Book Description
Provides secondary educators with the information and skills they need to establish management systems in today's richly multicultural classroom, and is based on the authors' 25 years of extensive research conducted in more than 500 classrooms. It addresses the planning decisions teachers must make, including arranging the physical space, establishing rules and procedures, planning and conducting instruction, encouraging appropriate behavior, addressing problem behavior, and using good communication skills with care to the increasingly ethnically diverse classroom profile. All examples, checklists, case studies, and group activities are designed specifically for the secondary level. Promotes effective learning and smoothly-functioning classrooms with practical, step-by-step guidelines that emphasize proactive planning. New case studies in Chapter 10 teach inclusion by expanding on the importance of teaching every student. Encourages educators to rise to the diversity challenge. Completely updated readings with special attention to culturally diverse students and students living in extreme poverty provide readers with important information and actual case studies. This new edition maximizes technology tools in the classroom by introducing technology management. Chapters 1-6 include information on technology safety for students, using technology to manage classrooms, incorporating technology with developing rules and routines, managing special groups, and designing cooperative learning. Secondary Educators.
Customer Reviews:
overpriced textbook.......2007-09-18
The paper of this book is of mediocre quality. I splashed some water on a corner of a page and wiped it immediately; yet the page shriveled and the print faded nearly to illegibility.
The content itself is reasonably organized, but doesn't break any new ground.
Classroom Management for Middle and High School Teachers (7th Edition).......2007-06-11
I found this book to help a lot in preparing a behavior management plan. This was an area I felt school was weak in my studies at Georgia State. State has a great program, but this was an area I needed more help at. This book is filled with great examples of how other teachers have handled problem situations. Was worth the money.
Great.......2007-01-10
This book contains a lot of information that is particularly useful for new teachers. It also provides useful examples of how to best set up and maintain your classroom and students. Great book.
A must read for all entry level teachers.......2007-01-03
This book is written in a common sense manner. The authors take the reader from the planning stage to implementing then they show you how to maintain management in the classroom so that the teacher will have a successful year. The authors also included nice case studies and checklists to better prepare you for the upcoming school year. I definitely recommend this book to all teachers or education majors.
Nice tool for new teachers........2006-03-28
This book is a practical resource for new secondary teachers. The authors discuss classroom set-up, student resources, and behavior problems. There are many ideas ready for application in your own classroom and no boring or unnecessary narratives that most classroom management books have.
Book Description
Thoroughly revised and updated, Educational Administration: A Problem-Based Approach shares with readers the very latest thinking in the field and relates it to significant real-life problems of practice.
Reflecting on current changes and thinking in educational administration, this book includes updated expert analysis pieces by noted authorities in every chapter. The book uses a problem-based approach and provides readers with opportunities to analyze and apply their knowledge to authentic situations. . It emphasizes a number of important challenges such as the increasing diversity in our schools and society and the impact of reforms and technology on learning environments.
For those involved in educational administration.
Customer Reviews:
Book purchase.......2007-09-28
Smooth and speedy transaction. Updated emails on the tracking of my purchase were much appreciated. Great buy. Recommended.
Classroom Management 101.......2006-11-20
"Classroom Management..." is THE book for those who are looking for the proverbial Teacher's Manual. Apart from covering all the basics in a lot of detail, it offers checklists and (so-called) case studies. The downside of this is that the book starts out a bit dry and too straightforward, with instructions so clear-cut you would think they are for operating some sort of machinery. The "case-studies" are examples rather than studies, so the objection here lies with the misnomer. These are clearly minor drawbacks to a great book that only gets better as you read on. With a fabulous Further Reading section after every chapter, and delectable cartoons sprinkled throughout the book, it is an essential text for every teacher's personal library.
