Personal Development
New Arrival • 216 pages • 134 x 216 mm • ISBN 9780749467753 • Paperback
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Reviews
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"It has taken 40 years in business, including numerous courses and education sessions, for me to understand what I didn’t know in Confidence at Work. I just wish I had read it towards the beginning of my career and not towards the end." - Larry Hirst, ex CEO of IBM
"Professor Taylor’s book is a cut above the average, ‘self-improvement ’ / ’ motivational’ shtick. It is thoughtful and, If you’ll take time to consider the implications of what’s being said, quietly profound." - Customer review
About the Book
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Confidence is the foundation of success. It empowers you to do more and do it better. By revealing the fascinating psychological theories that underpin confident behaviour, and including insights from leading thinkers including Daniel Goleman and Tony Buzan, this new edition of Confidence at Work takes you on a journey of self-discovery, helping you develop your leadership skills and become more charismatic and influential at work.
Beginning with an in-depth questionnaire to help you understand your personal "confidence quotient", it includes 20 case studies of successful people from all walks of life to further cement your path on the way to becoming "brand you". It will help you handle difficult people with elegance and, importantly, understand the reasons behind your lack of confidence. Essential reading for anyone who wants to make an impact at work and in their career,Confidence at Work is the ultimate guide to creating - not faking - the new user-friendly, confident you.
Beginning with an in-depth questionnaire to help you understand your personal "confidence quotient", it includes 20 case studies of successful people from all walks of life to further cement your path on the way to becoming "brand you". It will help you handle difficult people with elegance and, importantly, understand the reasons behind your lack of confidence. Essential reading for anyone who wants to make an impact at work and in their career,Confidence at Work is the ultimate guide to creating - not faking - the new user-friendly, confident you.
Contents
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Part One- Who are you anyway ... ?
Chapter 1: Bring yourself to work • Working strengths • Nature versus nurture • Reflections of childhood • Steps to confidence at work.
Chapter 2: Eric Berne’s transactional analysis • The parent ego • The child ego • The adult ego • Transactional analysis at work • Steps to confidence at work.
Chapter 3: Albert Bandura’s theory of self-efficacy • The inspiration of the red rubber ball • Getting control of your life • Steps to confidence at work.
Chapter 4: Martin Seligman’s learned optimism • Humour • Learned optimism • Steps to confidence at work.
Chapter 5: HJ Eysenck’s theory of extraversion - Introversion• Extraversion • Introversion • Steps to confidence at work.
Chapter 6: Friedman and Rosenman’s theory of Type A , and Type B behaviours • Anger • Steps to confidence at work.
Chapter 7: Life’s rich tapestry • Barlinnie Prison • Entrepreneurship • Finding your voice • My confidence role models • Your confidence role models • Steps to confidence at work.
Part Two- Branding for confidence
Chapter 8: Bird’s eye view of branding • Business branding First impressions • Steps to confidence at work.
Chapter 9: Great expectations • What are you looking for? • The career confidence formula • Steps to confidence at work.
Chapter 10: Knowing the words to the song • Your leadership style • Telling your story • Steps to confidence at work.
Chapter 11: The user-friendly confident you • Impact • Thought • Emotion • Action • Branding you • The one-minute branding workout • Steps to confidence at work.
Part Three- Influencing for confidence at work
Chapter 12: Likeability and similarity • Influencing body language and its meaning • Similarity • Mirroring • Equality • Steps to confidence at work.
Chapter 13: Knee-jerk thinking, reward and reciprocity • Knee-jerk thinking • Reward Reciprocity • Steps to confidence at work.
Chapter 14: Handling challenging people with elegance • The DESC script • Steps to confidence at work.
Chapter 15: Perseverance and enthusiasm • Perseverance Enthusiasm • Steps to confidence at work.
Chapter 16: Confident networking • What networking is not • What networking is • Steps to confidence at work.
Part Four- Be a confident leader
Chapter 17: Be aspirational • Steps to confidence at work.
Chapter 18: Be conscientious • Bimbo • Boeing • Steps to confidence at work.
