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📒Business Chameleon ✍ László Károlyi
✏Business Chameleon Book Summary : A successful business executive helps you propel your business forward by sharing the successes and mistakes that he’s learned over a thirty-year career. Divided into four sections that coincide with the changing seasons, the lessons allow you to excel when times are good and bad. The fifteenth and final story in each chapter is by a guest writer who provides a different point of view on an important business topic. There are lessons for autumn, when the world is changing; for winter, when new solutions should be sought out; for spring, when it’s difficult to implement new ideas; and for summer, when it’s time to reap the rewards of hard work. Get tools and strategies you need to: • adjust to change so your business can thrive; • keep calm under pressure and manage crises; • combine tradition and innovation to achieve better results; • strike a healthy balance between work and private life. By being creative, you can keep business surging in the right direction. All it takes is the determination to learn, plan, and adapt to change by being a Business Chameleon.
📒The Chameleon Consultant ✍ Andrew Holmes
✏The Chameleon Consultant Book Summary : By understanding the organizational culture of a client, consultants will be in a much stronger position to sell and deliver their consultancy services. Yet this is something which is rarely done and never to a depth which would make it meaningful at a departmental level. This book eliminates this major gap in the consultant's and consultancy firm's knowledge.
📒The Chameleon In The Room ✍ Ron Wells
✏The Chameleon in the Room Book Summary : The Chameleon in the Room provides practical strategies and tactics for the management of the risks that injure real businesses. Real businesses are those that produce, trade, consume or distribute physical commodities, machinery, parts and equipment or consumer products and services. It is unusual in that it provides tools specifically designed to manage those risks that are often ignored by executives; the same risks that have surprised and fatally wounded many giant enterprises, and countless SMEs. In this way it particularly addresses the concerns and responsibilities of Executive Directors, Non-Executive Directors, ‘C-Suite’ Executives and Entrepreneurs of all types and sizes of physical enterprises. In the face of rapid change and globalisation, data driven risk management methods alone are no longer adequate. The challenge to the survival of businesses and business models is greater now than it was at any time during the 19th and 20th centuries; so it is vital to reinvent risk management and be prepared to deal with 'unexpected and highly consequential' events, as well as common business risks. This text presents alternative ways to cope with the diabolical array of risks that threaten non-financial businesses; including some seldom written about to date e.g. Black Swan Event, Liquidity, External Operational, Concentration, Correlation and Lack of Flexibility Risks. The author offers ideas designed to assist in the establishment of Risk Assessment and Management processes that will protect while propelling the lasting success of a business enterprise. Noting that it has become fashionable to import many of the risk management practices invented and utilised by financial institutions into the physical business sphere, the author identifies those that do not work well in the non-financial business context, and describes appropriate alternative methods. Creating the means for a business to survive the onslaught of known and unknown risks, and thrive - thereby securing jobs in the communities where it operates - is a social and economic imperative. When adopted, the detailed and illustrated resources presented in this book will effectively buttress a business against disaster, whatever the entity’s size and maturity.
📒The Chameleon President ✍ Clarke Rountree
✏The Chameleon President Book Summary : This book paints 11 different portraits of the many "faces" of President George W. Bush, arguably the most controversial and fascinating modern American president, revealing the malleability of human motives and of Bush's motives in particular.
✏Rethinking Chinese Transnational Enterprises Book Summary : Affinity to the Chinese culture, personalized social networks and a firm control of ownership and management have often been considered the key ingredients for the success of many diaspora Chinese transnational enterprises in South China and Southeast Asia. In view of the recent Asian crisis and the rapid changes imposed by globalization, scholars are increasingly concerned whether these family-owned Chinese transnational enterprises would survive the challenges in the new millennium.
📒The Chameleon Manager ✍ Brian Clegg
✏The Chameleon Manager Book Summary : Today's managers are faced with many conflicting demands and situations. This book provides practical ways of achieving the impossible: *How can you be a generalist and a specialist? *An individual expert and a 'connected' team player? *Manage more people with less time and fewer resources and be entrepreneurial at the same time? Complete with its own website, which gives further information and links to other sites. The New Skills Portfolio is a groundbreaking new series, published in association with the Industrial Society, which re-defines the core management skills managers and team leaders need to be competitive. Each title is action-focused blending 20th century management initiatives/trends with a new flexible skills portfolio. The Industrial Society is one of the largest public training providers in the UK. It has over 10,000 member organisations and promotes best practice through its publishing, consultancy, training and advisory services. For more information contact their website on www.indsoc.co.uk
📒The Global Chameleon ✍ Vincent S. Daniels
✏The Global Chameleon Book Summary : International selling differs greatly from domestic sales. The global economy requires salespeople and managers who can navigate the world of international business, including the complexities of multiple languages and cultures, distance, trade barriers and the shifting norms of business ethics. This book helps the global salesperson and manager to overcome these obstacles and excel in international sales.