Excellent resource for busy educators.......2006-01-29
Having purchased many types of teaching resources over the last few years, I have finally found one more helpful than all the others combined. Evertson not only outlines the procedures in an easy to read manner, but she also gives excellent examples of her theories in practice. I was expecting a book that strictly dealt with keeping order in the classroom, but what I received was so much more. This book describes ways to teach that will ensure that classrooms run smoothly and more importantly the students learn. I only hope that other new teachers find this text at the beginning of their careers as the advice contained is invaluable. If your budget or time schedule only allows for one book, definitely buy this one!
Recommended 100%.......2003-09-15
Great Book!!!! Shipped quickly!!!!! Would order from again!!!!
Elementary Management for Elementary Teachers.......2000-09-12
Specific suggestions and tips help teachers solve common organization and management problems *Case studies at the elementary level provide teachers with realistic expectations of what they will encounter in the classroom and how to deal with a wide range of different situations. *Case studies give teachers real-world examples on managing cooperative learning, literature-based and whole-language learning, and inclusion classroons. *The authors have increased the coverage of diversity in student populations and have added new suggestions for working with special needs students.
Book Description
Senge's best-selling The Fifth Discipline led Business Week to dub him the "new guru" of the corporate world; here he offers executives a step-by-step guide to building "learning organizations" of their own.
Customer Reviews:
Tools for creating a Learning Culture.......2006-09-11
Peter M Serge, The Fifth Discipline Fieldbook
To quote the first few paragraphs at beginning of book:
Among the tribes of northen Natal in South Africa, the most common greeting, equivalent to "hello" in English, is the expression: Sawu bona. It literally means, "I see you." If you are a member of the tribe, you might reply by saying Sikhona, "I am here." The order of the exchange is important: until you see me, I do not exist. It's as if, when you see me bring me into existence.
This meaning, implicit in the language, is part of the spirit of ubuntu, a frame of mind prevalent among native people in Africa below the Sahara. The word ubuntu stems from the folk saying Umuntu ngumuntu nagabantu, which from Zulu, literally translates as: "A person is a person because of other people."
"I bow in honor and reverence that place within you where to the Universe resides, when you are in that place within you, and I am in that place within me, there is One." ~namaste
The five disciplines are at the CORE of a Learning Organization
1) Personal Mastery: expand your personal capacity and ability
2) Mental Models: see how our internal pictures of the world shape action and decision
3) Shared Vision: group commitment
4) Team Learning: group ability is greater than the sum of individual talents
5) System Thinking:
"When we try to bring about change in our societies, we are treated first with indifference, then with ridicule, then with abuse and then with oppression. And finally, the greatest challenge is thrown at us: We are treated with respect. This is the most dangerous stage." --A. T. Ariyaratne (Speech made at International Community Leadership Summit, Winrock, Arkansas, March 1983. This quote paraphrases and expands upon a well-known statement made by Mahatma Gandhi in his book Satyagraha in South Africa, 1982, 1979, Canon, Me.: Greenleaf books)
"An [organization] is not a machine but a living organism." --Ikujiro Nonaka /****
Fundamentals of epistemology: what is knowledge, the nature of knowledge, and what constitutes learning.
understanding is achieved after internalization.
Without experience, we cannot truly understand.
Internalization: transformation from explicit knowledge to tacit knowledge, habits and culture that we do not recognize in ourselves.
Innovation is a process to capture, create, leverage, and retain knowledge.
What is your belief? A belief about images of the world - you may call it a mental model - is a very subjective thing
information is the flow of a message, while knowledge is created by accumulating information. Thus, information is a necessary medium or material for eliciting and constructing knowledge.
The second difference is that information is something passive. When we switch on a TV set, information comes regardless of my commitment. But knowledge comes from my belief, so it's more proactive.
And the organizational knowledge or intellectual infrastructure of an organization encourages its individual members to develop new knowledge through new experiences.
This dynamic process is the key to organizational knowledge creation - that is, socialization (from individual tacit knowledge to group tacit knowledge), externalization (from tacit knowledge to explicit knowledge), combination (from separate explicit knowledge to systemic explicit knowledge), and internalization (from explicit knowledge to tacit knowledge) [...].
[...]
