find yourself in. I recommend all leaders grab a copy!' Nicola Forbes-Taylor, Leadership Consultant and People Director, NFT ConsultingShow book
Discover the secrets of upside-down management and doing the right thing with James Timpson's The Happy Index. With over 2,000 locations across the UK and overseeing multiple operations daily for the past two decades, it’s fair to say that the CEO of the family-owned Timpson business knows a thing or two about running a successful company. What makes James Timpson’s approach to collaboration, profit and success is simple: let the people you hire run your business. That might seem like a simple concept to a CEO, manager or director but if you think about the hundreds of meetings, hours lost from your day by responding to emails, signing off on projects and more, you will notice that you are still working in a traditional, top-down mindset. Doing this means the team you work with only see themselves as a cog in the machine instead of the trusted, valued colleagues that they are. The Happy Index is structured into lessons that will equip you and the people you work with, with the tools and tactics to re-evaluate the ways you manage your business. Offering insight into the ways in which James has overseen the family business, he firmly believes that you will see the benefits of working with an upside-down mindset, not only for financial success but also your team’s wellbeing and happiness. Really, though, it’s easy. Turn up on time. Trust your team. Do your work. In The Happy Index, James Timpson offers a fresh, new perspective on leadership and workplace behaviour. His insights into the economics of organisational culture are a testament to his best writing, making this book a must-read for anyone interested in business management. For fans of Adam Grant (Give and Take), and Wes Streeting (One Boy, Two Bills and a Fry Up). HarperCollins 2024Show book
Management means working with a team of personnel in an organization. The management in terms of a layman construes to be an exceptional executive sharing of an air-conditioned cubicle with a boardroom and an upholstered chair. Many people view the administration as controlling others. Other people may consider management as good as simple clerical work and putting out fancy signatures. However, the process of planning, organizing, recruiting, instructing, organizing, and regulating the activities of business enterprises are genuinely managerial activities. It is also inferred as a leadership strategy, decision-making, and a means of coordinating with the team. Managing people is much more of an art than it is a science. There is no magic formula to follow or a set of rules to adopt. Like any real art, improving on it takes a personal motif and an unrelenting commitment. Great managers do curb the instinct to employ people whose abilities are a decent match for the way a job is already optimized; rather, they are looking for those whose work ethics will reshape the discharge of that specific obligation.Show book
My first book introduced the concept of fuelling your employer brand. After it was published, and I had discussed it with Peers, Business Leaders and Owners, a wealth of additional information emerged. This led to a number of research projects that catalysed and developed my thinking around the Employer Brand concept. Fuel Your Employer Brand really looked at the very basic concepts of the subject, and whilst it covered many aspects of the topic it also delved very heavily into the subject of recruitment process, as having a strong recruitment process is one of the foundation blocks of building a sustainable employer brand.This book therefore takes the original chapters of the first book that are most relevant and builds on them. You could therefore consider this the second edition, however there is so much additional content I decided that the content was significant enough to warrant its own separate publication. Perhaps “Fuel Your Employer Brand “could be considered the beginners guide, and this the more advanced source of advice for those that have created a good Employer Brand and now want to take it to the next level.Show book
Artificial intelligence touches nearly every part of your day. While you may initially assume that technology such as smart speakers and digital assistants are the extent of it, AI has in fact rapidly become a general-purpose technology, reverberating across industries including transportation, healthcare, financial services, and many more. In our modern era, an understanding of AI and its possibilities for your organization is essential for growth and success.Artificial Intelligence Basics has arrived to equip you with a fundamental, timely grasp of AI and its impact. Author Tom Taulli provides an engaging, non-technical introduction to important concepts such as machine learning, deep learning, natural language processing (NLP), robotics, and more. In addition to guiding you through real-world case studies and practical implementation steps, Taulli uses his expertise to expand on the bigger questions that surround AI. These include societal trends, ethics, and the future impact AI will have on world governments, company structures, and daily life.AI is the present and the future of your business as well as your home life. Strengthening your prowess on the subject will prove invaluable to your preparation for the future of tech, and Artificial Intelligence Basics is the indispensable guide that you've been seeking.Show book
Product owner - your job just got easier. Thank you and congratulations on taking this class, Agile Product Management: Product Manager vs Scrum Product Owner. When you have taken this class, you will understand the similarities and differences between traditional product management and scrum product ownership. In order to develop a product from original concept to working model, many factors must be taken into consideration. Clients and stakeholders might have a clear idea of what they want and when they want it. In such cases, it is the product owner's responsibility to clarify all of the details and enable the development team to generate the final product as quickly and inexpensively as possible. If the client and stakeholders are not as certain about what it is that they want, the product owner has the added responsibilities of helping them to figure out what they want and articulating this to the developers. In each segment of a development project the roles and responsibilities of product managers and product owners differ substantially. In each class, we will examine a component of product development and identify the different ways that these two roles approach them. In this class you will learn: An overview of the two product development methods How to manage requirements as a product owner as opposed to a traditional product manager How to plan a project as a product owner versus a traditional product manager How to schedule a project as a product owner as opposed to a traditional product manager Common methods for budgeting a project as a product owner versus that of a traditional product manager Tips for becoming a product owner in your team or business Now let us move forward and let me help you to learn the differences between a traditional product manager and a scrum product owner.Show book
