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This book presents a new approach to risk management that enables executives to think systematically and strategically about future risks and deal proactively with threats to their competitive advantages in an ever more volatile, uncertain, complex, and ambiguous world.
Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror.
Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.
Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror.
Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.
This book presents a new approach to risk management that enables executives to think systematically and strategically about future risks and deal proactively with threats to their competitive advantages in an ever more volatile, uncertain, complex, and ambiguous world.
Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror.
Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.
Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror.
Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.
Optimize the Role of the Project Sponsor
The project sponsor is critical to project success, yet it is a role that is often assigned to a member of the organization with little knowledge or training in project management practices. This creates challenges not only for the sponsor but for the project manager. The organization suffers too if key members of the project team are not fully utilized, as valuable resources are wasted.
In Strategies for Project Sponsorship, the authors address this challenge from all three vantage points—that of the project manager, the project sponsor, and the organization. Based on their practical experience and solid research, they offer practical methods that project manager s can use to optimize the participation of the sponsor. They also offer clear and straightforward guidance for project sponsors on how to properly execute their duties and contribute to project success. Executives will gain valuable perspective on the organization's projects and key players.
From defining the roles and responsibilities of the project sponsor to suggesting specific practices that maximize the working relationship between the sponsor and project manager, this book is the ultimate guide. Examples from real-world sponsor experiences, as well as tips, techniques, and tools, enhance its applicability and practicality.
This book should be given to every newly assigned project sponsor, read and referred to by every project manager, and on the desk of every organizational executive as a reference.
The project sponsor is critical to project success, yet it is a role that is often assigned to a member of the organization with little knowledge or training in project management practices. This creates challenges not only for the sponsor but for the project manager. The organization suffers too if key members of the project team are not fully utilized, as valuable resources are wasted.
In Strategies for Project Sponsorship, the authors address this challenge from all three vantage points—that of the project manager, the project sponsor, and the organization. Based on their practical experience and solid research, they offer practical methods that project manager s can use to optimize the participation of the sponsor. They also offer clear and straightforward guidance for project sponsors on how to properly execute their duties and contribute to project success. Executives will gain valuable perspective on the organization's projects and key players.
From defining the roles and responsibilities of the project sponsor to suggesting specific practices that maximize the working relationship between the sponsor and project manager, this book is the ultimate guide. Examples from real-world sponsor experiences, as well as tips, techniques, and tools, enhance its applicability and practicality.
This book should be given to every newly assigned project sponsor, read and referred to by every project manager, and on the desk of every organizational executive as a reference.
Optimize the Role of the Project Sponsor
The project sponsor is critical to project success, yet it is a role that is often assigned to a member of the organization with little knowledge or training in project management practices. This creates challenges not only for the sponsor but for the project manager. The organization suffers too if key members of the project team are not fully utilized, as valuable resources are wasted.
In Strategies for Project Sponsorship, the authors address this challenge from all three vantage points—that of the project manager, the project sponsor, and the organization. Based on their practical experience and solid research, they offer practical methods that project manager s can use to optimize the participation of the sponsor. They also offer clear and straightforward guidance for project sponsors on how to properly execute their duties and contribute to project success. Executives will gain valuable perspective on the organization's projects and key players.
From defining the roles and responsibilities of the project sponsor to suggesting specific practices that maximize the working relationship between the sponsor and project manager, this book is the ultimate guide. Examples from real-world sponsor experiences, as well as tips, techniques, and tools, enhance its applicability and practicality.
This book should be given to every newly assigned project sponsor, read and referred to by every project manager, and on the desk of every organizational executive as a reference.
The project sponsor is critical to project success, yet it is a role that is often assigned to a member of the organization with little knowledge or training in project management practices. This creates challenges not only for the sponsor but for the project manager. The organization suffers too if key members of the project team are not fully utilized, as valuable resources are wasted.
In Strategies for Project Sponsorship, the authors address this challenge from all three vantage points—that of the project manager, the project sponsor, and the organization. Based on their practical experience and solid research, they offer practical methods that project manager s can use to optimize the participation of the sponsor. They also offer clear and straightforward guidance for project sponsors on how to properly execute their duties and contribute to project success. Executives will gain valuable perspective on the organization's projects and key players.
