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010 2018419936
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020 1586443232
020 9781586443238
020 9781586443245
020 1586443240
020 1586442767
020 9781586442767
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050 4 HF5549.5.M3|bP65 2012eb
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090 HF5549.5.M3|bP65 2012eb
245 00 Point counterpoint :|bnew perspectives on people and
strategy /|cedited by Anna Tavis, Richard Vosburgh and Ed
Gubman.
264 1 Chicago :|bHR People & Strategy,|c[2012]
264 4 |c©2012
300 1 online resource (144 pages) :|billustrations
336 text|btxt|2rdacontent
337 computer|bc|2rdamedia
338 online resource|bcr|2rdacarrier
340 |gpolychrome.|2rdacc
347 data file|2rda
380 Bibliography
504 Includes bibliographical references.
505 00 |gMachine generated contents note:|tWith Learning Guides
for Discussion and Team Development /|rAnna Tavis --|tWhen
You Come to the Crossroad, Take It /|rAnna Tavis --|tPoint
Counterpoint Debates /|rRichard Vosburgh --|gpt. I|tTalent
Management --|tIs "Build on Your Strengths" the Best
Advice? So I was Thinking ... /|rBob Eichinger --|tWith
Counterpoints by --|tMichael Beer (Harvard) --|tEd Gubman
(Strategic Talent Solutions) --|tJohn Boudreau (USC) --
|tGerald Ledford (Consultant) --|tPaula Calagiuiri
(Rutgers) --|tBill Stopper (The Walker Group) --|tDonna
Dennis (Consultant) --|tDave Ulrich (University of
Michigan) --|tFred Frank (TalentKeepers) --|tKathryn Zukof
(New York University) --|tLearning Guide for Is "Build on
Your Strengths" the Best Advice -- "So I was Thinking ..."
--|tOne More Time: Focus on Your Strengths (And
Implications for Performance Management) /|rMarcus
Buckingham --|tWith Counterpoints by --|tEd Lawler (USC) -
-|tLynda Gratton (London Business School) --|tArthur Yeung
(China Europe International Business School, China) --
|tRanjan Acharya and Joseph George Anjilvelil (Wipro,
India) --|tNiko Canner (Katzenbach Partners) --|tAndy
Liakopoulos and Karen McDonald (Deloitte Consulting) --
|tLee Konszak (Washington University) --|tLearning Guide
for One More Time: Focus on Your Strengths (And
Implications for Performance Management) --|tPoint
Counterpoint: News Perspectives on People & Strategy --
|tWith Learning Guides for Discussion and Team Development
--|tSupply Chain Model for Talent Management /|rPeter
Cappelli --|tWith Counterpoints by --|tAgreement, a
Disagreement and an Added Risk /|rDon Ruse --|tDialogue:
The Critical Element /|rKim Nugent --|tOptimizing
Workforce Planning Processes /|rElise Freedman --|tYou
Cannot Overinvest in Talent /|rJamie Flinchbaugh --|tValue
Chain Focus: The Human Touch /|rKathleen McCarthy --
|tAdditional Talent Management Lessons /|rJeffrey Saltzman
--|tBalance is the Key in the Global Context /|rJurgen
Rohrmeier --|tPeople are Not Commodities /|rPeter Bedford
--|tEmployee-Centric Markets: A Different Direction /
|rNicholas Kemsley --|tTalent Management: Quantifying
Risks and Returns /|rRichard Arvey --|gpt. II
|tOrganizational Effectiveness --|tRedesigning Your
Organization for the Future of Work /|rTamara Erickson --
|tWith Counterpoints by --|tSystems We Build ... the
Conversations We Hold /|rBeverly Kaye --|tFuture of Work:
It's Already Here, Just Not Evenly Distributed /|rCharles
Grantham --|tMoving from Despair to Directed /|rSherry
Benjamins --|tWanted: Fully Engaged, Learning-Agile People
/|rLawrence Clark --|tHR's Next Evolutions /|rW. Warner
Burke --|tFuture of Work -- Cubed /|rKevin Rubens --
|tChinese Context /|rArthur Yeung --|tSingapore Context /
|rAlison Eyring --|tIndian Context /|rGeetanjalli Parmar -
-|tEuropean Context /|rPam Hurley --|tOn the Future of
Work -- and HR /|rYochanan Altman --|tNeither Hierarchy
Nor Network: An Argument for Heterarchy /|rKaren
Stephenson --|tWith Counterpoints by --|tConcrete Examples
Needed /|rEdgar Schein --|tEarly Stages of a Journey /
|rRobert Eccles --|tOf Hidden Connectors and a Violin
Quartet /|rCharles Handy --|tNeither Hierarchy nor
Heterarchy: An Argument for Network? /|rTracy Cox --|tWhat
Happens Next? /|rPatti AnKlam --|tValuing Heterarchy in
the Public Sector /|rBerry Frew --|tHeterarchies: Human
Nature Transformed? /|rArt Kleiner --|tHeterarchy:
Technology, Trust and Culture /|rRoss Dawson --|tFive
Myths and Realities About Using Social Media in Your
Company /|rKarie Willyerd --|tWith Counterpoints by --
|tSocial Media: Creating Richer Relationships in the
Workplace /|rRob Quish --|tNSFW? Shaping a Professional
Approach to Social Media /|rJim Bowles --|tMyth #6: Social
Media is a Technology Issue /|rMatthew Breitfelder --
|tWhat Does Success Look Like for Your Company: Social
Media Starting Points with Measurable Returns /|rAnne
Berkowitch --|tLet's Concentrate on Managing the People /
|rChris Hoyt --|gpt. III|tLeadership Development --|tWhat
Peter Drucker Means Around the World A World Citizen of
Austrian Origin: The Rediscovery of the European Roots of
the Father of Modern Management /|rRichard Straub --|tWith
Counterpoints by --|tPeter Drucker's Early works --
Austria and Germany: The Foundations of his Weltanschauung
/|rGuido Stern --|tIs Peter Drucker Still Relevant Today?
