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Hispanics make up the largest and fastest-growing minority group in the United States. Organizations that don't know how to make them feel comfortable, recognized, and rewarded risk losing access to this important source of talent and innovation. Drawing on his own ethnic background and years of experience as director of the organization Hispanic Economics, Louis Nevaer identifies elements unique to the Hispanic worldview that often result in behaviors, beliefs, and expectations very different from, and sometimes seemingly at odds with, those of non-Hispanics. He also describes differences within the Hispanic community—such as between U.S.-born and immigrant Hispanics, and between people from different parts of the Hispanic world—that have a huge, and often unrecognized, impact on how workers interact with each other as well as with non-Hispanics. Through a wealth of examples, Nevaer shows how to develop Hispanic-friendly approaches to every aspect of the modern workplace, from recruitment, retention, and evaluation to training, mentoring, and labor relations.
The first book on supporting and developing Hispanic employees in any organization
Identifies three overarching concepts that shape Hispanic culture and explores how they influence workplace behavior and expectations
Written by a distinguished Hispanic author and authority on Hispanic economic behavior
Hispanics are the largest minority group and the fastest growing demographic in the United States—they are already 15% of the population and 22% of the workforce, and it’s estimated that by 2050 those numbers will go up to 36% and 55% In this much-needed new book Louis Naevar helps non-Hispanic employers and colleagues understand how Hispanics see the business world—and the world in general—so they can better support and develop this dynamic group of workers.
Drawing on his own ethnic background and years of experience as director of the organization Hispanic Economics, Nevaer identifies three concepts that shape Hispanic culture and often result in behaviors and beliefs very different than, and sometimes seemingly at odds with, those of non-Hispanics. He explores subtle nuances within the Hispanic community—which is no more monolithic than the “European” community—that will help employers appreciate differences and tensions between Hispanic workers. With this as an overarching framework, and using a wealth of specific examples, Nevaer shows how to develop Hispanic-friendly approaches in every aspect of the modern workplace, from recruitment, retention and evaluation to training, mentoring, and labor relations.
As Hispanics become an ever-larger segment of the workforce, organizations who fail to make them feel welcome and valued risk losing access to a significant source of talent and innovation, not to mention a connection to a major evolving market. Managing Hispanic and Latino Employees is an invaluable resource for creating an environment where Hispanic workers feel comfortable, recognized and rewarded.
This is the first comprehensive book on all aspects of managing Hispanic employees - who already represent nearly a quarter of the U.S. workforce and are projected to represent more than half by 2050 - and it combines practical advice with research knowledge on the unique cultural issues in hiring, motivating, training, supervising, developing, retaining, and other aspects of managing Hispanic workers.
Managing Politics and Conflict in Projects is an easy-to-read, no-nonsense guide that walks you through the “soft” issues of project management, including communicating, negotiating, and influencing skills that are vital to your project success. Understand your organization's political climate and culture and ascend the corporate ladder to the next level as a project manager. Learn how to deal with political issues requiring complex organizational and interpersonal skills, using valuable review points, tips, and a fictional narrative illustrating the book's main points.
•Improve and develop your leadership, interpersonal, and communications skills
•Negotiate your political environment
•Acknowledge and overcome challenges inherent in project management
•Enhance your career by effectively utilizing politics and conflict
•Recognize and interpret the barriers of communication
•Be prepared to enter into a negotiation
•Overcome cultural challenges
•Improve and develop your leadership, interpersonal, and communications skills
•Negotiate your political environment
•Acknowledge and overcome challenges inherent in project management
•Enhance your career by effectively utilizing politics and conflict
•Recognize and interpret the barriers of communication
•Be prepared to enter into a negotiation
•Overcome cultural challenges
Managing Politics and Conflict in Projects is an easy-to-read, no-nonsense guide that walks you through the “soft” issues of project management, including communicating, negotiating, and influencing skills that are vital to your project success. Understand your organization's political climate and culture and ascend the corporate ladder to the next level as a project manager. Learn how to deal with political issues requiring complex organizational and interpersonal skills, using valuable review points, tips, and a fictional narrative illustrating the book's main points.
•Improve and develop your leadership, interpersonal, and communications skills
•Negotiate your political environment
•Acknowledge and overcome challenges inherent in project management
•Enhance your career by effectively utilizing politics and conflict
•Recognize and interpret the barriers of communication
•Be prepared to enter into a negotiation
•Overcome cultural challenges
•Improve and develop your leadership, interpersonal, and communications skills
•Negotiate your political environment
•Acknowledge and overcome challenges inherent in project management
•Enhance your career by effectively utilizing politics and conflict
•Recognize and interpret the barriers of communication
•Be prepared to enter into a negotiation
•Overcome cultural challenges
Apply today's best practices for managing information, processes and people to maximize success within the constraints of project cost, scope and schedule. Benefit from the most effective real-world methods and new tools, such as resource breakdown structures and new treatment of optimum duration, earned value, and integration. Plus, you'll explore a conceptual approach that will help you integrate the most crucial element for project success: people.
Apply today's best practices for managing information, processes and people to maximize success within the constraints of project cost, scope and schedule. Benefit from the most effective real-world methods and new tools, such as resource breakdown structures and new treatment of optimum duration, earned value, and integration. Plus, you'll explore a conceptual approach that will help you integrate the most crucial element for project success: people.