Chapter 19: Be cool • Relaxation • The power minute • Advantages of relaxation • A work-life audit • Understanding your power • Steps to confidence at work.
Chapter 20: Be bold, have ideas • Confidence, creativity and you • Steps to confidence at work.
Chapter 21: Be charismatic - the ultimate in confidence at work • Steps to confidence at work.
Management / Business Strategy and Innovation
• 256 pages • 153 x 235 mm • ISBN 9780749469078 • Paperback • offer price rs 1295.00 only
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About the Book
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Six Figure Management Method gives managers a simple, proven and universal method for improving the profitability of any business unit or organization by measuring and improving just six key performance indicators. If you focus on six well-selected figures, each of them simple to understand, easy to calculate and tailored to reflect the reality of your company, your profitability will see a significant uplift.
The six key figures cover every critical business area, from people management and profitability to operational excellence and customer service. This book presents a streamlined, straightforward framework for managing your activities effectively on a day-to-day basis, while remaining directed towards achieving long-term goals, motivating people and systematically delivering future success. The six figure management method is not a theory, it is a system to be applied: this is a practical handbook packed with easy-to-apply, down-to-earth tips and techniques to drive your business forward.
Contents
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Foreword, by Karine Le Joly
Preface, by Jim Pulcrano
Acknowledgements Executive summary
Preface, by Jim Pulcrano
Acknowledgements Executive summary
Introduction: How to thrive simply
Chapter 1: Six figure management in action: how we know it really works • Key learning point • The SFM method is a management control-based approach • Why you should have only six KPls for intelligence • Why you can rely on the SFM method • Summary • What’s next
Chapter 2: How SFM will help you to get the most from your reporting systems • Key learning points • The evolution of business performance measurement • The balanced scorecard, a major advance in business performance management • SFM is an evolution beyond the balanced scorecard • The Management Cockpit, another advance in dashboards • How the SFM method works together with the Management Cockpit approach • Summary • What’s next
Chapter 3: Try more new things: measuring and improving your sales from new sources performance • Key learning points • Sales from new sources in action • Who should measure and improve SFN performance? • Why should managers measure their SFN performance? • How do you implement the SFN measurements and improvements? • What are the indicators that best measure SFN performance? • Other indicators that you may consider to appraise your • SFN performance • How do you effectively use SFN performance? • How can managers improve a bad SFN performance? • What are the limitations of measuring and improving your • SFN performance? • Summary • What’s next
Chapter 4: Spend more time with customers: measuring and improving your time facing customers performance • Key learning points • What is time facing customers performance? • To whom does the TFC indicator apply? • Why should managers measure their TFC performance? • How do you implement the measurement and improvement of your TFC performance? • What are the indicators that drive the value of your TFC performance? • How do you effectively use the TFC indicators? • How can managers actually improve a bad TFC performance? • What are the limitations of measuring and improving TFC performance? • Summary • What’s next
Chapter 5: Do the same thing but with reduced costs and delays: measuring and improving your gains from processes performance • Key learning points • What are gains from processes? • To whom does GFP performance apply? • Why should managers measure and improve their GFP performance? • How do you implement GFP? • What are the indicators that drive the value of GFP? • How do you effectively use GFP and what questions should you ask yourself? • How can managers improve a bad GFP performance? • What are the limitations of having a high GFP performance? • Summary • What’s next
Chapter 6: Give more to the best people: measuring and improving your people responsibility level performance • Key learning points • What is the people responsibility level? • To whom do the PRL indicators apply? • Why should managers measure and improve their PRL • performance? • How do you implement PRL? • What are the indicators that drive the value of your PRL performance? • How do you use PRL effectively and what questions should you ask yourself? • How can managers improve a bad PRL? • What are the limitations of the PRL method? • Summary • What’s next
Chapter 7: Invest more in your critical resource: measuring and improving your return on critical resource performance • Key learning points • What is return on critical resource? • To whom does the RCR indicator apply? • Why should managers measure and improve their RCR performance? • How do you implement the RCR? • What are the indicators that drive the value of RCR performance? • How can managers improve a bad RCR performance? • What are the limitations of the RCR method? • Summary • What’s next
Chapter 8: Focus on one key change project: measuring and improving your key project status performance • Key learning points • What is key project status performance? • To whom do the KPS indicators apply? • Why should managers measure and improve their KPS • performance? • How do you implement KPS measurements? • What are the indicators that drive the value of your KPS performance? • What questions should you ask yourself? • How can managers improve a bad KPS performance? • What are the limitations of KPS performance? • Summary • What’s next
Chapter 9: Getting started • Key learning points • How to start • Where should you begin? • Some tips for success • Start from a priority • How do managers tailor SFM to the strategic and environmental context? • Help in getting started • Conclusion: What’s next
Conclusion: key points of the SFM method
248 pages • 153 x 235 mm • ISBN 9780749468323 • Paperback
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About the Book
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The Winning Bid is an easy-to-read, practical guide packed with examples. It will appeal to everyone involved in bidding: from the novice looking for guidance, to the seasoned bidder looking for ways to improve their win rate. It will also be invaluable for anyone working on funding and grant writing opportunities.
