Finance Cracked! The Logic of Business Enterprise Made Easy (Entrepreneur India Mindset Series)

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Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team.

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Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders. Why are there so many gaps between what firms know they should do and what they actually do? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it.

Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place.

Based on a massive Gallup study of 2 million people, this book shows individuals how to cultivate their own career strengths and strengths, managers how to capitalize the talents of their people, and executives how to build an entire organization around the talents of each employee.

Unfortunately, most of us have little sense of our talents and strengths, much less the ability to build our lives around them. At the heart of the book is the Internet-based StrengthsFinder R Profile, the product of a year, multimillion-dollar effort to identify the most prevalent human strengths. In developing this program, Gallup has conducted psychological profiles with more than two million individuals to help readers learn how to focus and perfect these themes. They employ different styles and focus on different goals.

Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They disregard the golden rule. They even play favorites. Companies compete to find and keep the best employees using pay, benefits, promotions, and training.

But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they set expectations, how they motivate people, and how they develop people. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes.

What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years—an approach that is perhaps the last, best hope for reviving the American Dream. Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. It is a book to recommend to your friends in industry — even to your bosses — but not to your competitors. In , business guru Tom Peters co-authored In Search of Excellence, one of the most influential business guides of all time.

More recently, through seminars in 47 states and 22 countries, Peters reexamined, refined and reinvented his views on innovation—the 1 survival strategy, he asserts, for businesses of the next millennium. In this classic text, Taiichi Ohno—inventor of the Toyota Production System and Lean manufacturing—shares the genius that sets him apart as one of the most disciplined and creative thinkers of our time. A historical and philosophical description of just-in-time and lean manufacturing, this work is a must read for all students of human progress.

On a more practical level, it continues to provide inspiration and instruction for those seeking to improve efficiency through the elimination of waste. Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.

Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in , Deming offers a theory of management based on his famous 14 Points for Management. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service.

In simple, direct language, he explains the principles of management transformation and how to apply them. Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

Top 50 Best Selling Management Books of All Time

Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. In their stead have come the powerful ideas and methodologies of Gary Hamel and C. Prahalad, whose much-revered thinking has already engendered a new language of strategy. Their masterful blueprint addresses how executives can ease the tension between competing today and clearing a path toward leadership in the future.

Father of modern management, social commentator, and preeminent business philosopher, Peter F. Drucker has been analyzing economics and society for more than sixty years. Now for readers everywhere who are concerned with the ways that management practices and principles affect the performance of the organization, the individual, and society, there is The Essential Drucker — an invaluable compilation of management essentials from the works of a management legend. Containing twenty-six selections, The Essential Drucker covers the basic principles and concerns of management and its problems, challenges, and opportunities, giving managers, executives, and professionals the tools to perform the tasks that the economy and society of tomorrow will demand of them.

In this revolutionary bestseller, Harvard professor Clayton M. Christensen says outstanding companies can do everything right and still lose their market leadership — or worse, disappear completely. And he not only proves what he says, he tells others how to avoid a similar fate. Pande et al, Robert P. Cavanagh McGraw Hill, Covey presents a holistic, integrated, principle-centered approach for solving personal and professional problems. With penetrating insights and pointed anecdotes, Covey reveals a step-by-step pathway for living with fairness, integrity, service, and human dignity — principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.

Here is the bestselling guide that created a new game plan for marketing in high-tech industries. Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. The essential complement to the path-breaking book Competitive Strategy, Michael E. Competitive Advantage introduces a whole new way of understanding what a firm does.

Now an essential part of international business thinking, Competitive Advantage takes strategy from broad vision to an internally consistent configuration of activities. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. The most successful business book of the last decade, Reengineering the Corporation is the pioneering work on the most important topic in business today: This is not a book about charismatic visionary leaders.

It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies. Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies — they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since — and studied each company in direct comparison to one of its top competitors.

To discover the secrets of the art of management, Peters and Waterman studied more than 43 successful American companies. The companies specialized in a number of areas: What Peters discovered was that regardless of how different each company was, they shared eight basic principles of management that anyone can use on their way to success.

Here they are, amply illustrated with anecdotes and examples from the experiences of the best-run companies in the world. Do you do what you do best every day? From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths. Based on a year study of human strengths, Gallup created a language of the 34 most common talents and developed the Clifton StrengthsFinder assessment to help people discover and describe these talents.

In , the initial version of this assessment was included with the bestselling management book Now, Discover Your Strengths. The discussion quickly moved beyond the management audience of this book. It appears that the world was ready to have this conversation. The book ignited a global conversation, while StrengthsFinder helped millions discover their top five talents.

