The New Emerging Market Multinationals May 1, 2012
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: Apple, competition, consumer, crisis, customer, Grown Up Digital, growth, lead, Market, organic growth, performance, Profit, profitable, Risk, share holder, stake holder, stakeholder, Leadership, compete, Energy Shift, Merge Ahead, Disrupting Class, The McKinsey Way, The McKinsey Mind, Influencer, Perfect Phrases for Small Business Owners, The Southwest Airlines Way, The Innovator's Prescription, knowledge, competitive, Disruptive Innovation, grow, leading, edge, perform, performing, imperative, retention, Steve Jobs, expand, business genome, continuous improvement, Jobs, Ram Charan, Immelt and the New GE Way, Dahlvig
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The New Emerging Market Multinationals
Four Strategies for Disrupting Markets and Building Brands
Authors: Rajeev Batra, Amitava Chattopadhyay, Aysegul Ozsomer
ISBN: 9780071782890
©2012 | 1st Edition | 320 pages | Hardback
Pub Date: JUN-12
Price: US$ 35.00
Breakthrough strategies Western business leaders can use to compete with their newest and toughest threat: innovative and expansionist companies in emerging-market nations
- Western organizations are quickly losing market share and profits to emerging-market multinationals, as evidenced by such developments as Tata Motors’s acquisitions of Land Rover and Jaguar and Lenovo’s purchase of IBM’s ThinkPad business
- The book outlines the disruptive ‘compete from below’ strategies deployed by emerging-market multinationals, then explains how to gain a competitive edge by using these same strategies
About the Author
The authors bring significant knowledge of brand building from both a theoretical and applied perspective. Amitava Chattopadhyay is the L’Oreal Chaired Professor of Marketing-Innovation and Creativity at INSEAD. He has written on the topic of branding over the last 25 years. He has consulted for firms in theAmericas, Asia, Africa, andEurope on the topic of branding and has also taught senior executives from leading marketing firms.
Rajeev Batra is the S.S. Kresge Professor of Marketing at the Ross School of Business at theUniversity ofMichigan. He has researched, taught about, and consulted on matters concerning brand-building and management, global branding, emerging markets, and advertising and marketing communications, for almost 30 years.
Aysegul Ozsomer is Associate professor of Marketing atKoçUniversity,Istanbul,Turkey. Her research focuses on global marketing strategy with a particular emphasis on standardization-adaptation issues and performance implications, market orientation, and global brand management.
Publicity
1. The Economist covers THE NEW EMERGING MARKET MULTINATIONALS in an articl | Read it here.
2. Interview with Amitava Chattopadhyay, author of THE NEW EMERGING MARKET MULTINATIONALS, on BBC World Service Programmes | Listen to it here.
3. Interview with Amitava Chattopadhyay, author of THE NEW EMERGING MARKET MULTINATIONALS, on BFM89.9 | Listen to it here.
The Employee Engagement Mindset May 1, 2012
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: book, Business, coach, conversation, difficult employee, Employee, engage, evaluate, evaluation, executive, experiential learning, fire, Firing, goal setting, goals, Guide, Hiring, How-to, innovate, Innovation, inspiration, inspire, inspiring, lead, manage, management, managing, mentor, method, methodology, motivate, objective, organic growth, Organization, own, ownership, performance, share holder, shareholder, smart goals, staff, stake holder, stakeholder, Strategy, succeed, success, task, team, team building, teams, workforce
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The Employee Engagement Mindset
The Six Drivers for Tapping into the Hidden Potential of Everyone in Your Company
Authors: Tim Clark
ISBN: 9780071788298
©2012 | 1st Edition | 272 pages | Hardback
Pub Date: JUN-12
Price: US$ 26.00
The Employee Engagement Mindset shifts the paradigm of engagement from an employer-centered model to an employee-centered view. By putting an emphasis on shared manager and personal responsibility coupled with intrinsic motivation in order to increase engagement, companies can reach the levels of engagement necessary to outperform their competitors.
Based on years of research and based on a popular seminar with the same name, The Employee Engagement Mindset outlines a simple six-part shared manager/employee model for increasing engagement: Shaping, Connecting, Learning, Stretching, Achieving, and Contributing. The authors present research proving that companies with employee-engagement programs enjoy measurably greater profits, growth, productivity, and retention than those without.
