Advertisement
| hbr onpoint data driven manager: The Data-driven Manager , 2017 Companies today are awash in data. Gathering it all is the easy part. The hard part is sifting through it to arrive at meaningful insights that can help you make better predictions and more educated decisions. That's how savvy companies will get the edge thry need to pull away from their rivals. It becomes clear from the articles in this issue of HBR OnPoint that successfully managing and analyzing data is as much about the people driving the initiative as about the numbers themselves. Leaders must learn to shift from making decisions using gut and intuition to a more evidence-based approach. They then have to see that the behavior and culture of the rest of the organization follow suit. Once your analycs operation starts yielding insights, the rest of your organization, managers, engineers, marketers, must figure out how to turn them into successful products, processes, and services. The creative minds in your organization are those that will make the gems found in your data truly shine. |
| hbr onpoint data driven manager: Competing on Analytics Thomas H. Davenport, Jeanne G. Harris, 2007-03-06 You have more information at hand about your business environment than ever before. But are you using it to “out-think” your rivals? If not, you may be missing out on a potent competitive tool. In Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data to make decisions has shifted dramatically. Certain high-performing enterprises are now building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling. Exemplars of analytics are using new tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. A wealth of examples—from organizations as diverse as Amazon, Barclay’s, Capital One, Harrah’s, Procter & Gamble, Wachovia, and the Boston Red Sox—illuminate how to leverage the power of analytics. |
| hbr onpoint data driven manager: Harvard Business Review , 2006 |
| hbr onpoint data driven manager: Management and Leadership for Nurse Administrators Linda A. Roussel, Patricia L. Thomas, James L. Harris, 2022-08-05 To succeed as leaders of a diverse, multigenerational workforce, nurse managers and executives need to have both traditional management skills and a contemporary, creative mindset. Management and Leadership for Nurse Administrators, Ninth Edition provides a comprehensive overview of key management and administrative concepts critical to leading modern healthcare organizations and ensuring patient safety and quality care. With this text, students will be prepared to lead a workplace that is rapidly evolving due to technology, culture, and changes in the U.S. healthcare system. The Ninth Edition features a new Introduction with a review of the current trends and patterns in nursing leadership, along with expanded discussions of translational science focused on implementation and dissemination, workforce well-being, resiliency, work-life balance, healthy work environments, and more timely topics. |
| hbr onpoint data driven manager: Managing Intellectual Capital in Practice Göran Roos, Stephen Pike, Lisa Fernstrom, 2007-06-07 This book is the essential guide for managers wishing to implement the benefits of Intellectual Capital thinking in their companies or divisions. It serves as an easily accessible introduction to the subject area for the novice, giving the gist of what it is about and how it has developed, but above all it gives hands-on instructions on how to incorporate intellectual capital thinking in everyday business and how to use the tools provided for the management and measurement of intangible resources. Throughout the main part of the book, three different cases in separate boxes run in parallel with the body text. These are introduced in chapter 2 and illustrate how the tools are to be used, depending on what type of company wishes to implement these ideas. The three case companies are characterised as a manufacturing company, an R&D organisation and a network company. Smaller case stories about well-known global companies are also interspersed throughout the book. |
| hbr onpoint data driven manager: Foundations of Homeland Security Martin J. Alperen, 2017-02-21 The Complete Guide to Understanding the Structure of Homeland Security Law New topics featuring leading authors cover topics on Security Threats of Separatism, Secession and Rightwing Extremism; Aviation Industry’s 'Crew Resource Management' Principles'; and Ethics, Legal, and Social Issues in Homeland Security Legal, and Social Issues in Homeland Security. In addition, the chapter devoted to the Trans-Pacific Partnership is a description of economic statecraft, what we really gain from the TPP, and what we stand to lose. The Power of Pop Culture in the Hands of ISIS describes how ISIS communicates and how pop culture is used expertly as a recruiting tool Text organized by subject with the portions of all the laws related to that particular subject in one chapter, making it easier to reference a specific statute by topic Allows the reader to recognize that homeland security involves many specialties and to view homeland security expansively and in the long-term Includes many references as a resource for professionals in various fields including: military, government, first responders, lawyers, and students Includes an Instructor Manual providing teaching suggestions, discussion questions, true/false questions, and essay questions along with the answers to all of these |
| hbr onpoint data driven manager: Wcscourse Pack for Information Management Sch- Mgt 632 Online - Pmba - Spring 2005 Shirley Bxs - Shmerling, 2005-01-28 |