From defining the roles and responsibilities of the project sponsor to suggesting specific practices that maximize the working relationship between the sponsor and project manager, this book is the ultimate guide. Examples from real-world sponsor experiences, as well as tips, techniques, and tools, enhance its applicability and practicality.
This book should be given to every newly assigned project sponsor, read and referred to by every project manager, and on the desk of every organizational executive as a reference.
Effectively Define and Gather Your Business Requirements Today!
Many programming systems today are designed and constructed before business requirements are completed and finalized. Without a proper foundation, these systems will eventually crumble. Streamlining Business Requirements: The XCellR8™ Approach provides project managers and business analysts with the foundation, principles, and steps needed to document business requirements in an accurate and efficient manner. Author Gerrie Caudle introduces the XCellR8™ approach, an analysis method used to gather business requirements in a structured, well-defined set of steps.
This book offers comprehensive framework needed to:
• Effectively analyze business requirements
• Properly identify business events
• Prepare for a requirements session
• Better understand the “big picture”
Many programming systems today are designed and constructed before business requirements are completed and finalized. Without a proper foundation, these systems will eventually crumble. Streamlining Business Requirements: The XCellR8™ Approach provides project managers and business analysts with the foundation, principles, and steps needed to document business requirements in an accurate and efficient manner. Author Gerrie Caudle introduces the XCellR8™ approach, an analysis method used to gather business requirements in a structured, well-defined set of steps.
This book offers comprehensive framework needed to:
• Effectively analyze business requirements
• Properly identify business events
• Prepare for a requirements session
• Better understand the “big picture”
Effectively Define and Gather Your Business Requirements Today!
Many programming systems today are designed and constructed before business requirements are completed and finalized. Without a proper foundation, these systems will eventually crumble. Streamlining Business Requirements: The XCellR8™ Approach provides project managers and business analysts with the foundation, principles, and steps needed to document business requirements in an accurate and efficient manner. Author Gerrie Caudle introduces the XCellR8™ approach, an analysis method used to gather business requirements in a structured, well-defined set of steps.
This book offers comprehensive framework needed to:
• Effectively analyze business requirements
• Properly identify business events
• Prepare for a requirements session
• Better understand the “big picture”
Many programming systems today are designed and constructed before business requirements are completed and finalized. Without a proper foundation, these systems will eventually crumble. Streamlining Business Requirements: The XCellR8™ Approach provides project managers and business analysts with the foundation, principles, and steps needed to document business requirements in an accurate and efficient manner. Author Gerrie Caudle introduces the XCellR8™ approach, an analysis method used to gather business requirements in a structured, well-defined set of steps.
This book offers comprehensive framework needed to:
• Effectively analyze business requirements
• Properly identify business events
• Prepare for a requirements session
• Better understand the “big picture”
Go Green While Making Green
You already know why your company should go green. This comprehensive guide tells you how to do it profitably. It details every step of the process—from getting employee buy-in and conducting a current sustainability audit to developing a plan of action and measuring progress. Nuts-and-bolts guidance helps you make continuous, cost-effective improvements and shift the prevailing business culture by infusing green practices into your organization’s very DNA.
Through illustrative examples from a wide variety of industries, this book shows how to:
• Design sustainable products
• Green your facilities
• Find green vendors
• Use renewable energy
• Reduce harmful emissions
• Recycle waste products, and more
The emphasis is on practicality—stand-alone chapters you can read when you need them and tools you can use to implement change in any area of your organization.
enough
You already know why your company should go green. This comprehensive guide tells you how to do it profitably. It details every step of the process—from getting employee buy-in and conducting a current sustainability audit to developing a plan of action and measuring progress. Nuts-and-bolts guidance helps you make continuous, cost-effective improvements and shift the prevailing business culture by infusing green practices into your organization's very DNA.