Make breakthroughs in project quality by combining project management with quality management - this books shows you how. Guiding you from project initiation through closure, the book provides a detailed stage-specific flowchart of activities correlated with appropriate tools to give you new power to meet customer expectations and institutionalize project quality.
Make breakthroughs in project quality by combining project management with quality management - this books shows you how. Guiding you from project initiation through closure, the book provides a detailed stage-specific flowchart of activities correlated with appropriate tools to give you new power to meet customer expectations and institutionalize project quality.
With a clear focus on how business objectives determine project value, this book explains how to use an "investment-based" perspective to integrate finance, risk management and strategic planning. You'll develop workflows that overcome constraints of time, cost and scheduling as you benefit from new tools that relate processes directly to business goals: the project balance sheet and the time-centric earned value system. In addition, a new goal decomposition methodology gives you the best chance of getting projects started - and getting them accomplished successfully.
With a clear focus on how business objectives determine project value, this book explains how to use an "investment-based" perspective to integrate finance, risk management and strategic planning. You'll develop workflows that overcome constraints of time, cost and scheduling as you benefit from new tools that relate processes directly to business goals: the project balance sheet and the time-centric earned value system. In addition, a new goal decomposition methodology gives you the best chance of getting projects started - and getting them accomplished successfully.
“Health care is not failing but succeeding, expensively, and we don't want to pay for it. So the administrations, public and private alike, intervene to cut costs, and herein lies the failure.”
In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care.
The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need is for cooperation, and pretends that the calling of health care should be managed like a business.
“Management in health care should be about dedicated
and continuous care more than interventionist and episodic cures.”
This professional form of organizing is the source of health care's great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. The physician diagnoses appendicitis and operates; some administrator ticks the appropriate box and pays. But what happens when the fit fails—when patients fall outside the categories or across several categories or need to be treated as people beneath the categories or when the managers and professionals pass each other like ships in the night?
To cope with all this, Mintzberg says that we need to reorganize our heads instead of our institutions. He discusses how we can think differently about systems and strategies, sectors and scale, measurement and management, leadership and organization, competition and collaboration.
“Market control of health care is crass, state control is crude, professional control is closed. We need all three—in their place.”
The overall message of Mintzberg's masterful analysis is that care, cure, control, and community have to work together, within health-care institutions and across them, to deliver quantity, quality, and equality simultaneously.
In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care.
The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need is for cooperation, and pretends that the calling of health care should be managed like a business.
“Management in health care should be about dedicated
and continuous care more than interventionist and episodic cures.”
This professional form of organizing is the source of health care's great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. The physician diagnoses appendicitis and operates; some administrator ticks the appropriate box and pays. But what happens when the fit fails—when patients fall outside the categories or across several categories or need to be treated as people beneath the categories or when the managers and professionals pass each other like ships in the night?
To cope with all this, Mintzberg says that we need to reorganize our heads instead of our institutions. He discusses how we can think differently about systems and strategies, sectors and scale, measurement and management, leadership and organization, competition and collaboration.
“Market control of health care is crass, state control is crude, professional control is closed. We need all three—in their place.”
The overall message of Mintzberg's masterful analysis is that care, cure, control, and community have to work together, within health-care institutions and across them, to deliver quantity, quality, and equality simultaneously.
“Health care is not failing but succeeding, expensively, and we don't want to pay for it. So the administrations, public and private alike, intervene to cut costs, and herein lies the failure.”
In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care.
The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need is for cooperation, and pretends that the calling of health care should be managed like a business.
“Management in health care should be about dedicated
and continuous care more than interventionist and episodic cures.”
This professional form of organizing is the source of health care's great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. The physician diagnoses appendicitis and operates; some administrator ticks the appropriate box and pays. But what happens when the fit fails—when patients fall outside the categories or across several categories or need to be treated as people beneath the categories or when the managers and professionals pass each other like ships in the night?
To cope with all this, Mintzberg says that we need to reorganize our heads instead of our institutions. He discusses how we can think differently about systems and strategies, sectors and scale, measurement and management, leadership and organization, competition and collaboration.
“Market control of health care is crass, state control is crude, professional control is closed. We need all three—in their place.”
The overall message of Mintzberg's masterful analysis is that care, cure, control, and community have to work together, within health-care institutions and across them, to deliver quantity, quality, and equality simultaneously.
In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care.
The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need is for cooperation, and pretends that the calling of health care should be managed like a business.
“Management in health care should be about dedicated
and continuous care more than interventionist and episodic cures.”
This professional form of organizing is the source of health care's great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. The physician diagnoses appendicitis and operates; some administrator ticks the appropriate box and pays. But what happens when the fit fails—when patients fall outside the categories or across several categories or need to be treated as people beneath the categories or when the managers and professionals pass each other like ships in the night?
To cope with all this, Mintzberg says that we need to reorganize our heads instead of our institutions. He discusses how we can think differently about systems and strategies, sectors and scale, measurement and management, leadership and organization, competition and collaboration.
“Market control of health care is crass, state control is crude, professional control is closed. We need all three—in their place.”
The overall message of Mintzberg's masterful analysis is that care, cure, control, and community have to work together, within health-care institutions and across them, to deliver quantity, quality, and equality simultaneously.