About the Author
Timothy R. Clark is founder and CEO of TRClark Partners, a consultancy that provides advisory services in strategy, large-scale change and transformation, and executive development. He writes the syndicated column, “On Leadership” for the Salt Lake Deseret News, which holds the largest circulation in the state. He is a leading authority in the field of change leadership and organizational transformation. He is the author of the critically claimed book, Epic Change: How to Lead Change in the Global Age (John Wiley/Jossey-Bass), The Leadership Test: Will You Pass (2009). Some of his clients include Accenture, American Express, Chevron, Disney, Dow Chemical, Microsoft, NASA, and Wells Fargo Bank.
Running the Gauntlet November 30, 2011
Posted by McGraw-Hill Education (Asia) in Management & Organization.Tags: business genome, change agent, change initiative, competition, competitive, crisis, edge, Employee, evaluate, expand, global, goals, growth, imperative, Innovation, knowledge, lead, Leadership, manage, management, motivate, optimization, organic growth, Organization, performance, Profit, retention, Risk, share holder, shareholder, staff, stake holder, stakeholder, Strategy, team, teams, workforce
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Running the Gauntlet
Essential Business Lessons to Lead, Drive Change, and Grow Profits
Authors: Jeffrey W. Hayzlett, Jim Eber
ISBN: 9780071784092 / 0071784098
©2012 | 1st Edition | 256 pages | Hardback
Pub Date: JAN-12
Price: US$ 26.00
Sample Chapter 01 | Learn More
Change your ATTITUDE. Change your BUSINESS. Change your FUTURE.
What’s stopping you from making the changes your business needs to thrive? The most dangerous move in business is the failure to make a move at all. The history of business is filled with companies that are no more because their leaders refused to enact change when the writing was on the wall. Fear. Apathy. Lack of personal responsibility. These simple human flaws can turn a good company into a dead company.
The writing on the wall has never been clearer than it is now—and marketing phenomenon Jeffrey Hayzlett is on a mission to make you see it, understand it, and heed it. Today’s business environment is so competitive and volatile that you can’t afford to be satisfied with business as usual. You must make changes now to compete in the future.
Building on the principles and concepts in his first book The Mirror Test, Hayzlett takes you on a step-by-step journey to:
- Develop a “takeover mentality” for your business
- Summon the vision and courage necessary for driving change
- Sharpen the mental and emotional toughness to make strategic, lasting change
- Execute the right changes and deal with any disruptions they might cause
- Sustain and manage your company’s new-found momentum
Change is already happening all around you—to products, to organizations, to entire industries. Eventually, it will happen to your company, whether from outside forces or your own initiative.
You’ve always had the ability to institute positive change in your company. Now, with Running the Gauntlet, you have the inspiration and knowledge to make it happen and take control of it—instead of letting it control you.
Praise for Running the Gauntlet
“If the shoe fits, wear it! Jeff’s advice fits any hard-charging business owner and leader.”
—Tony Hsieh, New York Times bestselling author of Delivering Happiness and CEO, Zappos.com
“I’ve seen a lot of sharks, and Hayzlett’s advice comes like a Hammerhead. He can smell blood from a mile away, so when Hayzlett jumps in big waters, some sharks have to jump out.”
—Daymond John, founder and CEO, FUBU, and star of ABC’s business show Shark Tank
“If Jeff were a wine, it would be strong, sassy, and bold – just like his savvy business advice. This is a wine you want to open again and again.”
—Gary Vaynerchuk, co-founder, Vaynermedia.com
“Running the Gauntlet just played the Trump Card. This book is terrific!”
—Ivanka Trump, EVP Trump Organization
“It’s time someone grabs you (and your business) by the shirt collar and shakes you! Strap on your chaps—business celebrity Jeff Hayzlett is going to take you on a rough-and-tumble ride that just might change the life of your business forever. Muster the courage and buy this book!”
—Darren Hardy, Publisher, SUCCESS magazine, and bestselling author of The Compound Effect
Book Review
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American Chronicle, Jan1, 2012
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800-ceo-read Blog, Jan 12, 2012
Publicity
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Yahoo! Finance ran a detail profile of the authors Jeffrey W. Hayzlett and Jim Eber.
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Article: Marketing Predictions for 2012 by Jeffrey W. Hayzlett on Huffington Post, Jan 2, 2012
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American Marketing Association published the inteview with Jeffrey W. Hayzlett in their January edition, Pg 18 -21
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Jeffrey W. Hayzlett’s interview on MSNBC-TV’s “Your Business”, Jan 8, 2012. Pls click HERE to watch.
