• 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.

Today's business world is characterized by increasing change-technological, cultural, social, economic, and personal-the net effect of which is increasing anxiety, insecurity, and more pressure than perhaps ever before on today's employees, managers, and business owners. Managing By Values provides a practical, proven new solution for addressing these issues. Ken Blanchard and Michael O'Connor provide a framework for stability, continuity, and growth in the midst of these challenges.

Managing By Values describes a new measure and level of organizational success-beyond that of "Fortune 500" organizations. Blanchard and O'Connor show how organizations can commit to a way of doing business that enables all stakeholders-owners/shareholders, employees, customers, and others-to win. By committing to a common purpose and set of values, any organization can join the ranks of the "Fortunate 500." This list is defined, not by size or volume or profits, but by the quality of service available to customers and the quality of life accessible to employees.

Numerous books written over the last decade have stated both the need for, and power of, an organizational culture whose strategies, processes, and people are managed by a common vision, purpose, and set of values. Managing By Values goes beyond merely lobbying for such a management approach. Blanchard and O'Connor provide readers with a practical game plan that clarifies, communicates, and aligns the organization's practices at all levels and in all areas, with a defined, functional set of guiding values adopted throughout the organization. Many previous books have addressed the importance of values, but Managing By Values provides a clear methodology for defining and implementing such values to achieve organizational, group, team, and individual objectives.

Written in the simple, direct story format that has become a trademark of Ken Blanchard's previous books, Managing By Values builds on the mass of diverse research, experiences, and literature on organizational, group, and individual performance and satisfaction. Based on the authors' research and applied real-world experience with client organizations, Managing By Values provides a practical, proven approach for how to give your organization the gift of a promising future while also discovering a way for all of its stakeholders to be satisfied in the process.

• From the coauthor of The One Minute Manager, one of the bestselling business books of all time (over 9 million copies sold), and Empowerment Takes More Than a Minute (a 1996 BusinessWeek bestseller)
• Provides a concise game plan for designing and implementing a set of guiding values to achieve organizational, group, team, and individual objectives

There is no time more confusing than when we are in the midst of a world waiting to be born. Gareth Morgan's landmark book makes the case that there is some profound and productive business sense in the current chaos and shows how ideas about management, roles, responsibilities, and work itself need to change in many different ways if we are to take full advantage of the unique opportunities that evolving markets and organizations present.

Imaginization details the process of "imaginization" (imagination + organization)-a new core competence that's essential for leading and managing in a world characterized by flux and change. This process answers the call for more open, flexible, creative forms of organization and management to meet the challenges of a networked, electronic age.

Dozens of books call for new management practice, often selling just one or two pet theories or ideas. This is the first book to show how to develop the multiplicity of ideas that are going to be needed. The critical difference in Gareth Morgan's work is that it focuses on the 'how-to's:

o How to create new, more flexible forms of organization
o How managers can develop new understandings of their roles and their problems and learn to see situations in different ways
o How they can develop more flexible approaches to strategy and piece together their own creative toolbox
o How organizations can be centralized and decentralized at the same time

Using simple yet powerful graphics to illustrate and communicate his message, Morgan builds on the insights of his classic Images of Organization which pioneered the idea of using metaphor to create new insights in organization and management.

Imaginization teaches by example. Each chapter focuses on how the approach can be put into practice, providing dozens of concrete illustrations and case studies drawn from real-world organizational change projects and management development programs.

From page one, Morgan draws a complex, but coherent methodology for achieving success in today's organizations. Few management books address the range of issues raised here--creativity, strategy, empowerment, new structures, and many more. Imaginization brings them all together, demonstrating how all of these issues can be approached through the same creative process.

• New thinking from the bestselling author of Images of Organization (over 250,000 copies sold)
• A practical guide that shows how to put "out of the box" thinking into practice
• Teaches managers to unleash the creative abilities of employees, develop new ways of organizing, and remain open, energized, and empowered in the face of constant change
• Copublished with Sage Publications

The video enhanced executive edition of How Performance Management is Killing Performance – and What to Do About It was created with the busy leader in mind. Offering targeted information and insight, and with over 26 minutes of videos and animations throughout, Rethinking Performance Management – A Leader’s Guide has been adapted from the original edition to focus on only the points that you, as a leader of an organization, need to know. This means it’s much shorter than the original with more of a focus on the big picture theory and less on the step-by-step.

Most people associate performance management with the annual review, which is universally dreaded by employees, management, and HR professionals alike. In this short guide, author Tamra Chandler lays out the key points of creating a performance management process that is not only tailored to your organization’s needs and goals, but that employees will actually embrace. Each of the six condensed chapters include short animations or video featuring Tamra herself to sum up the major takeaways for leaders.

For those of us who need to be on the cutting edge of this emerging subject, but don’t have as much time as we’d like, Rethinking Performance Management – A Leader’s Guide offers the perfect framework to provide insight to the benefits of evolving performance management systems, a process which must be led, championed by the leaders in the organization.