Management & Strategy

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Introduction to Experiential Learning: Experience as the Source of Learning and Development, 2nd Edition By David A. Kolb Dec 31, 2014 David A. Kolb introduces his book, Experiential Learning: Experience as the Source of Learning and Development, 2nd Edition, which covers the power of experience in learning.

The Truth About Managing People: The Importance of "People Skills" By Stephen P. Robbins Dec 22, 2014 Learn why possession of competent interpersonal skills increasingly plays a major role in deciding who is hired, who is retained, and who is promoted in this chapter from The Truth About Managing People: Proven Insights to Get the Best from Your Team, 4th Edition .

How to Work with Variables, Data Types, and Arithmetic Expressions in the C Programming Language By Stephen G. Kochan Aug 21, 2014 C has a rich variety of math operators that you can use to manipulate your data. In this chapter from Programming in C, 4th Edition, Stephen G. Kochan covers the int, float, double, char, and _Bool data types, modifying data types with short, long, and long long, the rules for naming variables, basic math operators and arithmetic expressions, and type casting.

Introduction to The Truth About Negotiations By Leigh Thompson Jul 29, 2013 Leigh Thompson explains that negotiation may sound daunting, but if you are informed, practiced, and prepared, even you can do it.

Preface to "Peopleware: Productive Projects and Teams, Third Edition" By Tom DeMarco, Tim Lister Jun 18, 2013 Tom DeMarco and Tim Lister describe the evolution of their idea that the solution to many of the problems facing software engineering teams wasn't technological - it was sociological. From its genesis during an overnight flight to Sydney to the latest empirical studies, the third edition of Peopleware continues to expand and build upon their original premise that technology is not always the solution to managerial problems.

Making Strategy Work: Execution Is the Key By Lawrence G. Hrebiniak Jun 12, 2013 Execution is a key to strategic success. Most managers, however, know a lot more about strategy formulation than execution. They know much more about “planning” than “doing,” which causes major problems with making strategy work.

How to Grow Structure By Jurgen Appelo Jan 27, 2011 This chapter gives you an overview of adaptive principles in organizational design and some ideas on the ways to grow a structure in your own organization.

On Agile Management: An Interview with Jurgen Appelo By Matthew Heusser, Jurgen Appelo Nov 29, 2010 Is there a role for management in Agile organizations? Matt Heusser interviewed Jurgen Appelo, author of Management 3.0, to find out.

Introduction to Helping People Win at Work By Ken Blanchard, Garry Ridge May 5, 2009 In this introduction to their book, Ken Blanchard and WD-40 Company leader Garry Ridge reveal how WD-40 has used Blanchard’s techniques of Partnering for Performance with every employee--achieving levels of engagement and commitment that have fortified the bottom line.

Wired to Care: How Companies Prosper When They Create Widespread Empathy By Dev Patnaik Jan 8, 2009 Dev Patnaik tells the story of how companies, and indeed organizations of all kinds, prosper when they tap into a power that every one of us already has: the ability to reach outside ourselves and connect with other people.

The Emotional Intelligence Approach to Coping with Toxic Managers and Subordinates By Roy H. Lubit Oct 12, 2007 The more you know about what motivates people with different styles, the better you will be able to defend yourself and encourage them to cooperate with you and provide the work products you need to do your own job.

On the Job with a Network Manager By Alexander Clemm Jan 12, 2007 Find out what you would do if you ran networks for a living.

Keys to Successful Venture Capital Investing: Due Diligence By David Gladstone, Laura Gladstone Dec 23, 2003 This chapter starts the beginning of what venture capitalists (VCs) call the due diligence process. That is, it describes the steps that an investor should take in researching an investment opportunity. This is a detailed process that takes weeks—sometimes months—of work. It begins when an investor is confronted with a business proposal and must decide whether the idea warrants further investigation.