Three Guiding Ideas
1) The Whole. When you are pointing a finger at the problems, notice how many fingers are pointing back at you. If you fixed the symptoms and ignore the root causes, the problems have not gone away. Another way to look at this is treat the person, not the disease. Of course treat the disease if the patient is dying, but know that the patient will get sick again because the "root causes" are stil there.
2) Community. The self is "a point of view." "The essence of being a person is being in a relationship [with] other people." You will not believe this, but each person before you is there for a reason. The reason this person is there at this moment is for you to learn something about yourself. If you ignore the person, do not ignore or forget the lesson.
3) Language. The map is not the territory. We cannot contain every bit of information that comes to us in the world, so we have to create a "map of the territory" and then refer to the map for our information. By changing a person's map, we change their reality. Language is the map, not the reality.
enlightening concepts about leadership.......2005-10-26
It seems to me that The Fifth Discipline (the previous publication of the series) is more attacting to me. The second book can be more precise and concise in content. Generally speaking I still like these two books as a foreign reader.
The Fifth Discipline.......2003-02-08
This book is a collection of theoretical summaries, reports, analyses, and strategies all quite useful to anyone interested in generating some thinking and action around change. The team of five writers (Peter Senge, Richard Ross, Bryan Smith, Charlotte Roberts, and Art Kleiner) provide some original work, but also serve as editors to a vast quantity of material drawn from practitioners, theorists, and writers in the field of organizational improvement. According to Senge, "great teams are learning organizations - groups of people who, over time, enhance their capacity to create what they truly desire to create." (p.18) This book is really about creating and building great teams. The learning organization develops its ability to reflect on, discuss, question, and change its current and past practices. To do this, people and groups in the organization need to meaningfully pursue the study and practice of the five disciplines - personal mastery, mental models, shared vision, team learning, and systems thinking.
The learning organization - Senge's vision for the productive, competitive, and efficient institutions of the future - is in a continuous state of change. Four fundamental questions continuously serve to check and guide a group's learning and improvement (see page 49): (1) Do you continuously test your experiences? ("Are you willing to examine and challenge your sacred cows - not just during crises, but in good times?") (2) Are you producing knowledge? ("Knowledge, in this case, means the capacity for effective action.") (3) Is knowledge shared? ("Is it accessible to all of the organization's members?") (4) Is the learning relevant? ("Is this learning aimed at the organization's core purpose?") If these questions represent the organization's compass, the five disciplines are its map.
Each of the five disciplines is explained, and elaborated in its own lengthy section of the book. In the section on "Systems Thinking" (a set of practices and perspectives, which views all aspects of life as inter-related and playing a role in some larger system), the authors build on the idea of feedback loops (reinforcing and balancing) and introduce five systems archetypes. They are: "fixes that backfire", "limits to growth", "shifting the burden", "tragedy of the commons", and "accidental adversaries". In the section on "Personal Mastery", the authors argue that learning starts with each person. For organizations to learn and improve, people within the organization (perhaps starting with its core leadership) must learn to reflect on and become aware of their own core beliefs and visions. In "Mental Models", the authors argue that learning organizations need to explore the assumptions and attitudes, which guide their institutional directions, practices, and strategies. Articles on scenario planning, the ladder of inference, the left-hand column, and balancing inquiry and advocacy offer practical strategies to investigate our personal mental models as well as those of others in the organization. In "Shared Vision", the authors make the case for the stakeholders of an organization to continually adapt their vision ("an image of a desired future"), values ("how we get to travel to where we want to go"), purpose ("what the organization is here to do"), and goals ("milestones we expect to reach before too long"). The section offers many strategies and perspectives on how to move an organization toward continuous reflection. In "Team Learning", the authors rely mostly on the work of William Isaacs and others, and make a case for educating organization members in the processes and skills of dialogue and skillful discussion.
This book is enlightening and informative. It has already found a place on my shelf for essential reference books.