| hbr onpoint data driven manager: Achieving Service Excellence C. M. Chang, 2013-11-20 As the service sectors play an increasingly important role in all economies worldwide, service executives and professionals are well advised to recognize two main pathways to achieving sustainable success in services. The first path requires enhancing the strategic differentiation and operational excellence of their service enterprises; the second requires that these executives and their employees develop the knowledge and skills needed to achieve such success. Specifically, this book discusses actionable methodologies needed to generate creative ideas, including deciding on which ones to pursue; on how to justify projects financially; on how to manage the development projects for innovative services; and on how to reach out to customers and offer them superior service support. |
| hbr onpoint data driven manager: Management Control Systems Robert Newton Anthony, Vijay Govindarajan, 2003 This work offers a diversity of cases balanced with up-to-date material. Designed for a course in control systems, it may also be appropriate for advanced managerial accounting courses and/or MBA-level cost accounting courses with an emphasis on management control. A new chapter called Understanding Strategies gives students an explanation of what strategy is, before they reach the main core of the book. Sixty diverse cases give students a view of manufacturing organizations, entrepreneurial companies, large corporations, the service industry, and nonprofit organizations. |
| hbr onpoint data driven manager: Simple Rules Donald Norman Sull, Kathleen M. Eisenhardt, 2015 Outlines an approach to high-performance problem solving and decision making that draws on insights from survival guides, pop culture, and other sources. |
| hbr onpoint data driven manager: Leading Change John P. Kotter, 2012 From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. |
| hbr onpoint data driven manager: Why Should Anyone be Led by You? Robert Goffee, Gareth Jones, 2006 Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leader—one who is confident in who they are and what they stand for and who truly inspires people to achieve extraordinary results? In this lively and practical book, Goffee and Jones draw from extensive research to reveal how to hone and deploy one’s unique leadership assets while managing the inherent tensions at the heart of successful leadership. Why Should Anyone Be Led By You? will forever change how we view, develop and practice the art of leadership, wherever we live and work. |
| hbr onpoint data driven manager: Leadership That Gets Results (Harvard Business Review Classics) Daniel Goleman, 2017-06-06 A leader's singular job is to get results. But even with all the leadership training programs and expert advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come. |
| hbr onpoint data driven manager: The Necessary Art of Persuasion Jay A. Conger, 2008-09-08 In an age when managers can no longer rely on formal power, persuading people is more important than ever. Persuasion is a process of learning from colleagues and employees and negotiating shared solutions to solving problems and achieving goals. In The Necessary Art of Persuasion, Jay Conger describes four essential components of persuasion and explains how to master them, providing the information you need to fulfill your managerial mandate: getting work done through others. |
| hbr onpoint data driven manager: What Makes a Leader? (Harvard Business Review Classics) Daniel Goleman, 2017-06-06 When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term emotional intelligence to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come. |
| hbr onpoint data driven manager: Turning Goals into Results (Harvard Business Review Classics) Jim Collins, 2017-01-17 Most executives have a big, hairy, audacious goal. But they install layers of stultifying bureaucracy that prevent them from realizing it. In this article, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps turn lofty aspirations into reality. The crucial link between objectives and results, this tool is a galvanizing, nonbureaucratic way to turn one into the other. But the same catalytic mechanism that works in one organization won’t necessarily work in another. So, to help readers get started, Collins offers some general principles that support the process of building one effectively. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| hbr onpoint data driven manager: Big Data at Work Thomas Davenport, 2014-02-04 Go ahead, be skeptical about big data. The author was—at first. When the term “big data” first came on the scene, bestselling author Tom Davenport (Competing on Analytics, Analytics at Work) thought it was just another example of technology hype. But his research in the years that followed changed his mind. Now, in clear, conversational language, Davenport explains what big data means—and why everyone in business needs to know about it. Big Data at Work covers all the bases: what big data means from a technical, consumer, and management perspective; what its opportunities and costs are; where it can have real business impact; and which aspects of this hot topic have been oversold. This book will help you understand: • Why big data is important to you and your organization • What technology you need to manage it • How big data could change your job, your company, and your industry • How to hire, rent, or develop the kinds of people who make big data work • The key success factors in implementing any big data project • How big data is leading to a new approach to managing analytics With dozens of company examples, including UPS, GE, Amazon, United Healthcare, Citigroup, and many others, this book will help you seize all opportunities—from improving decisions, products, and services to strengthening customer relationships. It will show you how to put big data to work in your own organization so that you too can harness the power of this ever-evolving new resource. |