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With hundreds of strategies for applying your strengths, StrengthsFinder 2. Management is an organized body of knowledge. Drucker discusses the tools and techniques of successful management practice that have been proven effective, and he makes them meaningful and easily accessible. By Dale Carnegie originally published in Current edition paperback, Pocket Books.

A 60 year old classic. You can go after the job you want…and get it! You can take the job you have…and improve it! A must read for managers, employees…anyone. Since its release in , How to Win Friends and Influence People has sold more than 15 million copies. Learn the six ways to make people like you, the twelve ways to win people to your way of thinking, and the nine ways to change people without arousing resentment.

Image Source There are multiple aspects to being an effective manager, but the bottom line is: Bennis Basic Books, Deemed the dean of leadership gurus by Forbes magazine, Warren Bennis has for years persuasively argued that leaders are not born they are made. Co-author John Case has written several popular books on management Mackay Harper Business, This straight-from-the-hip handbook by bestselling author and self-made millionaire Harvey Mackay spells out the path to success for readers everywhere.

The purpose of business, he points out, is not to take risks but rather to get something done. The First 90 Days: The authors demonstrate that breaking out of these patterns leads to improved teamwork, commitment, trust, communication, motivation, and leadership Gerber Harper Business, An instant classic, this revised and updated edition of the phenomenal bestseller dispels the myths about starting your own business.

Crown Business, From the book flap: Chandler MIT Press, It is impossible in a bare outline to do anything like justice to the subtlety if also, sometimes, the prolixity of the argument and to the wealth of telling instances with which it is illustrated. And it laid the foundations for the discipline of management to be studied, taught, and applied with methodical precision Chan Kim and Renee Mauborgne Harvard Business Press, This international bestseller challenges everything you thought you knew about the requirements for strategic success.

Norton and Company, Game theory means rigorous strategic thinking. Business Model Generation Image Source By Alexander Osterwalder and Yves Pigneur self published in This is a practical, inspiring handbook for anyone striving to improve a business model or craft a new one. Essential reading for managers. And executives in the c-suite. Your success may depend on it. Now, Discover Your Strengths Image Source By Marcus Buckingham and Donald O Clifton Free Press, Based on a massive Gallup study of 2 million people, this book shows individuals how to cultivate their own career strengths and strengths, managers how to capitalize the talents of their people, and executives how to build an entire organization around the talents of each employee.

First, Break All the Rules: The Great Game of Business: Goldratt and Jeff Cox North River Press, Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. In simple, direct language, he explains the principles of management transformation and how to apply them Collins Harper Collins, Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.

Prahalad Harvard Business School Press, New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. Perhaps it will come from a "younger culture" that is now infusing organizations with "teaming and a desire to be more cohesive which will actually foster more effective innovation," as Paul Davis suggested.

What do you think? On the day two weeks ago when I put this piece together, several pieces of news reminded me of the importance of this question. It was reported that Saturn dealerships were closing in anticipation of the announcement by General Motors that Saturn was one of three brands that it would drop. Saturn, arguably the most innovative undertaking by the company in several decades, is on the auction block. Consumers apparently loved the car more than GM executives, who couldn't figure out how to make much money with it.

The same day, Google announced its earnings: In discussing the announcement, analysts reminded investors that 97 percent of the company's revenues still come from one source, search and advertising, despite the organization's emphasis on providing time and an organization for innovation among its associates. I remembered the airline Song, which had introduced service innovations until it was folded back into parent company Delta and oblivion, just one of several unsuccessful attempts by large airlines to compete with smaller, more focused, low-priced competitors.

Olson and Derek van Bever. The books Built to Last and Good to Great have informed us about success. Stall Points is of the same genre in the sense that it is based on extensive quantitative research of a large database followed by more detailed examinations of a subset of organizations. But instead of success it deals with failure and its causes. The sample of organizations here is composed of corporations that at one time or another have comprised the Fortune since as well as some 90 non-U. From the larger base, the authors selected 50 organizations whose experiences met the criteria for a stall and whose profiles were representative of the entire group in terms of industry mix and age.

They were studied in-depth and provided the basis for conclusions of the study.

For the group as a whole, the authors found that growth rates: Of the companies in the study, 87 percent had experienced a stall. Fewer than half of those were able to return to prior rates of growth within a decade after the stall. Of the reasons for the stall, 87 percent were within managers' control.

50. On Becoming a Leader

All of the companies in the sample had reached substantial size at the time they stalled, suggesting that organization size must play a role in this mix of phenomena that includes "innovation management breakdown. Whatever happened to the focus on intrapreneurship within large organizations that fascinated us in the s? How do a few well-known large organizations, such as Apple, Virgin, and Tata continue to innovate and support entrepreneurship?

Or are they just delaying the inevitable? Do organization size, innovation, and entrepreneurship have to be incompatible?

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