Energize Your Workplace

J-B-UMBS Series

Book 50
Sold by John Wiley & Sons
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Corrosive work relationships are like black holes that swallow upenergy that people need to do their jobs. In contrast, high-qualityrelationships generate and sustain energy, equipping people to dowork and do it well.

Grounded in solid research, this book uses energy as ameasurement to describe the power of positive and negativeconnections in people's experience at work. Author Jane Duttonprovides three pathways for turning negative connections intopositive ones that create and sustain employee resilience andflexibility, facilitate the speed and quality of learning, andbuild individual commitment and cooperation.

Through compelling and illustrative stories, Energize YourWorkplace offers managers, executives, and human resourceprofessionals the resources they need to build high-qualityconnections in the workplace.
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About the author

Jane E. Dutton is the William Russell Kelly Professor ofBusiness Administration at The University of Michigan. She is theauthor of three books and numerous articles in the area ofrelational work in organizations, which have appeared in Academyof Management Review, Strategic Thinking, and AdministrativeScience Quarterly, among others. Dutton's article, "Leading inTimes of Trauma," appeared in the January 2002 issue of HarvardBusiness Review.
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Additional Information

Publisher
John Wiley & Sons
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Published on
Oct 27, 2003
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Pages
224
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ISBN
9780787971991
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Features
Original pages
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Best For
Web, Tablet
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Language
English
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Genres
Business & Economics / Management
Language Arts & Disciplines / Communication Studies
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Content Protection
This content is DRM protected.
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Continue the series

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Book 16
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Finance for Strategic Decision Making demystifies and clarifies for non-financial executives the basics of financial analysis. It shows how they can make important financial decisions that can critically enhance their institution’s ability to respond to competitive challenges, undertake new projects, overcome financial setbacks, and most importantly, create shareholder value. Written by M. P. Narayanan and Vikram K. Nanda—two of the country’s leading authorities on financial strategy—this book offers a practical guide for using financial analysis to enhance strategicdecision making. The book includes a coherent framework that outlines practical and intellectually sound guidance for executives who must make strategic decisions. Finance for Strategic Decision Making Explains the role of finance in corporate strategy Offers guidance on resource allocation decisions Explores how to determine the right balance of debt and equity capital to maximize firm value Demonstrates how to use payout policy as a strategic tool Clarifies if a merger, acquisition, or divestiture is in the best interest of an organization Shows how to manage risk

Reveals how to measure value created and the effectiveness of upper level management

Creativity at Work: Developing the Right Practices to Make Innovation Happen
Book 28
Although many leaders acknowledge and invest in creativity, we seldom see it hold a credible place in the business development process. Creativity at Work takes a practical approach to creativity, showing how to select practices to produce results and add value. The authors explain how to:
* Understand the creative preferences of organizations, departments, work groups, and individuals
* Identify and compare the different creativity profiles that describe specific purposes, practices, and people
* Produce the desired results by developing the right practices
* Blend creativity practices to meet the complex needs that characterize most work situations
o Develop required creative abilities in a team and in oneself
Decision Management: How to Assure Better Decisions in Your Company
Book 29
Why do the people in some companies continually dazzle us with their brilliant decisions while those in others make one blunder after another? Do they understand their businesses better? Are they just plain smarter? Or is it all a matter of luck? The answer, says J. Frank Yates, is none of the above. The real key, rarely recognized, is how the leaders manage the company's decision processes—the leaders' decision management practices. Drawing on his thirty years of research and experience as well as scholarship from psychology, economics, statistics, strategy, medicine, and other fields to explain the fundamental nature of business decision problems, Yates highlights the ten cardinal decision issues crucial to managing the decision-making process—and ultimately better company decisions. He covers problems ranging from recognizing whether a decision is actually called for to assuring that a preferred course of action will be implemented. He shows how solid decisions result when managers ensure that deciders resolve every cardinal issue effectively for every decision problem facing the company. He also reveals how, conversely, chronically poor decisions are traceable to managers allowing—or even creating—conditions that encourage deciders to fall short in how they address at least one of those critical issues.

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