Through illustrative examples from a wide variety of industries, this book shows how to
• Design sustainable products • Green your facilities • Find green vendors • Use renewable energy • Reduce harmful emissions • Recycle waste products, and more
The emphasis is on practicality—stand-alone chapters you can read when you need them and tools you can use to implement change in any area of your organization.
Through illustrative examples from a wide variety of industries, this book shows how to
• Design sustainable products • Green your facilities • Find green vendors • Use renewable energy • Reduce harmful emissions • Recycle waste products, and more
The emphasis is on practicality—stand-alone chapters you can read when you need them and tools you can use to implement change in any area of your organization.
Two widely respected leaders of the sustainability movement team up to provide a hands-on practical guide for small and medium-sized businesses looking to "green" their business practices.
Based on 20 years of research and development in a range of organizations
This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.
This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.
New edition of a classic text on structured on-the-job training (S-OJT)-completely revised throughout with four additional chapters
Offers a comprehensive approach to designing, implementing, and evaluating S-OJT programs
Based on 20 years of research and development in a range of organizations
This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.
New edition of a classic text on structured on-the-job training (S-OJT)-completely revised throughout with four additional chapters
Offers a comprehensive approach to designing, implementing, and evaluating S-OJT programs
Based on 20 years of research and development in a range of organizations
This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.
Offers a comprehensive approach to designing, implementing, and evaluating S-OJT programs
Based on 20 years of research and development in a range of organizations
This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.
Connect with transformative ideas and the authors behind them.
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An expanded edition of the first practical, nonjudgmental handbook for dealing with microaggressions, featuring examples, sample scripts, action plans, a new discussion and activity guide, and up-to-date suggestions for creating a culture of belonging in the workplace.
Overt discrimination is relatively easy to spot. But the less obvious but more common actions that make people feel left out or stigmatized in our workplaces, commonly called microaggressions, can be hard to identify and even harder to deal with.
The author use a clearer, more accurate term: subtle acts of exclusion (SAE). After all, people generally aren't trying to be aggressive-usually they're trying to say something nice, learn more about a person, or be funny. Bring accused of aggression shuts the conversation down, when you want to open it up.
This book features examples, tools, sample scripts, and action plans to help readers prevent subtle acts of aggression from happening, or deal with them when they do. Updated throughout, this second edition features:
A greatly expanded chapter on intentional acts of inclusion-actions for creating a sense of belonging.
A discussion and activity guide ideal for book clubs and training sessions
A new concluding chapter, Hope for Humanity
Whether in the form of stereotypes, assumptions, backhanded compliments, or objectification, SAEs are damaging to our coworkers, friends, and acquaintances. This book is your friendly, accessible, non-judgemental guide to creating a welcoming workplace.
Overt discrimination is relatively easy to spot. But the less obvious but more common actions that make people feel left out or stigmatized in our workplaces, commonly called microaggressions, can be hard to identify and even harder to deal with.
The author use a clearer, more accurate term: subtle acts of exclusion (SAE). After all, people generally aren't trying to be aggressive-usually they're trying to say something nice, learn more about a person, or be funny. Bring accused of aggression shuts the conversation down, when you want to open it up.
This book features examples, tools, sample scripts, and action plans to help readers prevent subtle acts of aggression from happening, or deal with them when they do. Updated throughout, this second edition features:
A greatly expanded chapter on intentional acts of inclusion-actions for creating a sense of belonging.
A discussion and activity guide ideal for book clubs and training sessions
A new concluding chapter, Hope for Humanity
Whether in the form of stereotypes, assumptions, backhanded compliments, or objectification, SAEs are damaging to our coworkers, friends, and acquaintances. This book is your friendly, accessible, non-judgemental guide to creating a welcoming workplace.
An expanded edition of the first practical, nonjudgmental handbook for dealing with microaggressions, featuring examples, sample scripts, action plans, a new discussion and activity guide, and up-to-date suggestions for creating a culture of belonging in the workplace.
Overt discrimination is relatively easy to spot. But the less obvious but more common actions that make people feel left out or stigmatized in our workplaces, commonly called microaggressions, can be hard to identify and even harder to deal with.