A follow up to the legend.......2003-01-27
The Fieldbook attempts at making the esoteric concepts of the fifth discipline more down to earth and contains a treasure trove of strategies, tools, methods and explanations on how to make the learning organization into a reality.
Thus people who have read The fifth discipline will gain the most from this book. It's a must read for people who want to make their organizations transition into a 'learning organization'
A second dose of Inspiration..........2002-02-09
Senge's second serving of the Learning Organization is filled with practical tips and real-life examples from companies and organizations that have embraced the teachings of the Learning Organization successfully.
The Book is a collaboration of several writers who do a superb job of unraveling the web that is the learning organization. At times, it may seem to the reader that the book is a labyrinth of disjointed concepts and ideas. However, if you have read `The Fifth Discipline' you will find no problems following the concepts introduced. In fact, you will even understand why the writers have chosen to introduce them in that fashion. If you have not read "The Fifth Discipline', do not despair, it will take a little longer to get `the whole picture'.
The Book is divided into 8 main sections:
1) Getting Started addresses the basic concepts and ideas of the Learning Organization.
2) Systems Thinking (the fifth discipline) - Many people have argued that Senge should have delegated the fifth discipline until the end, however, without Systems Thinking, your vision is disjointed and incomplete.
3) Personal Mastery covers the area of individual development and learning. The chapters here are among the most valuable in the area of self-growth and self-improvement.
4) Mental Models - These are the pictures that you have in your head which represent reality.
5) Shared Vision - You've seen the whole picture, you've developed and you understand how you see the world. Now you need to find a common cause with the rest of the people in your organization, something that you all work for.
6) Team Learning - As you work with other people in teams or groups, you need to pass the stuff that you have learnt and the wisdom you've acquired to others. At this stage, the learning is no longer that of the individual, but the group.
7) Arenas of Practice - (Self explanatory)
8) Frontiers - Where do we go from here.
If you are interested in development, learning, growth, leadership, gaining a competitive edge whether at an organizational or personal level, then this book is for you. In fact, I'd venture to say that this is book is for everyone.
Amazon.com
In the revised and updated edition of Lean Thinking: Banish Waste and Create Wealth in Your Corporation, authors James P. Womack and Daniel T. Jones provide a thoughtful expansion upon their value-based business system based on the Toyota model. Along the way they update their action plan in light of new research and the increasing globalization of manufacturing, and they revisit some of their key case studies (most of which still derive, however, from the automotive, aerospace, and other manufacturing industries).
The core of the lean model remains the same in the new edition. All businesses must define the "value" that they produce as the product that best suits customer needs. The leaders must then identify and clarify the "value stream," the nexus of actions to bring the product through problems solving, information management, and physical transformation tasks. Next, "lean enterprise" lines up suppliers with this value stream. "Flow" traces the product across departments. "Pull" then activates the flow as the business re-orients towards the pull of the customer's needs. Finally, with the company reengineered towards its core value in a flow process, the business re-orients towards "perfection," rooting out all the remaining muda (Japanese for "waste") in the system.
Despite the authors' claims to "actionable principles for creating lasting value in any business during any business conditions," the lean model is not demonstrated with broad applications in the service or retail industries. But those manager's whose needs resonate with those described in the Lean Thinking case studies will find a host of practical guidelines for streamlining their processes and achieving manufacturing efficiencies. --Patrick O'Kelley
Book Description
In their landmark book The Machine That Changed the World, James Womack and Daniel Jones, two of the top industrial analysts in the world, explained how companies can dramatically improve their performance through the "lean production" approach pioneered by Toyota. Lean Thinking extends these ideas to provide a rallying cry for today's corporate leaders.
After a decade of downsizing and reengineering, most companies in North America, Europe, and Japan are still stuck, searching for a formula for sustainable growth and success. The problem, as Womack and Jones explain in Lean Thinking, is that managers have lost sight of value for the customer and how to create it. By focusing on their existing organizations and outdated definitions of value, managers create waste, and the economies of the advanced countries continue to stagnate.