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Forbes.com ran a interview with Jeffrey W. Hayzlett on Jan 11, 2012. To read, pls click HERE
About the Author
Jeffrey Hayzlett is the author of the bestselling business book The Mirror Test, a former Fortune 100 C-Suite Executive, and a leading business expert. Jeffrey has made multiple media appearances on Fox Business, MSNBC’s Your Business, and NBC’s Celebrity Apprentice with Donald Trump. From small business to international corporations, he puts his extraordinary entrepreneurial skills and creativity into play, launching ventures blending his leadership perspectives, insights into professional development, mass marketing prowess, and affinity for social media.
Jim Eber is a veteran business marketing writer who has worked with many companies and publishing houses. This is his second book with Jeff.
Other book you might be interested:
- 9780071759137 Managers, Can You Hear Me Now
Drucker’s Lost Art of Management April 14, 2011
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: book, compete, competition, competitive, edge, Employee, evaluate, evaluation, executive, goals, Guide, How-to, imperative, innovate, Innovation, knowledge, lead, Leadership, leading, manage, management, managing, motivate, optimization, Optimize, organic growth, Organization, perform, performance, performing, Risk, share holder, shareholder, staff, stake holder, stakeholder, strategies, Strategy, team, team building, teams, workforce
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Drucker’s Lost Art of Management
Peter Drucker’s Timeless Vision for Building Effective Organizations
Authors: Joseph A. Maciariello, Karen Linkletter
ISBN: 9780071765817 / 0071765816
©2011 | 1st Edition | 464 pages | Hardback
Pub Date: MAR-11
Pages: US$ 35.00
Introduction | Learn More
A framework for improving managerial effectiveness—based on the timeless principles of Peter Drucker
While corporate malfeasance was once considered the exception, the American public is increasingly viewing unethical, immoral, and even criminal business behavior as the norm. According to the authors of Drucker’s Lost Art of Management, there is some truth behind this new perception. Business management has lost its bearings, and the authors look to Peter Drucker’s vision of management as a liberal art to steer business back on course.
Recognized as the world’s leading Drucker scholar, Joseph Maciariello, along with fellow Drucker scholar Karen Linkletter, provides a blueprint for making corporate American management more functional and redeeming its reputation. Throughout his career, Peter Drucker made clear connections between the liberal arts and effective management, but he passed away before providing a detailed exposition of his ideas. Maciariello and Linkletter integrate their Drucker expertise in management and the liberal arts to finally define management as a liberal art and fulfill Drucker’s vision.
In Drucker’s Lost Art of Management, Maciariello and Linkletter examine Drucker’s contention that managers must concern themselves with the foundational concepts of political science, history, economic theory, and other liberal arts, such as:
- Societal values and standards
- The use and abuse of power
- Individual character development
- Innovation and technology
- The nature of good and evil
- The role managers play in a healthy society
The authors create a new philosophy of management based on the principles leaders throughout history have relied on to be effective both individually and as custodians of civilized society and healthy economies.
Our future executives, professionals, managers, and entrepreneurs are on track to learning (and perpetuating) the idea that only the bottom line matters in business—a concept that benefits no one in the end. It’s up to us to instill the ageless verities that make for good management, good society, and good business results.
A passionate call for radical change in today’s management practices, Drucker’s Lost Art of Management provides the ideas, concepts, and practical advice to make that change happen before it’s too late.
Endorsement
“Maciariello and Linkletter provide a very thoughtful and challenging journey in understanding Drucker’s profound insights into the meaning of management as a liberal art.”
—C. William Pollard, Chairman Emeritus, The ServiceMaster Company
“Linkletter and Maciariello have done a masterful job in bringing into focus the connections between Drucker’s visions of management as a liberal art, of leadership dominated by integrity, high moral values, a focus on developing people, an emphasis on performance and results, and on balancing stability and continuity vs. the discontinuities created by change.”
—Kenneth G. Wilson, Nobel Laureate in Physics 1982, 20-year disciple of Drucker’s writings
“Maciariello and Linkletter provide a must-read for a new class of managers and academics who see beyond the bottom line.”
—David W. Miller, Ph.D., Director Princeton Faith & Work Initiative and Associate Research Scholar, Princeton University, and President, The Avodah Institute
About the Authors
Joseph Maciarello (Claremont, CA) was a colleague of Peter Drucker for 26 years and taught Drucker’s courses once Peter Drucker reduced his teaching load. He coauthored The Daily Drucker and The Effective Executive in Action with Peter Drucker. He is the Director of Research and Academic Director at the Drucker Institute and Horton Professor of Management at The Peter F. Drucker and Masatoshi Ito Graduate School of Management.
