"Storytelling in Organizations lays out for the first time why narrative and storytelling should be part of the mainstream of organizational and management thinking. This case has not been made before. The personal and idiosyncratic tone of the book comes from a set of presentations made at a Smithsonian symposium on storytelling in April 2001. It combines the liveliness and freshness of spoken English with the legibility of a ready-friendly text. Interviews with all the authors done in 2004 add a new dimension to the material, allowing the authors to reflect on their ideas and clarify points or highlight ideas that may have changed or deepened over time."--BOOK JACKET.

"Organisational Behaviour brings the subject to life with the very latest research and the finest business examples and practices from around the globe. Its hallmark approach of clear writing style, cutting-edge content, and engaging pedagogy provide: a clearly explained three-level model of analysing behaviour by looking at the individual, the group and the organisation system; an easy-to-read design which breaks material into manageable sections; a rigorous and engaging introduction to the principles, theories and practices of Organisational Behaviour, and an understanding of why these principles are important and relevant (whether or not you ever become a manager)."--Publisher's website.

"The New Gold Standard takes you on an exclusive tour behind the scenes of the Ritz-Carlton Hotel Company. Granted unprecedented access to the company's executives, staff, and award-winning Leadership Center, best-selling author Joseph Michelli explored every level of leadership within the organization. He emerged with key principles that provide a customer experience unlike any other." "The New Gold Standard weaves practical how-to advice, proven leadership tools, and the wisdom of experts to help you create and embed superior customer-service principles, processes, and practices in your own organization."--BOOK JACKET.

"Work engagement is an intriguing dimension of workplace psychology. According to a study done by Gallup, 87% of employees identify as either not engaged or actively disengaged, and actively disengaged employees currently outnumber engaged employees 2-to-1. To make sense of people's behavior in complex organizations, instead of offering a dry presentation of organizational psychology theories, Chantal Gautier analyzes transcripts from interviews with people at different levels in various types of organizations and sheds light into real organizational work practices. Personal narratives, exercises and reflective practices make the material relatable to everybody's experience. The Psychology of Work explores the role of integrity, recognition, commitment, leadership, communication, and autonomy in employee engagement and happiness. It raises awareness of current working practices and stresses the need for change. Offering very practical advice, Gautier emphasizes the importance of putting the "humane" back into organizational life."-- "The Psychology of Work integrates psychological theory with personal narrative from global industry leaders, as well as those entering the workforce, to offer tangible insights into the real world of work. It is ideal for students, professionals and anyone with an interest in how successful organizations operate. It charts the development of the field of organizational psychology and provides the key theoretical frameworks. Crucially, it explores how these can be utilised to enhance organizational culture, and why this is so relevant and important in the modern workplace. Through the inclusion of interviews with students, The Psychology of Work reveals what the future workforce expect of the organizations that they are going in to and encourages students reading the book to reflect on what kind of leaders they would like to be. The book is also a valuable resource to support professionals and practitioners, highlighting current working practices and the need for change, offering practical guidance on how to bring the 'humane' back into organizational life"--

The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser. Don't Kill the Bosses! reveals the trap created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions. Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.

Annotation Great leaders have many talents, but one critical skill -- often unrecognized -- is the ability to ask and answer questions. This unique book offers 78 questions that leaders at all levels need to ask and answer both inside and outside the organization. Leaders who master this question-response technique will gain much useful information about what is really going on in their businesses, as well as the admiration of employees, customers, and others with whom they interact. The questions and answers cover a range of common and uncommon situations, including: the need to connect employees' efforts to company goals; layoffs, business downturns, and mergers; personal crises of employees; coaching and mentoring sessions; and customer retention. The book even includes advice on answering questions when the answer is "I don't know" or "I can't tell you." With worksheets in each chapter, it prepares leaders to ask important questions of: Customers ("Why do you do business with our competition?") -- Employees ("What's a recent management decision you didn't understand?") -- And even themselves ("What do I want to be remembered for?").