What's needed instead is lean thinking to help managers clearly specify value, to line up all the value-creating activities for a specific product along a value stream, and to make value flow smoothly at the pull of the customer in pursuit of perfection. The first part of the book describes each of these concepts and makes them come alive with striking examples.
As Lean Thinking clearly demonstrates, these simple ideas can breathe new life into any company in any industry, routinely doubling both productivity and sales while stabilizing employment. But most managers will need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of fifty lean companies in a wide range of industries across the world -- including Pratt & Whitney, Porsche, and Toyota.
Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating a lean enterprise for each of their product families that tightly links all value-creating activities from concept to product launch, from order to delivery, and from raw materials into the arms of the consumer. This new concept takes the best features from the American, German, and Japanese industrial traditions and recombines them in a way that can be applied to every economic activity, from long-distance travel to construction to health care.
Lean Thinking does not provide a new management "program" for the one-minute manager. Instead, it offers a new way of thinking, being, and doing for the serious manager -- one that will change the world.
Customer Reviews:
Interesting book but very dull........2007-08-27
I found this book to be interesting, but I hard trouble finishing it because the writing was so boring. Despite the dullness the book did get me thinking of product in a different way.
Womack and Jones, very engaging........2007-08-26
Lean Thinking- A very well written account of a long study of the theory of customer driven value thinking. The elimination of waste in accomplishing customer driven trade is the main goal of this theory. The book has been tuned over a series of revisions, so it is well polished. While I am no expert on the topic, I can at least attest to the fact that the volume is well written and referenced. Their views are spread over a period of many years, giving them the benefit of tracking case study performance over the long term. Companies both large and small have been studied and tracked to determine the benefits of these theories.
Worth Every Penny.......2007-07-30
A most readable book on an important subject of productivity. The comment on outsourcing is insightful and the emphasis on human element is so crucial. Productivity is not all about bigger and better machines but about management and employee been willing to take risks to think out of a box. Mr. Womack has made a significant contribution to the on-going dicussion of productivity in a globalized world.
My husband loved it.......2007-04-10
My husband loved this book so much that this was actually purchased as a gift for another man in his office.
Excellent Book with Detailed Lean Conversion Techniques .......2007-02-01
This book provides many case studies of companies outside of the auto industry that converted to lean production. It details the personnel changes they had to make, changes in factory layout, differences in the supply chain and much more. Where "The Machine that Changed the World" was a primer to lean production, "Lean Thinking" is more of a how-to book. Together, they make a great pair and provide a fairly in-depth view of the subject. As in, "The Machine that Changed the World", there is plenty of hard data to back up the claims that these companies improved after switching to lean thinking.
I am a college student majoring in mechanical engineering and read this book and "The Machine that Changed the World" to get a broad understanding of lean production. The two books did just that and even gave me many ideas on how to convert a student organization I am involved with (SAE) to more of a lean organization. As much as possible anyway.
Book Description
Comprehensive Classroom Management presents practical methods for creating a positive learning environment, working with behavior problems, and other challenges in the classroom.
This text uses real-life examples to help pre-service and in-service teachers understand and apply the principles of classroom management in their own classroom situations. Through numerous case studies, examples, and descriptions of specific strategies based on solid research and classroom experience, Comprehensive Classroom Management features classrooms ranging from kindergarten through twelfth grade. The book's approach is to focus on creating positive learning environments, and it provides extensive, practical materials on both problem-solving and building individual behavior change plans for students with behavioral problems.
For pre-service and in-service teachers of elementary or secondary education, curriculum & instruction, educational psychology, or special education.
Customer Reviews:
Comprehensive Classroom Management.......2006-02-26
I had to buy and read this book for a classroom management class. It is a great book for comparing the most recent research available. However, you usually need to read five to ten pages of what could have been stated in a paragraph. I do feel that I really understand the material by the time I finish reading the book. I have also used many of the ideas in my classroom to try and improve my classroom management in my student teaching experience.
required class reading.......2005-02-22
I was required to purchase this book for a class I am currently taking. While the content of the book could be useful, the manner in which it is written is laden with ridiculous run-on ideas that could be communicated much more clearly. Here is an example from page 28:
"Regardless of the extent to which teachers decide to adapt to the norms and parenting styles of their student's culture or systematically assists students in learning to adapt while maintaining their cultural values, the point is that as educators we are willing to examine our own beliefs and way of working with students in light of the contextual variables existing in the classroom, school and community."
