Libro per bambini dove la protagonista è una ragazzina che diventa fata. Età di lettura: da 4 anni.

A Harvard Business School professor examines America's failing transportation infrastructure and its connection to deteriorating economic opportunity, and outlines solutions based on local initiatives to create a cleaner, faster, and more prosperous transportation future.

A Harvard Business School professor examines America's failing transportation infrastructure and its connection to deteriorating economic opportunity, and outlines solutions based on local initiatives to create a cleaner, faster, and more prosperous transportation future.

Americans are stuck. We live with travel delays on congested roads, shipping delays on clogged railways, and delays on repairs, project approvals, and funding due to gridlocked leadership. These delays affect us all, whether you are a daily commuter, a frequent flyer, an entrepreneur, an online shopper, a job-seeker, or a community leader. If people can't move, if goods are delayed, and if information networks can't connect, then economic opportunity deteriorates and social inequity grows.We have been stuck for too long, writes Harvard Business School professor and best-selling author Rosabeth Moss Kanter. In Move, Kanter visits cities and states across the country to tackle our challenges—and reveal solutions—on the roads and rails, and in our cities, skies, and the halls of Washington, D.C. We meet a visionary engineer and public servant spearheading an underwater tunnel in Miami to streamline port operations and redirect constant traffic from the city center. We see mayors partnering with large corporations and nimble entrepreneurs to unveil parking apps, bike-sharing programs, and seamless Wi-Fi networks in greener, more vibrant, more connected cities. And we learn about much-needed efforts—such as dynamic tolls on highways and fees based on vehicle miles traveled—to reduce our dependence on the outmoded gasoline tax in our new electric car age.It all adds up to a new vision for American mobility, where local leaders shape initiatives without waiting for Congress to act, and ambitious companies partner with governments to tackle projects that serve the public good, create jobs, and improve quality of life while providing healthy sources of investment. With unique insight and unrivaled expertise, Kanter gives us a sweeping look across America, revealing the innovative projects, vital leaders, and bold solutions that are moving our transportation infrastructure toward a cleaner, faster, and more prosperous future.

From the locker room to the living room to the boardroom—how winners become winners . . . and stay that way.

Is success simply a matter of money and talent? Or is there another reason why some people and organizations always land on their feet, while others, equally talented, stumble again and again?

There's a fundamental principle at work–confidence–that makes the difference between winning and losing in any competition, be it a high school basketball game or a high-stakes business situation. In Confidence, Harvard Business School professor Rosabeth Moss Kanter shows why organizations of all types may be brimming with talent but not be winners. Based on her extraordinary investigation of success and failure in companies such as Continental Airlines and Verizon and sports teams such as the New England Patriots and Philadelphia Eagles, as well as the arenas of education, health care, and politics, Kanter explores a new theory and practice of success and provides people in leadership positions with a prescriptive program for maintaining a winning streak or turning around a downward spiral.

Packed with brilliant, practical ideas, Confidence provides fresh thinking about success in all facets of life—from the factors that can make or break corporations and governments to the keys for successful relationships in the workplace or at home.

Una 'guru' della consulenza manageriale racconta in questo volume la cultura del fallimento e quella del successo e come trasformare in positivo le dinamiche del declino. La fiducia è il ponte che connette le aspettative, gli investimenti e i risultati. La fiducia aiuta le persone ad avere il controllo delle circostanze invece che farsi trasportare da esse. Illustrando le radici e il ruolo della fiducia a molti livelli, il volume offre alcuni strumenti per guidare le persone e le organizzazioni su sentieri produttivi e sicuri.

Classic and authoritative ideas from a well respected scholar and practitioner.

In an era of increased global competition, of takeovers, downsizing, restructuring, and even outright failure, managing intelligent organizational change is the most difficult challenge facing business. Kanter, Stein, and Jick present here a comprehensive overview and an authoritative model for how to and, in some cases how not to, institute change in organizations.

Building upon their 'Big Three' model of change, the authors focus on internal and external forces that set events in motion; the major kinds of change that correspond to external and internal change pressures; and the principal tasks involved in managing the change process. Several 'portraits' of companies undergoing different types of change, coupled with the authors' own expert analyses, prove that no one person or group can make change 'happen' alone. Instead, the authors assert that it is the delicate balance among key players that makes organizational change a success.

The authors analyze the forces for change by examining Banc One, Apple Computer, and Lehman Brothers, among others, to illustrate environmental and cyclical change as businesses grow. Then they turn to forms of change, drawing on the Western-Delta merger, strategy change at Bell Atlantic, and takeover turmoil at Lucky Stores, to show how companies change their structures and cultures. The section on execution of change shows 'change masters,' to use Kanter's own famous term, at work at Motorola, General Electric, and other leading firms, as well as the difficulties of implementing change at General Motors and Microswitch.

Fundamental organizational change, they argue, is exemplified by identity change, involving much more than the transfer of tangible assets. Managing the feelings, fears, and hopes of people must be the central strategy during such transitions. In this essential volume for managers and analysts of change, Kanter, Stein, and Jick offer powerful insights, practical new directions for action, prospects for the future of deliberate organizational change, and advice on where to begin the change process, and when: NOW!

New and faster technology, redefined values, and shifting customer demands are changing the way businesses operate in the twenty-first century. Human resources and business leaders are faced with the challenge of redefining their strategies on leadership, talent, and diversity, while evaluating their operational effectiveness. This book presents the compelling contributions of thought leaders-such as David Ulrich, Rosabeth Moss Kanter, and Jeffrey Pfeffer-who offer a road map for what these leaders can expect. Renowned HR executives also provide their expert advice and prescriptions for the future. The nature of human resources will continue to evolve as the new century progresses-with this book, HR professionals can change with it.

Marc Effron (Darien, CT) is the Global Practice Leader for Hewitt Associates Leadership Practice. His leadership work centers on helping organizations attract, develop and retain top leadership talent. Robert Gandossy (Redding, CT) heads Hewitt's Global Practice Leaders for Talent and has over twenty years' experience in human resources, leadership, and change management. Marshall Goldsmith (Santa Fe, CA) is a founding Director of The Alliance for Strategic Leadership, a consulting organization.

Describes the career challenges produced by corporate reductions and reorganizations of staff, looks at international competition, and tells how to develop a wider range of business skills