Globalization and unlimited connectedness to all places in the world give us the impression that our world is growing smaller and smaller. We can get products from all over the world anytime, can easily communicate with people on the other side of the planet with just a mouse click, and travel almost anywhere within a day or two. These developments are very inspiring and open up an array of new experiences and opportunities for us, in our private lives and in international business.

This book provides the communication principles that are so critical for today's managerial leader. It builds a solid foundation while it guides readers in strategies to enhance their written, oral, and interpersonal communication skills.

"Reads L to R, for audience A. The next decade brings promise snd peril for Japan. The collapse of the postwar political order, dominated by the Liberal Democratic Party, has created new space for experimentation and reform at home, even as the rise of Asia's two sleeping giants, China and India, opens new markets for Japanese exports. But Japan's economy remains anemic, afficted by deflation and soaring public debts. Japan's workforce is aging and shrinking. China's rise poses both economic and diplomatic challenges for Japan. But so far, Japan's business and government leaders have been slow to acknowledge the magnitude of Japan's problems, let alone articulate sensible solutions to them. In "Re-Imagining Japan", Mckinsey & Company, the worlds top management consulting company, brings together an unprecedented collection of 50 global experts and invites them to take a fresh look at Japan's predicament as it enters 2011"--

As the economy moves toward a services orientation, companies are struggling with how to improve their offerings. Process management is a key component of the services that companies provide. This book has three main parts: mapping, improvement, and error-proofing and metrics. In the first part--mapping--the reader will learn how to map a process so that the map is immediately understandable for identifying the roles, work steps, and automation support used in process delivery. The second part--improvement--provides a series of techniques for defining, prioritizing, and analyzing problems from several perspectives. The first perspective is called "leaning," and its purpose is to remove waste from an existing process. The second perspective is "cleaning," during which the remaining steps following leaning are analyzed for possible improvement. The third perspective is "greening," which explores opportunities and trade-offs for outsourcing, coproduction, and environmental improvements related to the process. The final third of the book--error-proofing and metrics--presents several techniques for ensuring risk mitigation for the new process and for measuring changes that define their impacts, and illustrates a method for proposing changes to executives in a "case for change." Overall, the book provides a blueprint of how to develop a discipline for process management that applies to any type of work.