Emma Jaques provides expert guidance on where to find bidding opportunities, bid readiness, self- and competitor analysis, developing techniques for continuous improvement, how to share bid best practice through professional body accreditation or other channels and how to assess buyers’ behaviour.
Contents
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Chapter 1: Bid basics: The fundamental things you need to know • The evolution of bidding • Bid myths - truth or fiction? • Skills analysis - what it takes to win a bid • Summary
Chapter 2: Where to look for bidding opportunities • Finding public sector opportunities • Finding private sector opportunities • Summary
Chapter 3: Pre-qualifying for tenders: The first hurdle • Public sector pre-qualification • Private sector shortlisting • Summary
Chapter 4: The decision to bid • Factors that should affect your decision to bid • Weighing it all up and making the big decision • Summary
Chapter 5: Keeping on track: Where to start and how to finish• Getting started on your bid • Project-managing your bid • Formatting and populating the document • Submitting on time • Summary
Chapter 6: What to write and how to write it • The kick-off meeting - turning ideas into an action plan • Preparing a winning executive summary • Creating the content for your bid • Summary
Chapter 7: How much? Pricing your proposition • Budget • Price • Value • The pricing balancing act • Participating in e-auctions • Summary
Chapter 8: The case for case studies • Choosing the right case studies • How to present case studies in your bid • What if? (Making the best of what you’ve got) • References • Summary
Chapter 9: It’s good to talk: Influencing and persuading throughout the process • Understanding your starting position • Building understanding and influencing the buyer and • other stakeholder groups • The face-to-face session: preparing for the final presentation • Summary
Chapter 10: And the winner is ... (What happens after the decision is made) • How winners and losers are notified • Learning lessons for future bids • Creating a knowledge base for future bids • Measuring your bid performance over time • Summary
Chapter 11: A view from the other side: The buyer’s perspective • A (very) brief history of tendering procurement • The process of procurement - how it happens today • What buyers would like to say to bidders • The feedback I give to buyers • Summary
Chapter 12: External funding bids and grant applications: Applying bid best practice in not-for-profit competitions • Types of grants/funding • Finding funding sources • Deciding which funds to bid for • Managing the bidding or application process • Summary
Chapter 13: Proposals: Using bid writing skills in proactive selling processes • What is a proposal? • How to construct an effective proposal • Presentation and delivery of your proposal • Follow-up • Summary
Chapter 14: The golden rules of bidding: Things I wish I’d known when I wrote my first bid
Chapter 15: Based on a true story ... the good, the bad and the ugly: Real-life examples from the world of bids • The good - the London Olympic bid • The bad - techniques to avoid • The ugly - how not to do it • Summary
Marketing
336 pages • 153 x 235 mm • ISBN 9780749466763 • price rs 1295.00
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About the Book
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"The Complete Marketer provides outstanding insight into the discipline of marketing. I highly recommend it to any business person who is serious about developing a world class marketing organization capable of winning in the Increasingly sophisticated, highly competitive and global markets of today."