Karen Linkletter (Newport Beach, CA) teaches American Studies at California State University at Fullerton. The first archivist at the Drucker Institute, she has experience in the financial services industry. She holds a Ph.D. and M.B.A. from Claremont Graduate University.
Other books you might be interested:
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9780071472333 The Definitive Drucker
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9780071638005 The Drucker Difference
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9780071700450 The Drucker Lectures
Toyota Under Fire March 7, 2011
Posted by McGraw-Hill Education (Asia) in Highlights, Leadership.Tags: compete, competition, competitive, edge, Employee, evaluate, evaluation, executive, goals, imperative, innovate, Innovation, knowledge, lead, Leadership, leading, manage, management, managing, motivate, optimization, Optimize, organic growth, Organization, perform, performance, performing, retention, Risk, share holder, shareholder, staff, stake holder, stakeholder, strategies, Strategy, team, team building, teams, workforce
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Toyota Under Fire
Lessons for Turning Crisis into Opportunity
Authors: Jeffrey Liker, Timothy N. Ogden
ISBN: 9780071762991 / 007176299X
©2011 | 1st Edition | 208 pages | Hardback
Pub Date: APR-11
Price: US$ 20.00
Sample Ch 01 | Learn More
TOYOTA UNDER FIRE has been awarded the prestigious Shingo Prize. Author Jeff Liker was recognized for providing new knowledge and understanding of lean operation excellence
The definitive inside account of Toyota’s greatest crisis—and lessons you can apply to your own company
For decades, Toyota has been setting standards that are the envy—and goal–of organizations worldwide. Its legendary management principles and business philosophy, first documented by Jeffrey K. Liker in his influential book The Toyota Way, changed the business world’s approach to operational excellence.
Granted unprecedented access to Toyota’s facilities worldwide, Liker, along with Timothy N. Ogden, investigated the inside story of how Toyota faced the challenges of the recession and the recall crisis of 2009–2010. In both cases, the company was caught off guard—and found that a root cause of the challenges it faced was its failure to live up to its own principles. But the fundamentals were still there, and the company has ultimately come out of the most challenging years of its postwar existence even stronger than before.
Toyota Under Fire chronicles all the events of the recession and the recall crisis in detail, providing valuable lessons any business leader can use to survive and thrive in a crisis, no matter how large:
- Crisis response must start by building a strong culture long before the crisis hits.
- Culture matters far more than decisions made by top executives.
- Investing in people, even in the depths of a recession, is the surest path to long-term profitability.
Because it had founded its culture on such principles, Toyota didn’t need to amass an army of public relations, marketing, and legal experts to “put out the fire”; instead, it redoubled efforts to live up to its founding tenet, going “back to basics.” Toyota began solving this crisis more than 70 years ago, when its organizational culture was first established.
Apply the lessons of Toyota Under Fire to your company, and you’ll meet any future management challenge calmly, responsibly, and effectively— the Toyota Way.
Praise for Toyota Under Fire
“Those who write off Toyota in the current climate of second guessing and speculation are making a profound mistake and need to read this book to get the facts. Toyota is a company that will channel the current challenges to push themselves to even more relentless continuous improvement.”
—Charles Baker, former Chief Engineer and Vice President for R&D, Honda of America
“Toyota Under Fire is a superb book and should prove very helpful to American industry’s understanding of the problems faced and how any company can prevent similar occurrences in the future.”
—Norman Bodek, author, founder of Productivity Press, and inductee in 2010 Industry Week Manufacturing Hall of Fame
“As a former automotive supplier executive and student of Toyota, I was concerned to see the many negative reports and investigations into the quality and safety of its vehicles. Toyota Under Fire tells the story of how this great company is growing wiser and stronger by living its culture and values.”
—Michael Fisher, CEO, Cincinnati Children’s Hospital Medical Center
“Just as Toyota has put itself through excruciating soul-searching in order to understand what went wrong, so should we all take advantage of the opportunity for learning presented to us by Toyota’s misfortune. In these pages, you will find that the actual circumstances were far more complex, nuanced, and uncertain than you saw reported in the news.”