| hbr onpoint data driven manager: The Manager's Job Henry Mintzberg, 1990 |
| hbr onpoint data driven manager: BIG Ideas to BIG Results Robert H. Miles, Michael T. Kanazawa, 2015-12-15 A PROVEN, NO-NONSENSE, STEP-BY-STEP, RESULTS-DRIVEN APPROACH TO DRIVING CORPORATE TRANSFORMATION AND BREAKTHROUGH PERFORMANCE IN A DISRUPTIVE WORLD Why do most corporate transformation leaders fail to achieve breakthrough performance? They make things too complex. They clutter it with jargon and confusion. They pancake new initiatives on top of old ones. They dither on the launch pad. They chase too many fads. And they fail to make it “safe” for leaders to lead the transformation at their own level. In short, they don’t have a reliable corporate transformation game plan. Whatever your corporate transformation challenge, whatever your role, Robert H. Miles and Michael T. Kanazawa introduce a simple, proven, results-driven approach that has underpinned some of the most successful corporate transformations of our time. Drawing on their experience as principal process architects working with dozens of CEOs and executive teams, and hundreds of senior executives and staff professionals, they show you how to develop a compelling and potent corporate transformation game plan that enables you to align your organization behind just a few core initiatives; bias your people toward speed; create leaders at every level; integrate in new “disruptive” tools to accelerate progress; and achieve traction and accountability in all phases of execution. Whether you’re a new CEO taking charge to transform your company, an executive redirecting a major business or function, or one of the hundreds of managers and thousands of employees trying to make sense of a transformation and contribute to it, this book will help you decipher the complexity, find your place on the transformation roadmap, and ensure that the effort rapidly reaches its intended breakthrough results. A PROVEN, STEP-BY-STEP ROADMAP FOR TRANSFORMATION LEADERS — FAST, SIMPLE, AND COMPRESSED Corporate transformation and breakthrough performance without the confusion and complexity GEARED TO RAPIDLY ENGAGE THE FULL ORGANIZATION To equip leaders at all levels to lead your transformation in an aligned and engaging manner FOCUSES EVERYONE ON “DOING MORE ON LESS” Generates focused execution and avoid layering initiative upon initiative to conquer organizational gridlock DESIGNED TO “DISRUPT” HOW TRADITIONAL TRANSFORMATION PROGRAMS ARE DONE Introduces disruptive transformation competencies that drive innovation, growth, and a new way of activating change Corporate transformation is tough work, but extraordinarily rewarding for all involved when led successfully. Somebody’s got to do it, and do it well. What if that someone happens to be you? Where will you start? How will you frame your transformation game plan and lay out its roadmap? What will you do first, and who will you engage when in the enterprise? How will you keep it alive after the early excitement? And how will you make it part of your management process so that it can become a reliable core competency for rising to the increasing rate of disruptive transformation challenges facing your company? Now there’s a breakthrough methodology to enable CEOs and executive leaders to rise to these corporate transformation challenges. |
| hbr onpoint data driven manager: Choose Your Customer: How to Compete Against the Digital Giants and Thrive Jonathan L. S. Byrnes, John S. Wass, 2021-05-11 Two top specialists in profitable growth and innovative customer-supplier relationships show companies of all sizes how to compete with the tech giants—by choosing and providing peerless value to the right customers for long-term success. Every year, managers at companies large and small are finding it harder to compete with the likes of Google and Amazon, who are muscling into their businesses, stealing their customers, and cornering every conceivable market and service. There is, however, a way for companies to survive—and win—in this era of digital behemoths. Choose Your Customer is a powerful, consumer-targeted guide that can help managers level the playing field against their biggest competitors. Written by Jonathan Byrnes, the legendary MIT-based expert on profits, pricing, and strategy, and John Wass, a key member of the team that made Staples a major national brand, Choose Your Customer shows managers how to: Identify the customers who are the most profitable—and focus on them. Provide services and experiences that can’t be replicated by the tech giants, no matter how much data they have, or how much automation they use. Support your chosen customers’ diverse and rapidly evolving needs to accelerate profitability and growth. These customer-driven strategies enable leaders to build a uniquely targeted business that the digital giants just can’t match. From unbeatable customer service to superior pricing and product selection, Choose Your Customer provides detailed and actionable advice on how to compete successfully with the big guys and how to increase profits as a result. |
