Cross- Functional Teams by
Glenn Parker suggests avenues for working with the teams that are omnipresent in today's management environment. Case studies are included in appendices.
Subjects: Cross-functional teams, Intergroup relations, Interorganizational relations, Complex organizations...
Engagement Transforming difficult relationships at work by 
Essential Drucker by 
The Fifth Discipline: The art and practice of the learning organization by 
Handbook of Methods in Leadership Research by
his Handbook brings together experts in the field of leadership to provide insights into methods for leadership research. It serves to motivate them to use new research methods to further our knowledge of the leadership field.Illustrating novel approaches to research with sample questions and applications to the field of leadership, this comprehensive and accessible Handbook covers key methodologies in leadership research today, as well as introducing methods that will be invaluable in the future. With chapters written by established leadership scholars, the Handbook of Methods in Leadership Research is arranged to cover three core areas of research: measurement and design, quantitative analytic approaches, and qualitative analytic approaches. The book provides an accessible overview and starting point to discover new methods. All chapters are well researched and provide references for those who want to delve deeper into the topics covered. The volume ends with a summary of tips for each method presented.This book will be an indispensable resource for leadership students, scholars, and practitioners alike, to inspire their future research but also to support their understanding of the quality of research carried out by others.
Point Counterpoint by 
What Every New Manager Needs to Know by
Subjects: Business & Economics, Management. "Companies depend on the ability of managers to fulfill organizational vision and meet crucial objectives. But without a firm grasp of critical management competencies, new managers' own futures -- as well as the company's -- can be at serious risk. "What Every New Manager Needs to Know" gives readers the skills they need to excel in their new responsibilities, such as managing the relationship between individual and team performance, making key people decisions like hiring, coaching and evaluating, developing budgets, and mastering the skills of project management. The book explores the key roles managers must take on in different situations, and answers fundamental questions like: * What does it mean to be a manager? * What work can be delegated to others? * When is it -- and isn't it -- appropriate to take on an active leadership role? Featuring examples and stories, "What Every New Manager Needs to Know" shows newly appointed managers how to think outside the cubicle and excel in their new roles."
Encyclopedia of Management: Organizational Chart by
Simmering, M. J. (2006). Organizational Chart. In M. M. Helms (Ed.), Encyclopedia of Management (5th ed., pp. 621-624). Detroit: Gale. Retrieved from http://go.galegroup.com
Organization charts Structures of more than 200 businesses and non-profit organizations by
This volume presents some 200 charts that serve as examples of the organizational structures of large and small businesses in the US and abroad, governmental and intergovernmental agencies, not-for-profits, and volunteer groups. Some charts are detailed while others offer only gross distinctions between functional areas. These differences in the way structures are displayed will interest those who are concerned about how organizations divide their functions. A short introduction to the significant elements that ought to be examined when evaluating organizational structures is followed by the charts themselves, many gleaned from annual reports, supplemented with information provided by the individual organizations, then redrawn for easy comparison using computer software. No explanatory information is provided with the charts except the source of the information. An index interfiles references to individual companies with the categories of organizations (e.g., seven citations under "Banking"), and provides appropriate cross-references between categories of organization and enough detail to allow for the comparison of companies working in the same industry.
Evolutionaries by
Evolutionaries are people who lead companies, systems, industries, communities and even nations through transformative change. You can find Evolutionaries hidden inside organizations - often their role is on the periphery. They are the people in the Research and Development Department, the innovation labs, the skunk works, but there are other times when they are more central. We believe that time is now. As we emerge from the Great Recession, the economic landscape has changed. The game is different now, and it will never go back to the way it was. Whether we like it or not, the new economy demands leaders that are agile, adaptable, innovative and visionary. Today's organizations need Evolutionaries more than ever before. Evolutionaries are not new. They have always been around. But what is different now is that they are the ones that are transforming the economy for a successful future. So whether you are an Evolutionary, you know an Evolutionary, or you are looking for one, this book is for you. If you can harness the capabilities of the Evolutionary leader and align them to your organization's strategic vision, you are golden. If not, you will only fall further behind the curve
Improving Performance by
This book presents a complete and integrated approach to improving organizational performance - showing managers and staff analysts how to bring about positive change on three levels: the organizational level (strategies, structures, goals, resources); the process level (how the work is done); and the level of the individual job or job performer. Provides concrete suggestions for improving the performance of the whole organization by setting goals, addressing design issues, and determining management practices for each level. It identifies and shows how to manage the key factors that determine organizational performance, from corporate strategy to reward systems.
Cross-Sector Leadership for the Green Economy by 
Crucial Conversations by 
Designing Organizations for High Performance by 
Discipline Without Punishment by 
Finding the Time for Instructional Leadership by 
The HR Scorecard by 
The Knowing-Doing Gap by 
Leadership in Nonprofit Organizations: A Reference Handbook. 2 vols. by 
Punished by Rewards by 
The Why of Work by 
The Economy of You by 
Human Resources Strategies. Chapter 48 in The Encyclopedia of Human Resource Management, Key Topics and Issues. by
Chapter 48: A human resource (HR) strategy is a plan produced by the HR staff function for deploying people resources, that is, the talent, energy, and performance of people, to achieve the business strategy and objectives. When developing an HR strategy, one can assume that the business has a defined strategy; the strategy requires people capabilities to be successful; the HR function is necessary for the operations of the business; an HR strategy provide a competitive advantage; and the HR function follows best practices. The process for developing an HR strategy is similar to one for developing a business strategy. HR strategies identify the priorities and actions line managers must take to manage people so they can achieve the company’s objectives. The HR plan has three components: business strategy, people issues/opportunities that will make the business strategy a reality, and HR’s role in supporting the line in providing the policies and processes.
High-Impact Human Capital Strategy by
Traditionally, human resources has focused on recruiting good people, preparing them for assignments, motivating them to perform, and retaining them. These functions remain essential, but to be successful in turbulent times like ours, human capital strategy needs to be broader and much more far-reaching.High-Impact Human Capital Strategy examines 12 critical forces that must be considered: globalization, changes in workforce demographics, skill shortages and mismatches in labor markets, environmental matters, and more. It shows how to in corporate each into an effective overall plan, and how to translate that plan into action. You'll learn to design human capital programs that:Connect with business measuresAchieve positive ROIEnsure critical talent is in placeBoost engagementAddress work/life balance and other social issuesReduce the need to outsourceCase studies and step-by-step guidelines help you move beyond hiring-training-benefits functions, to develop human capital strategies that deliver measurable value in the face of ongoing challenges.