—John Y. Shook, Chairman and CEO, Lean Enterprise Institute
Publicity
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Article “From Recalls to Redemption: Toyota Did Not Lose its “Way” on Process Excellence Network, Feb 18. to read, please click HERE
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Article “Toyota’s Recall Crisis: What Have We Learned?” on Harvard Business Review, The Conversation, Feb 11. to read, please click HERE
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Review on Business Standard – The Strategist, New Delhi. To read, please click HERE
About the Author
Jeffrey K. Liker, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and coowner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.
Timothy Ogden is Executive Partner at Sona Partners, a thought leadership communications firm. He has written for Harvard Business Review, Miller-McCune magazine, and Alliance magazine and he blogs regularly for Harvard Business Review and for the Stanford Social Innovation Review. He is frequently quoted in the New York Times, Chronicle of Philanthropy, Wall Street Journal and Financial Times.
Related Titles
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9780071477451 Toyota Talent
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9780071492171 Toyota Culture
Strategy from the Outside In: Profiting from Customer Value June 15, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Strategy.Tags: asset, Beating the Global Consolidation Game, Beyond the Deal, brand, C level, c suite, Cats, CEO, Chasing the Rabbit, Closing the Innovation Gap, compete, competition, Customer Obsession, customer value, Disrupting Class, Energy Shift, Equipped to Lead, Executive Warfare, Grown Up Digital, Influencer, innovate, Innovation, Inside China Investment Corp, Jeffrey Immelt and the New GE Way, Lean Six Sigma for Federal Services, manage, management, managing, Market, marketing, Merge Ahead, organic growth, Perfect Phrases for Small Business Owners, Perfect Power, refocus, serve, Strategic Corporate Communication, Strategic Forecasting, Strategies for the Green Economy, The Customer Rules, The Innovator's Prescription, The McKinsey Mind, The McKinsey Way, The New Age of Innovation, The New Gold Standard, The Southwest Airlines Way, Toyota Kata, value leader, Wargaming for Leaders, When Markets Collide
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Strategy from the Outside In
Profiting from Customer Value
Authors: Day, George; Moorman, Christine
ISBN-13: 978-0-07-174229-0
ISBN-10: 0071742298
©2010 | 1st Edition | 304 pages , Hardcover
Pub Date: July 2010
Price: US$ 32.95
Learn More
Make customer value a C-Suite priority for lasting profits and growth
While the Great Recession ravaged the balance sheets of long-standing leaders in their respective industries, many companies have actually gained market share, grown revenues and profits, and created more value for customers. These are not flash-in-the-pan companies—world-beaters one year and stragglers the next. They are companies like Johnson & Johnson, Procter & Gamble, Fidelity, Cisco, Philips, Walmart, and Amazon.
The success of these organizations isn’t the result of a brilliant strategy for bad times; it’s the outcome of a highly effective long-term strategy that manages the company from the outside in.
In Strategy from the Outside In, George S. Day and Christine Moorman explain that the key to such lasting and highly profitable success is the ability to compete on and profit from customer value. It means operating from the outside in. It means always building strategy on market insight, and ensuring that every part of the company puts customer value first.
Applying years of research, Day and Moorman illustrate that an outside-in view requires constant vigilance and focus on four customer value imperatives:
- Be a customer value leader
- Innovate new value for customers
- Capitalize on the customer as an asset
- Capitalize on the brand as an asset
Day and Moorman take you from theory to practice, with an emphasis on real world stories, practical models, and useable metrics so that you can profit from customer value. From the outside in.
Praise for Strategy from the Outside In
“Throughout P&G’s long history, we have focused on the four customer value imperatives outlined in this excellent book—and are as committed to them today as ever. This is essential reading for leaders focused on making a positive difference in the world and, as a direct result, delivering growth for both the near and long term.”
—Robert A. McDonald, Chairman, President, and CEO, The Procter & Gamble Company
“Strategy from the Outside In is thought-provoking, practical, and full of ideas on how to strengthen your company’s customer value proposition.”
—Tom Lynch, CEO, Tyco Electronics Corporation
“American Express’s success has rested largely on our ability to focus on our customers and adapt to their changing needs over the past 160 years. Strategy from the Outside In is an insightful book with practical advice about how to do just that.”
—Jud Linville, President and CEO Consumer Services, American Express
“An in-depth look into the basic premise of what, in my view, makes successful business. Certainly worth reading once and then once every year to remind all of us what keeps us in business. For marketers, a great benchmark to help focus on how to add value most effectively.”