| hbr onpoint data driven manager: The Differentiated Workforce Brian E. Becker, Mark A. Huselid, Richard W. Beatty, 2009-04-20 Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to: Rise above talent management best practice and instead create a differentiated workforce that can't be easily copied by competitors Differentiate those capabilities in your company that are truly strategic Identify your wealth-creating A positions Create a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategy Develop the right measures for your organization Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact. |
| hbr onpoint data driven manager: Mediaweek , 2008 |
| hbr onpoint data driven manager: Business World , 2002 |
| hbr onpoint data driven manager: The Decision to Trust Robert F. Hurley, 2011-10-25 A proven model to create high-performing, high-trust organizations Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent. In this book, Hurley reveals a new model to measure and repair trust with colleagues managers and employees. Outlines a proven Decision to Trust Model (DTM) of ten factors that establish whether or not one party will trust the other Filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and Zappos Reveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations Covering trust building in teams, across functions, within organizations and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line. |
| hbr onpoint data driven manager: The Leader's Guide to Radical Management Stephen Denning, 2010-10-12 A radical new management model for twenty-first century leaders Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by award-winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven inter-locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self-organizing teams; operating in client-driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self-improvement and communicating interactively. In sum, the principles comprise a new mental model of management. Author outlines the basic seven principles of continuous innovation The book describes more than seventy supporting practices Denning offers a rethinking of management from first principles This book is written by the author of The Secret Language of Leadership—a Financial Times Selection in Best Books of 2007. |
| hbr onpoint data driven manager: How I Learned to Let My Workers Lead Ralph Stayer, 2009-09-10 Are your employees like a synchronized V of geese in flight-sharing goals and taking turns leading? Or are they more like a herd of buffalo-blindly following you and standing around awaiting instructions? If they're like buffalo, their passivity and lack of initiative could doom your company. In How I Learned to Let My Workers Lead, you'll discover how to transform buffalo into geese-by reshaping organizational systems and redefining employees' expectations about what it takes to succeed. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| hbr onpoint data driven manager: Leading Teams Harvard Business School Press, 2006 This user-friendly guide presents the proven strategies of top experts on creating and guiding effective work teams From recruiting and motivating members to setting ground rules and mediating problems, Leading Teams arms managers with a step-by-step plan and practical tools for maximizing productivity in any team setting. Key features Instructs readers how to: Organize a team with complimentary skills Clarify team goals, roles, and responsibilities Foster trust, creativity, and risk-taking Get teams back on track after a setback Collaborate to achieve team objectives |
| hbr onpoint data driven manager: The Balanced Scorecard Robert S. Kaplan, David P. Norton, 2005 |
| hbr onpoint data driven manager: Brandweek , 2008 |
| hbr onpoint data driven manager: International Business in Times of Crisis Rob van Tulder, Alain Verbeke, Lucia Piscitello, Jonas Puck, 2022-03-14 International Business in Times of Crisis classifies studies of crises relevant to international business research following a global pandemic which exposed systems failures and fragilities closely across global economic, financial, political, and social systems. |
| hbr onpoint data driven manager: Adweek , 2008 |
| hbr onpoint data driven manager: Coffin Nails and Corporate Strategies Robert H. Miles, 1982 |
| hbr onpoint data driven manager: Retire Retirement Tamara Erickson, 2008-02-04 Good news: there is no need to retire. There is no need to pack up your desk or attend one more retirement party. Why? With the widening gap between the number of workers and the demand for talent, employers are looking to keep smart, productive workers in the workplace. The growing talent shortage will allow you to re-negotiate your relationship with work. The question is how will you make the most of your new career options. By retreating from traditional 9-5 work or by exploring unconventional ways to stay a part of the workplace? The choice is yours, and Retire Retirement shows you how to think about what you want, and how to get it. In this conversational, optimistic book, you will learn how to negotiate the best work environment for you, how to work with different generations to get the most out of your job, and explore the great opportunities that lie ahead. This book will help you begin today to create the opportunities that fit your unique needs--now and in the years to come! Tamara J. Erickson is both a respected, McKinsey Award-winning author and popular and engaging storyteller. Her compelling views of the future are based on extensive research on changing demographics and employee values and, most recently, on how successful organizations work. She is President of The Concours Institute, the research and education arm of BSG Concours, a division of BSG Alliance Corp., and co-author of Workforce Crisis. |