To students who may be required to read this text: Good luck. Perhaps you can change classes before it is too late.
To professors who may add this book to their required reading list: Please, please, please pass on this text and choose something more relevant and tangible for your students.
To educators who may choose this book to answer questions or add to their professional library: choose something else. This book is useless. My advice is your time will be better spent going to talk to teachers who have been in the field rather than reading this book.
Book Description
Ken Blanchard and Sheldon Bowles, co-authors of the New York Times business bestseller Raving Fans, are back with Gung Ho! Here is an invaluable management tool that outlines foolproof ways to increase productivity by fostering excellent morale in the workplace. It is a must-read for everyone who wants to stay on top in today's ultra-competitive business world.
Raving Fans taught managers how to turn customers into full-fledged fans. Now, Gung Ho! brings the same magic to employees. Through the inspirational story of business leaders Peggy Sinclair and Andy Longclaw, Blanchard and Bowles reveal the secret of Gung Ho--a revolutionary technique to boost enthusiasm and performance and usher in astonishing results for any organization. The three principles of Gung Ho are:
- The Spirit of the Squirrel
- The Way of the Beaver
- The Gift of the Goose
These three cornerstones of Gung Ho are surprisingly simple and yet amazingly powerful. Whether your organization consists of one or is listed in the Fortune 500, this book ensures Gung Ho employees committed to success.
Gung Ho! also includes a clear game plan with a step-by-step outline for instituting these groundbreaking ideas. Destined to become a classic, Gung Ho! is a rare and wonderful business book that is packed with invaluable information as well as a compelling, page-turning story.
Management legend Ken Blanchard and master entrepreneur Sheldon Bowles are back with Gung Ho!, revealing a surefire way to boost employee enthusiasm, productivity, and performance and usher in astonishing results for any organization.
Raving Fans brilliantly schooled managers on how to turn customers into raving fans. Gung Ho! now brings the same magic to employees. Here is the story of how two managers saved a failing company and turned in record profits with record productivity. The three core ideas of Gung Ho! are surprisingly simple: worthwhile work guided by goals and values; putting workers in control of their production; and cheering one another on. Their principles are so powerful that business leaders, reviewing the manuscript for Ken and Sheldon, have written to say, "Sorry. Ignored instructions. Have photocopied for everyone. I promise to buy books, but can't wait. We need now!" Like Raving Fans, Gung Ho! delivers.
Customer Reviews:
Keep It Simple Stupid.......2007-07-10
The anti-cliche corporate example used as the basis for this book and its powerful message prove again that the best ideas are the simplest ones. The brilliance of the author's writing is its quick and easy-to-read format. An author with a larger ego could have easily mired this message in excessive wordiness to lengthen the page count, but why? The concepts are logical and straight-forward. Blanchard is to be commended for presenting them in a similar format.
As for the message itself, the three basic lessons are gifts that keep giving. They can be applied to nearly any work environment, of any size, in any industry, by any manager. The message is particularly powerful for managers who are either constrained in their abilities to provide powerful financial incentives for employees, OR are surrounded by Gen X and Y employees who may only be marginally motivated by money in the first place. By actively incorporating these philosophies in day-to-day operations, managers are likely to not only see productivity improvements, but to see employee retention and motivation gains as well. The book is a roadmap to creating an environment that will nurture Gen Y's endless craving to work in a team-based atmosphere flush with positive feedback.
Overall, a highly relevant read for anyone in management or aspiring to be so.