—Geert van Kuyck, Executive Vice President and Chief Marketing Officer, Royal Philips Electronics
“Sam Walton said ‘there’s only one boss–the customer’. At Walmart we try to stay focused on that every day. But how? Strategy from the Outside In provides a blueprint for how to build a trusted brand based on consistently providing superior value to customers.”
—Stephen Quinn, Chief Marketing Officer, Walmart
“Getting your company to organize around what customers value most sounds easy in theory, but it’s very hard to do consistently well. Day and Moorman provide a thoughtful, realistic, and actionable blueprint for delivering the most value to your most valuable customers.”
—Beth Comstock, Chief Marketing Officer, GE
“Only a few books can really help marketing professionals make a difference in their organization. Strategy from the Outside In falls into this category. Creating superior customer value is or should be a priority of all marketers. Here, Day and Moorman provide a clear path for delivering on such value. Most important, their work is based on the real-world successes (and failures) of organizations which they have studied.”
—Dennis Dunlap, CEO, American Marketing Association
“Strategy from the Outside In offers a refreshing reminder that answers to managers’ most pressing questions always start by looking outside the organization and meeting consumer needs better than the other guys! It provides a combination of solid evidence and user-friendly frameworks that can be put to use immediately. A must-read not only for today’s challenged CMO but for the rest of the C-suite as a guiding framework for the entire enterprise.”
—Rob Malcolm, President, Global Marketing, Sales and Innovation, Diageo PLC
“Strategy from the Outside In provides a handbook to re-imagine a business through the eyes of customers. It is full of current case studies, research, and practical frameworks that senior marketers can use to refine their own thinking and influence their colleagues.”
—Greg Gordon, SVP Consumer Marketing, Liberty Mutual
“Day and Moorman advise companies to leave their comfortable positions of controlling their businesses to the uncomfortable position of allowing their customers control. This is a book only for companies courageous enough to listen to their customers instead of themselves.”
—Ron Nicol, Senior Partner and Managing Director, Boston Consulting Group
About the Authors
George S. Day (Philadelphia, PA) is the Geoffrey T. Boisi Professor and co-Director of the Mack Center for Technological Innovation at the Wharton School at the University of Pennsylvania.
He has been a consultant to numerous corporations such as General Electric, IBM, Metropolitan Life, Marriott, Unilever, E.I. DuPont de Nemours, W.L. Gore and Associates, Coca-Cola, Boeing, LG Corp., Best Buy and Medtronic. He is Chairman-elect of the American Marketing Association and a Trustee of the Marketing Science Institute. His primary areas of activity are marketing, the management of emerging technologies, organic growth and innovation, and competitive strategies in global markets.
Professor Day has authored fifteen books in the areas of marketing and strategic management. His most recent books are Peripheral Vision: Detecting the Weak Signals that Can Make or Break Your Company (with Paul Schoemaker) published in 2006, Wharton on Managing Emerging Technologies (with Paul Schoemaker) published in 2000, and The Market Driven Organization, published in 1999.
He has won ten Best Article awards with two of these articles among the top 25 most influential articles in marketing science in the past 25 years. He was honored with the Charles Coolidge Parlin Award in 1994, the Paul D. Converse Award in 1996, the Sheth Foundation Award in 2003, and the Mahajan Award for Career Contributions to Marketing Strategy in 2001. In 2003 he received the AMA/Irwin/McGraw-Hill Distinguished Marketing Educator Award.
Christine Moorman (Durham, NC) is the T. Austin Finch, Sr. Professor and founder of The CMO Survey at the Fuqua School of Business, Duke University. Professor Moorman is the author of over 60 journal articles, reports, and conference proceedings. She has co-edited the book Assessing Marketing Strategy Performance (with Don Lehmann) and has made over 100 presentations of her work at universities all over the world.
She has served on the Board of Directors and chair of the Marketing Strategy Special Interest Group for the American Marketing Association, as Director of Public Policy for the Association for Consumer Research, and as an Academic Trustee for the Marketing Science Institute. She won the 2008 Mahajan Award for Career Contributions to Marketing Strategy from the American Marketing Association and the 2008 Distinguished Marketing Educator from the Academy of Marketing Science.
Professor Moorman’s research has won two best paper awards and been published in Journal of Marketing Research, Journal of Consumer Research, Marketing Science, Journal of Marketing, Journal of Public Policy & Marketing, International Journal of Research in Marketing, Academy of Management Review, and Administrative Science Quarterly. Her research has been supported by grants from the Marketing Science Institute, the Institute for the Study of Business Markets, and the National Science Foundation. She is on the Editorial Review Boards for all of the top journals in the field.