| hbr onpoint data driven manager: What Really Works William Joyce, Nitin Nohria, Bruce Roberson, 2003-05-06 Based on a groundbreaking five–year study, analysing data on 200 management practices gathered over a 10–year period, What Really Works reveals the effectiveness of practices that really matter – the ones that, if followed rigorously, ensure sustained business success. With hundreds of well–known management practices and prescriptions promoted by consultants and available to business, which are really effective and contribute to the growth and continued success of a company? Which do little or nothing? Based on the 'Evergreen Project', a massive, five–year study involving the business school faculties of 10 universities, the authors set out to find the management practices that truly promote long–term growth and success. Their findings will revolutionise the art and practice of business management. The book shows that there are essentially six management practices that all successful companies must master simultaneously. They range from focusing on a strategy of growth to maintaining the depth and quality of human talent in the organisation. |
| hbr onpoint data driven manager: HBR Guide to Data Analytics Basics for Managers (HBR Guide Series) Harvard Business Review, 2018-03-13 Don't let a fear of numbers hold you back. Today's business environment brings with it an onslaught of data. Now more than ever, managers must know how to tease insight from data--to understand where the numbers come from, make sense of them, and use them to inform tough decisions. How do you get started? Whether you're working with data experts or running your own tests, you'll find answers in the HBR Guide to Data Analytics Basics for Managers. This book describes three key steps in the data analysis process, so you can get the information you need, study the data, and communicate your findings to others. You'll learn how to: Identify the metrics you need to measure Run experiments and A/B tests Ask the right questions of your data experts Understand statistical terms and concepts Create effective charts and visualizations Avoid common mistakes |
| hbr onpoint data driven manager: Effective Interpersonal and Team Communication Skills for Engineers Clifford Whitcomb, Leslie E. Whitcomb, 2012-12-20 Presents key principles of communication that support clear exchanges in a technical context and help engineers learn effective communication skills Effective communication is a necessity for engineers. Even minor on-the-job misunderstandings can cost time, money, or worse. Yet even though recent studies show that improved communication makes for better engineers, the ability to speak clearly and listen carefully have historically been considered soft skills and are not typically or explicitly addressed in engineering programs. Working from basic units called microskills, Effective Interpersonal and Team Communication Skills for Engineers shows readers, one step at a time, how to engage, listen, manage conflict, and influence others with highly constructive, repeatable communication exchanges. This career-enhancing handbook: Presents communication skills for both technical issues and social situations in an engineering context Breaks skills down to elemental usage forms as microskills Includes plenty of practice exercises, case studies, and self-assessment tools Helps develop higher-level skills for more complex situations, such as dealing with confrontation and conflict negotiation Features a direct, user-friendly, practice-oriented format Effective Interpersonal and Team Communication Skills for Engineers is a must-have guide for professionals and an important supplement for engineering programs at all levels. |
| hbr onpoint data driven manager: The Quintessence of Supply Chain Management Rolf G. Poluha, 2016-01-08 This book describes the fundamentals of Supply Chain Management in clear and concise terms. It explains why in the near future real competition is going to be between supply chains and what the consequences will be. Managers and decision-makers will be able to build on their business’s competitive advantage with the essentials provided in this work. The focus here is upon what you really need to know in order to optimally manage your processes in procurement, manufacturing, warehousing and logistics. In addition to a wealth of illustrations and examples, valuable suggestions for further expansive reading are included. Essential insights are provided into how to analyse and evaluate the supply chain, based upon key aspects from research and practice, which helps readers to initiate their own optimisation processes. |
| hbr onpoint data driven manager: HBR's 10 Must Reads on Leadership, Vol. 2 (with bonus article "The Focused Leader" By Daniel Goleman) Harvard Business Review, Daniel Goleman, Michael D. Watkins, Herminia Ibarra, Michael E. Porter, 2020-03-24 Stay on top of your leadership game. Leadership isn't something you're born with or gifted as a reward for an abundance of charisma; true leadership stems from core skills that can be learned. Get more of the leadership ideas you want, from the authors you trust, with HBR's 10 Must Reads on Leadership (Vol. 2). We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your own and your organization's performance. With insights from leading experts including Michael D. Watkins, Herminia Ibarra, and Michael E. Porter, this book will inspire you to: Identify areas for personal growth Build trust with and among your employees Develop a more dynamic and sophisticated communication style Try out different leadership styles and behaviors to find the right approach for you--and your organization Transform yourself from a problem solver to an agenda setter Harness the power