- Steve Erickson, Vice President, Strategic Marketing, Parker Hannifin Corporation
"A practical, no-nonsense introduction to the core dimensions of marketing. Brimming with facts and insights, this succinct, accessible text provides readers with knowledge and understanding of the crucial role of marketing in organizational success."
- Dr Ailsa Kolsaker, Senior Lecturer in Marketing and e-Business, Oxford Brookes University
About the Book
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The Complete Marketer is an accessible source of hard intelligence about the marketing discipline, broken down into 60 quick-to-read digestible topics each focusing on an essential area. Examples include:
ü internet marketing
ü understanding consumers
ü market audits
ü segmentation
ü advertising and PR
ü managing a sales team
ü social media marketing
ü strategy
Designed as the ultimate "dive-in" resource, this book applies the authors’ marketing know-how to every aspect of marketing management and the marketing mix, making it an invaluable resource for general managers, non-qualified marketers and students taking a module in marketing as part of a broader degree course.
About the Book
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Part One- Understanding the basics of marketing
TOPIC 1: The discipline of marketing • TOPIC 2: A market orientation • TOPIC 3: The marketing mix • TOPIC 4: Customer retention strategies • TOPIC 5: Marketing and ethics • TOPIC 6: Marketing: concept, function or process? • TOPIC 7: World-class marketing.
Part Two- Different types of marketing
TOPIC 8: Marketing consumer products • TOPIC 9: Marketing industrial products • TOPIC 10: Marketing service products • TOPIC 11: Marketing high-tech products • TOPIC 12: Marketing capital goods • TOPIC 13: Trade marketing • TOPIC 14: Category management • TOPIC 15: Relationship marketing • TOPIC 16: International and global marketing.
Part Three- Marketing in the digital age
TOPIC 17: Internet marketing • TOPIC 18: Social media marketing • TOPIC 19: Mobile marketing • TOPIC 20: Databases for marketing.
Part Four- Understanding customers
TOPIC 21: Consumer buying behaviour • TOPIC 22: Organizational buying behaviour • TOPIC 23: Market segmentation • TOPIC 24: International market segmentation.
Part Five- Understanding markets
TOPIC 25: Marketing information and research • TOPIC 26: Preparing a marketing research brief • TOPIC 27: Auditing a market • TOPIC 28: Constructing a SWOT • TOPIC 29: Competitor analysis • TOPIC 30: The Boston Matrix • TOPIC 31: The Directional Policy Matrix • TOPIC 32: The Ansoff Matrix.
Part Six- Managing the marketing mix
TOPIC 33: Branding • TOPIC 34: The product life cycle • TOPIC 35: Diffusion of innovation • TOPIC 36: Developing new products • TOPIC 37: Pricing strategies • TOPIC 38: Setting a price • TOPIC 39: Sales promotion • TOPIC 40: Advertising • TOPIC 41: Public relations • TOPIC 42: Sponsorship • TOPIC 43: Personal selling • TOPIC 44: Managing the sales team • TOPIC 45: Key account management • TOPIC 46: Implementing key account management • TOPIC 47: Channel strategy • TOPIC 48: Channel management • TOPIC 49: Customer service strategies • TOPIC 50: Multi-channel integration • TOPIC 51: Integrated marketing communication and distribution channels.
Part seven- Planning and control
TOPIC 52: Forecasting sales • TOPIC 53: Marketing planning • TOPIC 54: Barriers to implementing marketing planning systems • TOPIC 55: International product planning • TOPIC 56: Organizational structure and marketing • TOPIC 57: Budgeting for marketing • TOPIC 58: Legal issues in marketing • TOPIC 59: Marketing due diligence • TOPIC 60: Marketing metrics.