LEADERSHIP: Essential Selections on Power, Authority, and Influence June 15, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Leadership.Tags: Alinsky, Arendt, Barnard, book, Built to Serve, Burns, Carlyle, Carson, CEO Material, Churchill, coach, Confucius, Customer Driven Operations Management, difficult employee, Drucker, DuBois, Employee, engage, Engaging the Hearts and Minds of All Your Employees, Engels, evaluate, evaluation, executive, Executive Warfare, Fanon, fire, Firing, Follett, Freud, Friedan, Friere, Gandhi, goals, Guide, Hamilton, Handbook for Leaders, Havel, Hiring, Hitler, Hobbes, How to Be a Great Coach, How to Manage Performance, How to Motivate Every Employee, How We Lead Matters, How-to, In Search of Leadership, innovate, Innovation, inspire, James, JFK, Julius Caesar, Just Ask Leadership, Kennedy, King, Kramer, Lao Tzu, Leadership, leadership classics, Leadership Enhancing the Lessons of Experience, leadership philosophies, Leadership When the Heat is On, Leadership Without Excuses, Lenin, Lincoln, Locke, Machiavelli, Madison, manage, management, management skills, managing, Mandela, Mao, Marx, Milgram, motivate, organic growth, Organization, Paine, Perfect Phrases for Building Strong Teams, Perfect Phrases for effective Managers, Perfect Phrases for Motivating and Rewarding Employees, performance, Performance Leadership, Plato, Plutarch, Red Rubber Ball at Work, Roosevelt, Say it Like Obama, Secrets of the White House Fellows, share holder, shareholder, Singer, Soros, Spencer, stake holder, stakeholder, Stanton, Stowe, Strategic Forecasting, Strategy, team, team building, teams, The Confident Leader, The Essential Wooden, The Lombardi Rules, The Powell Principles, The Welch Way, Tolstoy, Weber, Wollstonecraft, Wooden on Leadership, workforce
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LEADERSHIP
Essential Selections on Power, Authority, and Influence
Authors: Kellerman, Barbaral
ISBN-13: 978-0-07-163384-0
ISBN-10: 0071633847
©2010 | 1st Edition | 352 pages , Hardcover
Pub Date: July 2010
Price: US$ 34.95
Learn More
Indispensable advice for business professionals—from history’s wisest leaders
A highly regarded scholar of leadership and the qualities shared by outstanding leaders, Barbara Kellerman provides expert analysis of the works of history’s greatest authorities on leadership—theorists and practitioners alike.
On Leadership contains writings from some of history’s most influential figures, ranging from Lincoln to Lenin, Hobbes to Havel, and Machiavelli to Marx. Kellerman chose her entries based on their contemporary significance regarding power, authority, and influence, and she clearly explains how today’s business leader can put the words of the masters to practical use.
Providing a remarkably wide scope of perspectives, including history, psychology, philosophy, and government, On Leadership is an eminently instructive book for any leader in any field.
Part I of Leadership consists of writings about leadership:
- Lao Tzu—on how to lead lightly
- Plato—on tyrants and philosopher-kings
- Machiavelli—on the preservation of power
In Part II, you’ll find examples of what Kellerman uniquely identifies as writing as leadership—works and words that thanks to their persuasiveness and power, changed the world:
- Thomas Paine—Common Sense
- Elizabeth Cady Stanton—”Declaration of Sentiments”
- Rachel Carson—Silent Spring
Part III presents leaders in action—individuals who seized the moment to captivate, motivate, and lead with their singular personal power to persuade:
- Abraham Lincoln—on war and redemption
- Elizabeth I—on gender and power
- Vaclav Havel—on the power of the powerless
The selections themselves, each a classic of the leadership literature, together with Kellerman’s expert commentary, make Leadership required reading for those who want to learn about, reflect on, and even apply the greatest leadership literature lessons, ever.
Endorsement
“Bravo to Barbara Kellerman! Building upon a lifetime of scholarship and upon a popular course she has created at Harvard, Kellerman brings between the covers of a single volume the world’s classic literature on leadership. Every thoughtful leader will find deep, rich rewards here.” — David Gergen, Director, Center for Public Leadership Harvard Kennedy School, Former Presidential Adviser
About the Author
Barbara Kellerman (Cambridge, MA) is the James MacGregor Burns Lecturer in Public Leadership at Harvard University’s John F. Kennedy School of Government. She was the Founding Executive Director of the Kennedy School’s Center for Public Leadership, from 2000 to 2003; from 2003 to 2006, she served as the Center’s Research Director. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, and Uppsala Universities. She also served as Dean of Graduate Studies and Research at Fairleigh Dickinson, and as Director of the Center for the Advanced Study of Leadership at the Academy of Leadership at the University of Maryland.