of connections Become an adaptive and strategic leader This collection of articles includes Leadership Is a Conversation, by Boris Groysberg and Michael Slind; How Managers Become Leaders: The Seven Seismic Shifts of Perspective and Responsibility, by Michael D. Watkins; Strategic Leadership: The Essential Skills, by Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland; The Authenticity Paradox, by Herminia Ibarra; 'Both/And' Leadership, by Wendy K. Smith, Marianne W. Lewis, and Michael L. Tushman; Are You a Collaborative Leader? by Herminia Ibarra and Morten T. Hansen; Cross-Silo Leadership, by Tiziana Casciaro, Amy C. Edmondson, and Sujin Jang; How CEOs Manage Time, by Michael E. Porter and Nitin Nohria; The Best Leaders Are Great Teachers, by Sydney Finkelstein; Nimble Leadership, by Deborah Ancona, Elaine Backman, and Kate Isaacs; and The Focused Leader, by Daniel Goleman. |
| hbr onpoint data driven manager: Why Business Models Matter Joan Magretta, Harvard Business School, 2002 |
| hbr onpoint data driven manager: Leading Teams J. Richard Hackman, 2002 Teams have more talent and experience, more diverse resources, and greater operating flexibility than individual performers. So why do so many teams either struggle unpleasantly toward an unsatisfactory conclusion-or, worse, crash and burn shortly after launch? J. Richard Hackman, one of the world's leading experts on group and organizational behavior, argues that the answer to this puzzle is rooted in flawed thinking about team leadership. It is not a leader's management style that determines how well a team performs, but how well a leader designs and supports a team so that members can manage themselves. According to Hackman, cookie-cutter formulas and prescribed leadership styles often backfire because they place far too much emphasis on the leader as the primary cause of team behavior. In Leading Teams, he identifies the key conditions that any leader can put in place to increase the likelihood of team success-regardless of his or her personality or preferred style of operating. Through extensive research and compelling examples ranging from orchestras to economic analysts to airline cockpit crews, Hackman identifies five conditions that set the stage for great performances: a real team, a compelling direction, an enabling team structure, a supportive organizational context, and the availability of competent coaching. Leading Teams outlines what leaders can do to structure, support, and guide teams in a way that · enhances the social processes essential to collective work; · builds shared commitment, skills, and task-appropriate coordination strategies; · helps members troubleshoot problems and spot emerging opportunities; and · captures experiences and translates them into shared knowledge. Out of these conditions, Hackman argues, the very best teams emerge-teams that exceed client expectations, grow in capability over time, and contribute to the learning and personal fulfillment of individual members. Authoritative, practical, and astutely realistic, Leading Teams offers a new and provocative way of thinking about and leading work teams in any organizational setting. AUTHORBIO: J. Richard Hackman is the Cahners-Rabb Professor of Social and Organizational Psychology at Harvard University. He resides in Bethany, Connecticut, and Cambridge, Massachusetts. |
Harvard Business Review - Ideas and Advice for Leaders
Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best business and management experts.
The Latest - Harvard Business Review
5 days ago · Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best business and management experts.
The Magazine - HBR - Harvard Business Review
Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best business and management experts.
Subscribe to HBR - Digital & Print - Harvard Business Review
Subscribe to Harvard Business Review for the latest ideas and advice on strategy, innovation, and leadership from top business experts.
All Topics - HBR - Harvard Business Review
Find new ideas and classic advice on business topics, for global leaders from the world's best management experts.
HBR's Essential Articles - Harvard Business Review
Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best business and management experts.
Sign In - Harvard Business Review
Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best business and management experts.
Podcasts - Harvard Business Review
Podcasts HBR IdeaCast A weekly podcast featuring the leaders in business and management. Subscribe On: Apple Podcasts Spotify RSS Overcast Subscribe On: Apple Spotify RSS Overcast …
The Big Idea - Harvard Business Review
HBR’s digital series on the most pressing topics facing business today. Join us for articles, videos, podcasts, webinars, events, and more ...
Innovation - HBR - Harvard Business Review
Jun 6, 2025 · HBR's 10 Must Reads on Leading Winning Teams (featuring "Tom Brady on the Art of Leading Teammates" by Tom Brady and Nitin Nohria) Management Book Harvard Business Review
Harvard Business Review - Ideas and Advice for Leaders
Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best …
The Latest - Harvard Business Review
5 days ago · Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from …
The Magazine - HBR - Harvard Business Review
Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best …
Subscribe to HBR - Digital & Print - Harvard Business Review
Subscribe to Harvard Business Review for the latest ideas and advice on strategy, innovation, and leadership …
All Topics - HBR - Harvard Business Review
Find new ideas and classic advice on business topics, for global leaders from the world's best management experts.