Gung Ho!- Is AWESOME!!!!!!!.......2007-06-01
Ken Blanchard knocked this one out of the park with Gung HO! This book is a simple read that takes no time to read. The cool thing about this book it is not broken up into chapters. It is just one story from start to finish. This book is well worth the money and will get you pumped up to tackle the world.
Gung HOl.......2007-01-14
I purchased 12 copies of this book to distribute to the administration and school board of my local district. The philosophy and of teamwork, quality work, challenging work and positive affirmations are presented in an easy to understand way which can aid in implementation. A great inspiring look at leadership.
Best leadership book out there.......2007-01-03
This book is outstanding. It explains leadership in a way that is very easy to understand. Everyone can relate to this book.
Always Remember these gifts.......2006-12-02
The Spirit of the squirrel, The Way of the Beaver, and The Gift of the Goose are the best gifts you can give to you managers. Blanchard and Bowles nailed the concepts of workplace co-operation and teamwork in a style that will appeal to all readers. Get this book for your managers and make your business an unqualified success. My book, "Always Remember, If it ain't fun, It ain't worth doing!" is a great follow up to this book. It will take your managers to the next level of management excellence... Wayne Kehl
Book Description
The Corporate University Workbook gives you everything you need to create effective, systematic, learning infrastructure within your organization. As a result, you will develop employees who are capable of adapting to rapid changes and who deliver the results your business needs! This resource offers a dynamic combination of practical methodology, best practices, and step-by-step guidance. The Workbook, along with the CD-ROM, are filled with the tools, templates, and activities you need to develop and implement a corporate university. Build a corporate university in your organization and develop human talent in an effective and measurable manner. The Corporate University Workbook will help create a highly effective corporate university that will
- Identify your organization’s competencies and skills
- Develop the specific development programs with internal or external formal training, experiential learning, and coaching
- Encourage the growth of informal learning communities
- Foster networking and the exchange of learning
- Help you build learning into the work process
- Disseminate and increase knowledge
- Help employees develop strong career choices and skills
- Anticipate the skills, competencies, and abilities your organization will need in the future
Customer Reviews:
Great!.......2007-04-02
I am a Consultant charged with setting up a corporate university for a 100 person company. The workbook provided me with the structure of a university and things to think about in creating a university. I didn't use the CD yet, but did love the book!
A road map for talent development ..........2005-03-13
From strategic visioning through measuring success, this practical workbook provides tools, guidelines and even a dozen templates in the enclosed CD. Mr. Wheeler shares best practices, from years of experience and research. With the lead from product advances shrinking, human talent will become a major competitive differentiator. I highly recommend for anyone challenged to support your organization's success through talent development.
A must have workbook........2005-03-10
If you are involved in setting up or work for a corporate university, run, don't walk to your nearest book seller and purchase this workbook. Long overdue, The Corporate University Workbook, written in plan, easy to understand English, walks the reader through eleven chapters packed with business oriented explanations, strategies, checklists, exercises, case studies and rationales for designing, building and maintaining a world class corporate university. Destined to become a classic in the field, The Corporate University Workbook should be required reading and within arms reach of anyone responsible for establishing or fine tuning their organization's corporate university.
Philip McGee, Ed.D., THRD, Clemson University
A Must Read if You Want to Build a Corporate University.......2005-02-20
Kevin Wheeler makes it clear early on in his book that successful corporate universities must go beyond traditional training. Learning goes far beyond training, incorporating a wide range of informal learning processes and activities. This differentiates this book from much of what has been written in the past about corporate universities--focusing on mostly course-oriented training. Wheeler takes the reality of broad-based learning in organizations into account and provides a very detailed and practical guide for building a successful and flexbible corporate university. The book contains lots of templates and practical lists with questions and issues that must be addressed by someone building a corporate university. Each chapter begins with a review of an unsuccessful and a successful example of corporate universities, making it clear that success is by no means guaranteed. But the probability of success will no doubt be much higher for those who do their homework and not only read this book but complete the numerous exercises that Wheeler has carefully prepared to assist those ready to build a corporate university meant to transform an organization into a 21st century learning organization.