Kellerman received her B.A. from Sarah Lawrence College, and her M.A., M.Phil., and Ph.D. (1975, in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. At Uppsala (1996-97), she held the Fulbright Chair in American Studies. Kellerman was cofounder of the International Leadership Association (ILA), and is author and editor of many books including Leadership: Multidisciplinary Perspectives; The Political Presidency: Practice of Leadership; and Reinventing Leadership: Making the Connection Between Politics and Business. She has appeared often on media outlets such as CBS, NBC, PBS, CNN, NPR, Reuters and BBC, and has contributed articles and reviews to The New York Times, The Washington Post, The Boston Globe, The Los Angeles Times, and Harvard Business Review.
Her most recent books are Bad Leadership: What It Is, How It Happens, Why It Matters (2004); a co-edited (with Deborah Rhode) volume, Women & Leadership: State of Play and Strategies for Change (2007); and Followership: How Followers are Creating Change and Changing Leaders (2008). Kellerman speaks to audiences around the world, including in recent years in Berlin, London, Moscow, Rome, Sao Paolo, and Shanghai. She holds an Honorary Degree from Ripon College, and is currently ranked by Leadership Excellence as 6th on the list of the 100 “best minds on leadership.”
Leadership Secrets of Hillary Clinton March 12, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Leadership.Tags: book, coach, communication, difficult employee, Employee, engage, evaluate, evaluation, executive, fire, Firing, goals, Guide, Hillary Clinton, Hiring, How-to, innovate, Innovation, inspire, Leadership, manage, management, managing, motivate, organic growth, Organization, performance, Rebecca Shambaugh, resilience, service, share holder, shareholder, stake holder, stakeholder, Strategy, team, team building, teams, workforce
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Leadership Secrets of Hillary Clinton
Author: Shambaugh, Rebecca
ISBN-13: 978-0-07-166417-2
ISBN-10: 0071664173
©2010 | 1st Edition | 208 pages , Hardcover
Pub Date: February 2010
Price: US$ 22.95
Learn More | Book Preview
Lead your company through tough times using Clinton’s unique brand of leadership!
Few understand better than Hillary Clinton what it’s like to fight uphill battles. Yet, despite her uncanny tendency to draw fire, she has achieved remarkable success, working her way up from first lady to U.S. Secretary of State. How did she do this? By fully leveraging her brilliant and unique leadership skills.
Leadership Secrets of Hillary Clinton examines Clinton’s leadership techniques and explains how to get results by putting them to work in your own environment. Rebecca Shambaugh breaks down Clinton’s powerful leadership style into easy-to-understand parts, each of which is imperative for successfully leading an organization through periods of intense change. Among Clinton’s most effective traits are her abilities to:
- Continuously learn and grow
- Stay optimistic in tough times
- Be adaptive while remaining authentic
- Connect with diverse people
- Appeal to both hearts and minds
Shambaugh also includes lessons from other great leaders in history, whom Clinton has cited as instrumental to her own leadership development.
Ask Hillary Clinton and she’ll tell you that being a great leader isn’t about winning or losing. It’s about stepping back, scrutinizing your environment, and having the courage to reinvent yourself along the way. Clinton’s savvy and strategic leadership approach spelled out in Leadership Secrets of Hillary Clinton is exactly what business leaders need to succeed today.
About the Author
Rebecca Shambaugh (Washington, DC) is the founder and CEO of SHAMBAUGH Leadership which has been providing leadership development services nationally and globally to companies such as IBM, The Brookings Institution, Marriott, Intelsat, The Forte Foundation, Microsoft, Baxter, and Oracle for more than 15 years.
She is a nationally known global speaker on timely leadership issues, and speaks regularly at major conferences on a variety of topics. Recently, she has published in US News and World Report, Time Magazine, NY Times, Entrepreneur Magazine, Cosmopolitan Magazine, and Leader to Leader. Her previous book is It’s Not a Glass Ceiling, It’s a Sticky Floor.
McGraw-Hill Education (Asia)
