Buy from our bookstore and 25% of the cover price will be given to a school of your choice to buy more books. *15% of eBooks.
Management & Leadership Audiobooks in Business & Economics
Browse Management & Leadership audiobooks, listen to samples and when you're ready head over to Audiobooks.com where you can get 3 FREE audiobooks on us
Why would a casino try to stop a gambler from losing? How can a mathematical formula find your future spouse? Would you know if statistical analysis blackballed you from a job you wanted?
Economist Ian Ayres has spent the better part of his career examining the power in numbers. Decisions used to be made by traditional experts based on experience, intuition, and trial and error. Nowadays, cutting-edge organizations are crunching ever-larger databases to find answers. Today's super crunchers are providing greater insights into human behavior than ever before-and predicting the future with staggeringly accurate results.
In this lively and groundbreaking audiobook, Ayres takes us behind the scenes into the bold new world of today's super crunchers. The author sweeps over a dazzling array of topics with strange-but-true facts, wry wit, and a raconteur's talent for the fascinating anecdote. Entertaining, enlightening, and absolutely essential, Super Crunchers is an audiobook that no businessperson, consumer, or student-statistically, that's everyone!-should make another decision without first listening to. Thinking-by-numbers is the new way to be smart.
John Kotter, the world's foremost expert on business leadership, distills twenty-five years of experience into Leading Change. A must-have for any organization, this visionary and very personal audiobook is at once inspiring, clear-headed, and filled with important implications for the future.The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used to strengthen their companies—total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds—routinely fall short. In Leading Change, Kotter identifies an eight-step process that every company must go through to achieve its goal, and shows where and how people—good people—often derail. Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides unprecedented access to our generation's business master and a positive role model for leaders to emulate.
Most organizations have the same weakness. There is a gap between their careful plans and what happens at the point where the sales force meets the customer. In his 25 years combating profit-killers for Fortune 500 companies, Gregg Crawford has seen this again and again. Companies have almost everything they need to succeed. All that's missing is one final connection—the last link.
Countless companies spend millions of dollars to develop and disseminate strategies they believe will lead to corporate growth, strong profits, and secure margins. Often, these strategies become expensive bookends. Crawford exposes the money pit that impotent strategies create; offers sharp, researched analysis and practical company-wide fixes; and describes a watertight implementation process to move the numbers in the right direction—by linking strategy with sales
So the Judge granted his request and the rest of his life Nolan spent on Navy ships around the world. The officers and crew were not allowed to mention the United States. This story came out during the height of the Civil War and served to help the Union recruit soldiers and people to their cause. It is noteworthy that Edward Everett Hale's Uncle, Edward Everett, than man he was named after, gave the two hour featured address at Gettysburg just before Lincoln's speech of 209 words and two minutes, that became the best acknowledged speech in American life. Everett, like Hale, was a total patriot and honest man, and immediately congratulated Lincoln on his fine accomplishment, "You have done far better in your two minutes than I did in my 2 hours."
The ancient Chinese philosopher Sun Tzu taught that readiness is all, that knowledge of oneself and the enemy is the foundation of strength, and that those who fight best are those wise enough not to fight at all. These people were revered and known as "warrior-sages." Now, we refer to them as "suckers." Sun Tzu Was a Sissy teaches you how to wage war, win, and enjoy the plunder in the real world. Students of Master Stanley Bing will learn how to plan and execute battles that hurt other people a lot and advance their flags and those of their friends. Every other book on the "Art of War" bows low to Sun Tzu. This one tells him to get lost.
Women are constantly being told that it's simply too difficult to balance work and family, so if they don't really "have to" work, it's better for their families if they stay home. Not only is this untrue, Leslie Bennetts says, but the arguments in favor of stay-at-home motherhood fail to consider the surprising benefits of work and the unexpected toll of giving it up. It's time, she says, to get the message across, combining work and family really is the best choice for most women, and it's eminently doable.
Bennetts raised two children while earning a living, and understands the challenges and the rewards firsthand. She and millions of other working women provide ample proof that there are many different ways to have kids, maintain a challenging career, and have a richly rewarding life as a result. When women sacrifice their financial autonomy by quitting their jobs, they become vulnerable to divorce as well as the potential illness, death, or unemployment of their breadwinner husbands. The truth is that when women gamble on dependency, most eventually end up on the wrong side of the odds.
Not since Betty Friedan has anyone offered such an eye-opening and persuasive argument for why women can, and should, embrace the joyously complex lives they deserve.
Toyota doesn't just produce cars; it produces talented people. In the international bestseller, The Toyota Way, Jeffrey Liker explained Toyota's remarkable success through a 4P model for excellence-Philosophy, People, Problem Solving, and Process. Liker, with coauthor David Meier, provided deeper insight into the practical application of the principles in The Toyota Way Fieldbook. Now, these authorities on Toyota reveal how you can develop talented people and achieve incredible results in your company.