Management / Leadership
New Arrival • 280 pages • 153 x 235 mm • ISBN 9780749465643 • Paperback
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Reviews
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"A thoroughly insightful and fresh perspective on leadership." -Melanie Richards, Partner, KPMG
"A thought-provoking book that rattles through the physical and the meta-physical and provides a radical blueprint to reconnect us with our bodies, enabling us to become more effective in our everyday lives. If you’ve struggled with business school leadership models and the endless leadership ‘how to’ books then this will provide a refreshing alternative."
- Chris Bones, Professor of Creativity & Leadership at Manchester Business School, Dean Emertius of the Henley Business School and winner of the UK’s Management Book of the Year 2012
"A thought provoking, practical, and accessible guide on how to use your body to develop authority, presence and impact as a leader." - John Leary-Joyce, CEO of the Academy of Executive Coaching
"I really enjoyed this book. Pete Hamill offers a very fresh and momentous perspective on leadership as an embodied practice, rather than an innate capability." - Paulo Pisano, EVP and Global People Director, Pearson International
About the Book
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We don’t need leaders who know about leadership - we need leaders who embody the capacity to lead in the midst of ambiguity and complexity. The concept of embodied leadership is derived from somatic coaching, a unique approach that brings the body forward as an advocate in creating a place for change and transformation. It brings together language, action, feeling and meaning and is based on the idea that the mind and body are inextricably linked: to develop one, you must cultivate the other.
Embodied Leadership deconstructs our thinking about the body using key discoveries in neuroscience to demonstrate the uses and benefits of a somatic approach, particularly in the area of emotional intelligence. It is full of practical exercises throughout to help you develop embodied leadership skills and personal development.
Contents
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Part One- Setting the foundations
Chapter 1: What do we mean by leadership anyway? • Leadership: the leaders • Leadership: the position • Leadership: actions and behaviours • Leadership: the results • Leadership: an integration • Recommended reading • Notes.
Chapter 2: How do I get better at it? • Self-cultivation • What are you practising? • Deliberate practice • Embodiment and mastery • Beginnings • Recommended reading • Notes .
Chapter 3: If I am to develop myself, what exactly is my ‘self’? • The evolution of an idea about who we are • Understanding the root question • Descartes’ answer • An alternative answer? • Can we find something that makes more sense? • An embodied mind • Recommended reading • Notes.
Chapter 4: What does neuroscience have to say about the self? • Health warning: how to read neuroscience research • Growing a brain: understanding brain development • How the brain-body unit functions • Going with our guts • From somatic markers to the shape of the self • Recommended reading • Notes.
Chapter 5: Embodying our selves • How somatic markers shape us • The impact of somatic markers • Applying this to leadership • New ideas for leadership development • Recommended reading • Notes.
Part Two- Exploring the ideas in practice
Chapter 6: Developing choice and clarity as a leader • The meeting • Centering • Moving forwards • Applying Jane’s learning • Recommended reading • Notes.
Chapter 7: Conflict, stress and our conditioned tendencies • Conditioned tendency response • Meeting again • Blending • John’s stress • Applying this learning • Recommended reading • Notes.
Chapter 8: Giving feedback and being mindful rather than mindless • Somatic assessments • John’s programme • Ongoing practice • Mindfulness meditation • From mindfulness to mastery • Applying this learning • Recommended reading • Notes.
Part Three- The wider implications for leadership
Chapter 9: Ethical leadership • Understanding group behaviours • Ethical reasoning versus rationalization • Ethical frameworks • Ethical dilemmas • Resisting social pressures and rationalizations • Taking a stand • Saying ‘no’/declines • Insists • Quits • What about controls? • Exercising ethical leadership • Creating an ethical code • Recommended reading • Notes.
Chapter 10: Leadership for the 21st century • Working with complex systems • Innovation and creativity • We are motivated to be leaders • Innovation = leadership • Recommended reading • Notes.
Chapter 11: Conclusions • Taking up this challenge • Practise, practise, practise... • Embodied leadership development programmes • Certifying as a somatic coach • Further resources for consultants and coaches.