Book Description
Every group can benefit from team-building exercises. But sometimes it's not practical to embark on a full-scale training initiative. Now, supervisors, managers, and team leaders have 50 team-building activities to choose from, all of which can be implemented with no special facilities, big expense, or previous training experience. Readers will find engaging exercises for:
* Building new teams and helping teams with new members * Dealing with change and its effects: anger, fear, frustration, and more * Recognizing individual efforts and team accomplishments * Finding creative ways to work together and solve problems * Increasing and improving communication * Leveraging diversity and individual differences to meet team goals * Keeping competition healthy and productive within the team
Instructions and tips for follow-up and variations are included for each activity, and an additional chapter provides valuable advice for working through unexpected difficulties in team-building.
Customer Reviews:
Impressive.......2007-09-17
This book really gives good ideas for team building exercises. Not only does it gives you ideas, but also advises on how to manage the activity with an end in mind to get the most out the the exercise.
Great for ice breakers and quick teambuilding.......2007-05-15
We found it easy to make these exercises fit into our industry, fairly well. We were looking for quick ways to get people to work together, from different departments and to respect the value in each other as well as understanding the big picture. Working individually can't happen in some of the exercises. Great job! Thanks for this book.
Excellent career resource.......2007-05-07
We use this in my college library. The teachers and students love it.
Superb resource book.......2007-05-03
I had this series of books before - loaned them out at work and never got them back (go figure!). Happy to have found them again here.
Quick Teambuilding Activities.......2007-03-11
Lots of quick, easy to adapt, team building activities to use at your next meeting. I have already used several with minor adaptations and much success! Gets the team energized and ready to move!
Book Description
Not just another book on the theory of strategic planning, here are dozens of recipes for creative group activities to facilitate strategic planning in any organization. Designed for use by consultants, facilitators, and management team leaders, step-by-step instructions guide you through exercises for gaining employee and management participation, gathering feedback from management about the current state of the organization, creating an organized mission, vison and values statement, and planning so that the vision becomes reality. Ready-to-use reproducible materials and handouts are also included.
Customer Reviews:
Too simplistic. .......2006-11-10
Even popular textbooks in strategic management (Wheelen and Hunger, Davis, etc.), which are oriented toward more thoughtful study of the subject, do a better job presenting a sound applied process in strategic planning. Don't waste your money.
Unique.......2005-09-21
Thee is little written for facilitators and this is a complete summary and approach to the topic with all the tools. I just wish there had been more stories of how each of the tools worked.
Invaluable tools for Organizational Planning.......2003-10-17
I have had the opportunity to use the designs in this book over the past year. The designs or "strategic activities" are creative and guarnateed to advance the planning process for a wide range of organizations. The instructions have just the right amount of detail to adaquately prepare the facilitator. There is tremendous felxibility with each acitivity to accomodate longer or shorter amounts of time. The designs are
crip, imaginative, thoughtful, rooted in practice. Its a book I refer to again and again. Its been an invaluable tool to my work.
Intelligent and Interesting.......2001-08-23
impressive, interesting and different ideas .I like the down to earth , inclusive quality of this book. Thing are explained well and frameworks are provided, so that you can conduct these activities with confidence.I highly recommend it.
Planning First - Learning Always.......2001-08-13
If you have ever been involved in a strategic planning effort that fell short of expectations then this book is for you. In plain language the authors lay out a planning framework with supporting involvement practices to gain organizational buy-in. They provide explanations and case study examples to show the connections between "what needs to be done and how to do it." A chapter titled "The Toolbox" covers the rational and procedures for involvement mechanisms that include "Nominal Group Process to generate ideas, Affinity Diagrams & Mindmaping to organize complex issues and Collapsing Consensus & Las Vegas Voting to help in problem solving & decision-making." There are valuable discussions on organizing the planning effort and post-planning followup / accountability. This volume supports any organizational effort to set goals, improve quality or enhance effectiveness in resource management through collaborative processes.
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