📒Emotional Terrors In The Workplace Protecting Your Business Bottom Line ✍ Vali Hawkins Mitchell
✏Emotional Terrors in the Workplace Protecting Your Business Bottom Line Book Summary : Annotation Reasonable variations of human emotions are expected at the workplace. People have feelings. Emotions that accumulate, collect force, expand in volume and begin to spin are another matter entirely. Spinning emotions can become as unmanageable as a tornado, and in the workplace they can cause just as much damage in terms of human distress and economic disruption. All people have emotions. Normal people and abnormal people have emotions. Emotions happen at home and at work. So, understanding how individuals or groups respond emotionally in a business situation is important in order to have a complete perspective of human beings in a business function. Different people have different sets of emotions. Some people let emotions roll off their back like water off a duck. Other people swallow emotions and hold them in until they become toxic waste that needs a disposal site. Some have small simple feelings and others have large, complicated emotions. Stresses of life tickle our emotions or act as fuses in a time bomb. Stress triggers emotion. Extreme stress complicates the wide range of varying emotional responses. Work is a stressor. Sometimes work is an extreme stressor. Since everyone has emotion, it is important to know what kinds of emotion are regular and what kinds are irregular, abnormal, or damaging within the business environment. To build a strong, well-grounded, value-added set of references for professional discussions and planning for Emotional Continuity Management a manager needs to know at least the basics about human emotion. Advanced knowledge is preferable. Emotional Continuity Management planning for emotions that come from the stress caused by changes inside business, from small adjustments to catastrophic upheavals, requires knowing emotional and humanity-based needs and functions of people and not just technology and performance data. Emergency and Disaster Continuity planners sometimes posit the questions,?What if during a disaster your computer is working, but no one shows up to use it? What if no one is working the computer because they are terrified to show up to a worksite devastated by an earthquake or bombing and they stay home to care for their children?? The Emotional Continuity Manager asks,?What if no one is coming or no one is producing even if they are at the site because they are grieving or anticipating the next wave of danger? What happens if employees are engaged in emotional combat with another employee through gossip, innuendo, or out-and-out verbal warfare? And what if the entire company is in turmoil because we have an Emotional Terrorist who is just driving everyone bonkers?" The answer is that, in terms of bottom-line thinking, productivity is productivity? and if your employees are not available because their emotions are not calibrated to your industry standards, then fiscal risks must be considered. Human compassion needs are important. And so is money. Employees today face the possibility of biological, nuclear, incendiary, chemical, explosive, or electronic catastrophe while potentially working in the same cubicle with someone ready to suicide over personal issues at home. They face rumors of downsizing and outsourcing while watching for anthrax amidst rumors that co-workers are having affairs. An employee coughs, someone jokes nervously about SARS, or teases a co-worker about their hamburger coming from a Mad Cow, someone laughs, someone worries, and productivity can falter as minds are not on tasks. Emotions run rampant in human lives and therefore at work sites. High-demand emotions demonstrated by complicated workplace relationships, time-consuming divorce proceedings, addiction behaviors, violence, illness, and death are common issues at work sites which people either manage well? or do not manage well. Low-demand emotions demonstrated by annoyances, petty bickering, competition, prejudice, bias, minor power struggles, health variables, politics and daily grind feelings take up mental space as well as emotional space. It is reasonable to assume that dramatic effects from a terrorist attack, natural disaster, disgruntled employee shooting, or natural death at the work site would create emotional content. That content can be something that develops, evolves and resolves, or gathers speed and force like a tornado to become a spinning energy event with a life of its own. Even smaller events, such as a fully involved gossip chain or a computer upgrade can lead to the voluntary or involuntary exit of valuable employees. This can add energy to an emotional spin and translate into real risk features such as time loss, recruitment nightmares, disruptions in customer service, additional management hours, remediations and trainings, consultation fees, Employee Assistance Program (EAP) dollars spent, Human Resources (HR) time spent, administrative restructuring, and expensive and daunting litigations. Companies that prepare for the full range of emotions and therefore emotional risks, from annoyance to catastrophe, are better equipped to adjust to any emotionally charged event, small or large. It is never a question of if something will happen to disrupt the flow of productivity, it is only a question of when and how large. Emotions that ebb and flow are functional in the workplace. A healthy system should be able to manage the ups and downs of emotions. Emotions directly affect the continuity of production and services, customer and vendor relations and essential infrastructure. Unstable emotional infrastructure in the workplace disrupts business through such measurable costs as medical and mental health care, employee retention and retraining costs, time loss, or legal fees. Emotional Continuity Management is reasonably simple for managers when they are provided the justifiable concepts, empirical evidence that the risks are real, a set of correct tools and instructions in their use. What has not been easy until recently has been convincing the?powers that be? that it is value-added work to deal directly and procedurally with emotions in the workplace. Businesses haven?t seen emotions as part of the working technology and have done everything they can do to avoid the topic. Now, cutting-edge companies are turning the corner. Even technology continuity managers are talking about human resources benefits and scrambling to find ways to evaluate feelings and risks. Yes, times are changing. Making a case for policy to manage emotions is now getting easier. For all the pain and horror associated with the terrorist attacks of September 11, 2001, employers are getting the message that no one is immune to crisis. In today''''s heightened security environments the demands of managing complex workplace emotions have increased beyond the normal training supplied by in-house Human Resources (HR) professionals and Employee Assistance Plans (EAPs). Many extremely well-meaning HR and EAP providers just do not have a necessary training to manage the complicated strata of extreme emotional responses. Emotions at work today go well beyond the former standards of HR and EAP training. HR and EAP providers now must have advanced trauma management training to be prepared to support employees. The days of easy emotional management are over. Life and work is much too complicated. Significant emotions from small to extreme are no longer the sole domain of HR, EAP, or even emergency first responders and counselors. Emotions are spinning in the very midst of your team, project, cubicle, and company. Emotions are not just at the scene of a disaster. Emotions are present. And because they are not?controllable,? human emotions are not subject to being mandated. Emotions are going to happen. There are many times when emotions cannot be simply outsourced to an external provider of services. There are many times that a manager will face an extreme emotional reaction. Distressed people will require management regularly. That?s your job.
✏The Corporate Firm in a Changing World Economy RLE International Business Book Summary : This book examines the economic environment and phenomena of multinational business with reference to case studies of major multinational companies, including IBM, Philips, Nissan and Volvo. It assesses how the major theories explaining the response of companies to changes are borne out by the experience of individual firms.
📒The Chameleon ✍ Sherwin-Williams Company
✏The Chameleon Book Summary :