Management/Training
New Arrival • 272 pages • 153 x 235 mm • ISBN 9780749468996 • Paperback
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Reviews
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"Robin’s work constantly asks you to challenge your preconceptions of what good training should be about. He excels in questioning the attitudes of the status quo and accepted thinking that has allowed much of L&D to lack the innovation it needs." - Jon Kennard, Editor, trainingzone.co.uk
"… brings together a wealth of theoretical understanding and rich operational experience in this practical book that supports and challenges us to make training serve organizational performance as well as individual development needs." - Phil Green, Writer and Consultant at Onlignment and Former Chair of the e-learning Network
"… vital advice for anyone interested in developing an organization’s most valuable resource - its people."
- Svetlana Omeltchenko, Vice President, Global Marketing Insights, Coty lnc. Paris
About the Book
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The training needs of any workforce vary dramatically across different levels of experience and seniority. Meanwhile, traditional training approaches are under pressure, budgets are limited and training teams feel marginalized in the face of a tidal wave of information available at the click of a mouse. This new environment requires new responses. Complete Training looks at the employee life cycle and presents a series of training challenges and opportunities relevant to new starters and old hands alike.
It aims to enable learning and development practitioners to build team and individual capability and create an organization with a memory, continually learning from its own endeavours. By looking at how learning organizations succeed, Complete Training seeks to re-position L&D as central to the business, central to strategy and central to the organization’s mission.
Contents
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Introduction: A manifesto.
Chapter 1: Employee life cycles • The new recruit • The new manager • The leader • The specialist • The retiree.
Chapter 2: Complete Training tools: the starting point • Training needs analysis or TNA • Shared learning outcomes: getting better at the things which matter • Knowledge, skills and behaviours • Self-directed learning or pre-workshop activities • Life cycle tips.
Chapter 3: Complete Training tools: workshops • The real costs of the training room • Developing skills • Efficiency and effectiveness • Presenting • Engagement and the A-ha! moment • Planning, planning and planning again • The process of unlearning • Life cycle tips.
Chapter 4: Complete Training tools: follow-up activities and on-the-job/informal learning • Back to work: the line manager’s role • Coaching and mentoring • Back to work: doing something different • Life cycle tips.
Chapter 5: Can all the tools work together? • Technology-based blended learning • 70:20:10 - the much abused new orthodoxy • An experiential learning model • The curse of learning styles • Reflection - the lost art? • The line manager is key - again! • Life cycle tips
Chapter 6: Technology: what works and what doesn’t • The most common and most abused technology- • PowerPoint • E-learning - does it have to be so dull? • Web 2.0: the hope and the hype • A new set of skills for new opportunities • Life cycle tips.
Chapter 7: Knowledge management and performance management: mutually exclusive? • High performance teams • Achieve at all costs? • Building organizational memory • Situated learning and the corporate intranet • Quality circles and role models • The Knower’s Arc • Towards wisdom management • Life cycle tips.
Chapter 8: What gets measured gets done • Return on investment: quality vs cost saving • Measuring impact - control groups • Credit where it’s due - but where’s that? • Supporting the strategy • The performance director • Life cycle tips.
Chapter 9: Growing your own talent and succession planning • The role of higher education • Selecting the best • Grow your own • Manage the talent you already have • Beyond the greasy pole - the skills needed for the future • Externships • Collaboration and sharing - development which drives the organizational memory • Life cycle tips.
Chapter 10: The strategy checklist.
New Arrival • 184 pages • 140 x 216 mm • ISBN 9780749467890 • Paperback
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About the Book
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Containing an enormous bank of test questions, How to Pass Advanced Numeracy Tests provides advice, practice and exercises to help you prepare for the rigorous tests used by employers, helping you to build up speed, accuracy and confidence.
Testing expert Mike Bryon offers guidance on a range of areas, including:
ü quantitative reasoning
ü data interpretation
ü business judgement
ü data sufficiency
Covering percentages, currency, fractions, volume, graphs, charts and equations, How to Pass Advanced Numeracy Tests also provides mock tests for each section covered, giving you everything you need to boost your ability and face the challenge head on.
Beyond the MBA Hype: A Guide to Understanding and Surviving B-Schools Sameer Kamat
Price: Rs.299 offer price rs 240
