"For 20 years, the Great Place to Work® Institute has been developing the annual ranking of the best companies to work for in the US and in 39 countries around the world. In the US, the ranking is published by FORTUNE and is best known as the FORTUNE 100 Best Companies to Work For. In 2010, the list included among its finalists: SAS, Google, REI, Scripps Health, Hoar Construction, DreamWorks Animation, Zappos.com, Salesforce.com, Cisco, Marriott Interntional, American Express, Mayo Clinic, Microsoft. Drawing on the Institute's wide and deep body of knowledge acquired in the process of producing this ranking, Institute senior consultant Michael Burchell and research fellow Jennifer Robin reveal that what separates the great from the good companies to work for is the leader's ability to create Trust, Pride and Camaraderie in their companies. THE GREAT WORKPLACE explains the concept of a Great Place to Work--defined as one in which employees trust the people they work for, have pride in what they do, and enjoy the people they work with--and demystifies the Institute's Great Place to Work model, developed in 1984 and validated through its enduring resonance in both the United States and in 40 countries around the world. It also answers the fundamental question, "What is the business value of creating a great workplace?" and brings the definition of a Great Place to Work alive with anecdotes, best practices, and quotes from employees working at the best workplaces in the US (and ranked in the list). Companies featured in the book include: General Mills, Google, Gore, Microsoft, PricewaterhouseCoopers, SAS, Scripps Health, Wegman's and S.C. Johnson. As organizations grapple with the complexity and challenges of leveraging human capital in today's hyper-competitive work world--and as the Institute increases its presence across the world--THE GREAT WORKPLACE will be the "must read" source for understanding the essential ingredients in and trends of great places to work"--

Guy Kawasaki's acclaimed books have established him as the entrepreneur's entrepreneur. Now he turns to the mystery of influence, and offers a new take on this key force that drives any successful business or personal interaction. This book's fundamental message is that in any transaction the goal is not to get your own way, but to bring about a voluntary, enduring, and delightful change of heart in other people, by working with and through them and enlisting their own goals and desires. It's enchantment that enables us to maneuver through difficult decisions, break people's entrenched habits, defy the wisdom of crowds, and get colleagues to work for long-term goals. Kawasaki's advice includes: how to achieve rapport, credibility, and trust; how to help people enchant themselves; how to overcome resistance; how to enchant your employees--and your boss; and how to resist enchantment.--From publisher description.

"A solid framework for businesses to create a market-developing strategyBusiness transformation is a key executive management initiative that attempts to align people, process, and technology initiatives of an organization more closely with its business strategy and vision to support and help innovate new business strategies and meet long-term objectives. Strategic Business Transformation reveals how you can predict if your market is transforming, linking and aligning ten key strategic variables under a common strategic dashboard. Provides a tested framework of this strategic invention and transformation that the author has applied to several companies Includes case studies of the entrepreneurial and large multi-billion revenue institutions that have used this method?and succeeded Shows how internal and external factors drive should drive strategic transformation Filled with case studies and practical examples, this book gives readers a proven framework from which to create a transformative business strategy"--

"Human resource departments increasingly use the statistical analysis of performance indicators as a way of demonstrating their contribution to organisational performance. In this book, Steve Fleetwood and Anthony Hesketh take issue with this 'scientific' approach by arguing that its preoccupation with statistical analysis is misplaced because it fails to take account of the complexities of organisations and the full range of issues that influence individual performance. The book is split into three parts. Part I deconstructs research into the alleged link between people and business performance by showing that it cannot explain the associations it alleges. Part II attributes these shortcomings to the importation of spurious 'scientific' methods, before going on to suggest more appropriate methods that might be used in future. Finally, Part III explores how HR executives and professionals understand their work and shows how a critical realist stance adds value to this understanding through enhanced explanation"--