Toyota Talent walks you through the rigorous methodology used by this global powerhouse to grow high-performing individuals from within. Beginning with a review of Toyota's landmark approach to developing people, the authors illustrate the critical importance of creating a learning and teaching culture in your organization. They provide specific examples necessary to train employees in all areas-from the shop floor to engineering to staff members in service organizations-and show you how to support and encourage every individual to reach his or her top potential.
Toyota Talent provides you with the inside knowledge you need to
Identify your development needs and create a training plan
Understand the various types of work and how to break complicated jobs into teachable skills
Set behavioral expectations by properly preparing your workplace
Recognize and develop potential trainers within your workforce
Effectively educate nonmanufacturing employees and members of the staff
Develop internal Lean Manufacturing experts
Guiding you with expert tips and training aids, as well as real-world examples drawn from the authors' two decades of research and field work, Liker and Meier show you how to get the most out of people who live and breathe your company's philosophy-and who work together toward a common goal.
The most widely recognized business executive of all time asks the tough questions that America's leaders must address:
What is each of us giving back to our country?
Do we truly love democracy?
Are we too fat and satisfied for our own good?
Why is America addicted to oil?
Do we really care about our children's futures?
Who will save the middle class?
Lee Iacocca believes that leaders are made in times of crisis -- such as today. He has known more leaders than almost anybody else -- including nine U.S. presidents, many heads of state, CEOs of the nation's top corporations, celebrities, and even a pope -- and is uniquely suited to share his wisdom, knowledge, and wit about the leadership of America. Lee Iacocca does not mince words, and in Where Have All the Leaders Gone? he offers his no-nonsense, straight-up assessments of the American politicians most likely to run for president in 2008. He also shares his lessons learned, and issues a call to action to summon Americans back to their roots of hard work, common sense, integrity, generosity, and optimism.
Where have all the leaders gone? Lee Iacocca has the answer.
What makes for a successful board of directors, and how is it accomplished? In only 60 minutes of conversation and instruction, learn the answer to this question from the author of The Entrepreneur's Guide, who helped bring American Power Conversion public in 1988, a company that recently sold for $6.1 billion. Few books have been written on this important subject. Few areas of business are as misunderstood as the legal functions of a Board of Directors. Unless a Board voluntarily takes on responsibilities other than to the shareholders, they have no others in most states. Boards do not have responsibilities to management, employees, suppliers, customers, or communities. The most common problem Board's have is getting too close to management, to the disservice of the shareholders. Making a CEO the chairman, too, is fraught with conflict of interest problems. This presentation will help identify the proper roles, and improper roles, for Boards.
Featured Tracks: 1. Introduction; 2. Issues; 3. Stay on Strategy or Sell the Company; 4. Board Members should be judge-like: flexible, open-minded, and not side-takers. 5. Board Meetings: What should be done? 6. The tone: contributors and cheerleaders; not auditors by and large; 7. Imperial CEOs are doomed by a good Board; 8. 23 questions to ask at Board Meetings; 9. How to get on a Board.
One of the most celebrated concepts in corporate life, teamwork is falling short on its promise. Why Teams Don't Work identifies the obstacles (most of them people-made) that prevent teams from achieving their potential, suggests methods to remove those obstacles, and explains how to take care of the team members. Packed with down-to-earth questions and answers about teams, Why Teams Don't Work facilitates teams in:
• eliminating confusion about team goals
• helping individual team members accept their roles
• making decisions
• enjoying appropriate rewards
• helping team leaders act like leaders
When teams do work, they increase productivity, improve communications, and accomplish work ordinary groups can't. Whether you're a manager or a team member, this recording will give you the tools to keep your team operating creatively and efficiently.
Great companies can fail—not because they do anything wrong, but because they do everything right. Meeting customers' current needs leads firms to reject breakthrough innovations—"disruptive technologies" that create the products and opportunities of the future.
Radical thinking . . . and a wake-up call. Citing examples from many industries (computers, retailing, pharmaceuticals, automobiles, steel), Clayton M. Christensen explains how to avoid a similar fate. He presents strategies for determining when not to listen to customers, when to pursue small markets at the expense of larger ones, and other ways to ensure long-term growth and profit. This award-winning book shows managers the changes that may be coming—and how to respond for success.
Richness or reach? For business leaders, it used to be a fundamental strategic tradeoff: focus on "rich" information—customized products and services tailored to a niche market—or reach out to a broad, general market, with watered-down information.
The new economics of information is blowing apart this traditional dichotomy. Increasingly, customers will have rich access to a universe of alternatives, suppliers will exploit direct access to your customers, and competitors will pick off the most profitable parts of your value chain. So where's your competitive advantage?