The author use a clearer, more accurate term: subtle acts of exclusion (SAE). After all, people generally aren't trying to be aggressive-usually they're trying to say something nice, learn more about a person, or be funny. Bring accused of aggression shuts the conversation down, when you want to open it up.
This book features examples, tools, sample scripts, and action plans to help readers prevent subtle acts of aggression from happening, or deal with them when they do. Updated throughout, this second edition features:
A greatly expanded chapter on intentional acts of inclusion-actions for creating a sense of belonging.
A discussion and activity guide ideal for book clubs and training sessions
A new concluding chapter, Hope for Humanity
Whether in the form of stereotypes, assumptions, backhanded compliments, or objectification, SAEs are damaging to our coworkers, friends, and acquaintances. This book is your friendly, accessible, non-judgemental guide to creating a welcoming workplace.
Overt discrimination is relatively easy to spot. But the less obvious but more common actions that make people feel left out or stigmatized in our workplaces, commonly called microaggressions, can be hard to identify and even harder to deal with.
The author use a clearer, more accurate term: subtle acts of exclusion (SAE). After all, people generally aren't trying to be aggressive-usually they're trying to say something nice, learn more about a person, or be funny. Bring accused of aggression shuts the conversation down, when you want to open it up.
This book features examples, tools, sample scripts, and action plans to help readers prevent subtle acts of aggression from happening, or deal with them when they do. Updated throughout, this second edition features:
A greatly expanded chapter on intentional acts of inclusion-actions for creating a sense of belonging.
A discussion and activity guide ideal for book clubs and training sessions
A new concluding chapter, Hope for Humanity
Whether in the form of stereotypes, assumptions, backhanded compliments, or objectification, SAEs are damaging to our coworkers, friends, and acquaintances. This book is your friendly, accessible, non-judgemental guide to creating a welcoming workplace.
An expanded edition of the first practical, nonjudgmental handbook for dealing with microaggressions, featuring examples, sample scripts, action plans, a new discussion and activity guide, and up-to-date suggestions for creating a culture of belonging in the workplace.
Overt discrimination is relatively easy to spot. But the less obvious but more common actions that make people feel left out or stigmatized in our workplaces, commonly called microaggressions, can be hard to identify and even harder to deal with.
The author use a clearer, more accurate term: subtle acts of exclusion (SAE). After all, people generally aren't trying to be aggressive-usually they're trying to say something nice, learn more about a person, or be funny. Bring accused of aggression shuts the conversation down, when you want to open it up.
This book features examples, tools, sample scripts, and action plans to help readers prevent subtle acts of aggression from happening, or deal with them when they do. Updated throughout, this second edition features:
• A greatly expanded chapter on “intentional acts of inclusion”-actions for creating a sense of belonging.
• A discussion and activity guide ideal for book clubs and training sessions
• A new concluding chapter, Hope for Humanity
Whether in the form of stereotypes, assumptions, backhanded compliments, or objectification, SAEs are damaging to our coworkers, friends, and acquaintances. This book is your friendly, accessible, non-judgemental guide to creating a welcoming workplace.
Overt discrimination is relatively easy to spot. But the less obvious but more common actions that make people feel left out or stigmatized in our workplaces, commonly called microaggressions, can be hard to identify and even harder to deal with.
The author use a clearer, more accurate term: subtle acts of exclusion (SAE). After all, people generally aren't trying to be aggressive-usually they're trying to say something nice, learn more about a person, or be funny. Bring accused of aggression shuts the conversation down, when you want to open it up.
This book features examples, tools, sample scripts, and action plans to help readers prevent subtle acts of aggression from happening, or deal with them when they do. Updated throughout, this second edition features:
• A greatly expanded chapter on “intentional acts of inclusion”-actions for creating a sense of belonging.
• A discussion and activity guide ideal for book clubs and training sessions
• A new concluding chapter, Hope for Humanity
Whether in the form of stereotypes, assumptions, backhanded compliments, or objectification, SAEs are damaging to our coworkers, friends, and acquaintances. This book is your friendly, accessible, non-judgemental guide to creating a welcoming workplace.