/|rThomas Sattelberger --|tPeter Drucker's Influence in
Japan /|rChuck Ueno --|tPeter Drucker's Contribution to
Indian Management Thought and Practice /|rVaibhav Manek --
|tThinker Beyond His Time /|rShuming Zhao --|tPeter
Drucker: More Than a Management Thinker /|rDanica Purg --
|tManaging Yourself /|rBob Buford --|tPeter Drucker,
American /|rRick Wartzman --|tImpacting Leadership with
Neuroscience /|rDavid Rock --|tWith Counterpoints by --
|tHow the Brain Enables Good Leadership /|rPaul Lawrence -
-|tNeuroscience Provides Tools to Navigate the New
Business Reality /|rTerry Hogan --|tApplying Neuroscience
to Leadership Development: Designing Learning with the
Brain in Mind /|rChristine Williams --|tNeuroleadership:
More than Another Leadership Framework /|rTobias Kiefer --
|tOnboarding: An Act of Transformational Leadership /
|rGeorge Bradt --|tWith Counterpoints by --|tCurtain Up on
the Two-Way Transformational Leader Model /|rCharles
Forgang --|tOnboarding: The International Dimension /
|rGeorge Olcott --|tPlanning Ahead: The Critical Success
Factor /|rRobert Rigby-Hall --|tEven More Action Needed /
|rMatthew Walter --|tOnboarding: Process Plus a Broad
Organizational Mindset /|rSonja Weckstrom --|gpt. IV|tHR
Strategy & Planning --|tWhy Leading Sustainability Matters
More Than Ever /|rDaniel Goleman --|tWith Counterpoints by
--|tCaveat Venditor: How Sustainability is Shifting the
Balance of Power /|rChristopher Lueneburger --
|tSustainability Rests in the System, Not in the Product /
|rJohn Ehrenfeld --|tBuyer Beware: The Pathway to Collapse
Could be Paved with the Most Sophisticated Consumer
Metrics /|rPeter Senge --|tWhy Leading Sustainability
Matters More Than Ever /|rMiriam Hawley --|tMaking
Sustainability Part of Everyone's Job /|rSandra Lauterbach
--|tSustainability Leadership & the Real Value of Brands-
At the Core /|rSophie Constance --|tSustainability:
Harnessing the Collective Innovation of All Employees /
|rShari Aaron --|tCompetitive Advantage, HR Strategy and
China (The 2008 Olympics) /|rJinpei Wu --|tWith
Counterpoints by --|tArthur Yeung (China Europe
International Business School, China) --|tXiaoya Liang
(Fudan University, Shanghai) --|tJ. Stewart Black (Insead,
France) --|tJeff Hasenfratz (Mindsight, Shanghai) --|tDoug
Guthrie (New York University) --|tExecuting Growth
Strategies in China /|rAlison Eyring --|gpt. V|tBuilding a
Strategic HR Function --|tHR Business Partner Model: Past
Learnings & Future Challenges /|rWayne Brockbank --|tWith
Counterpoints by --|tGood and the Great: Definable
Differences /|rManuel de Miranda --|tChange the
Terminology! /|rJerry McGrath --|tCritical Roles with New
Emphasis /|rClaudia Kelly --|tAdditional Hurdles /|rJoanna
Miller --|tIt is Time to Take a Different Seat at the
Table /|rLauren Doliva --|tUnderstanding the Elephant /
|rAmy Titus --|tEssential Competencies /|rJoy Wyatt --
|tLasting Competitive Success /|rCheryl Thomas --|tAre You
Getting a Bang Out of Your Executive Pay Buck? /|rRoss
Zimmerman --|tWith Counterpoints --|tGetting Beyond Share
Price: The Truer Measure of Corporate Value /|rDonald
Delves --|tEuropean View /|rMichelle Holmes --|tThis
Approach Deserves More Research /|rMichael Schuster --
|tCompensation: One of Many Critical Factors in Executive
Effectiveness /|rDouglas MacGray --|tBe the Sixth Highest
Paid Executive /|rPaul Kirincic --|tMatter of Optics /
|rChuck Csizmar --|tNice Idea, but Hard to Apply in
Practice.
520 With 13 sets of debates confronting both large and small
companies today, this excellent resource provides critical
insights and various perspectives on leading human capital
issues that are paramount to managing successful
organizations. Written by authors, consultants, academics,
and practitioners from across 14 countries, this record
addresses various topics, including talent management,
organizational effectiveness, leadership development,
human resources strategy and planning, and building a
strategic human resources function.
590 eBooks on EBSCOhost|bEBSCO eBook Subscription Academic
Collection - North America
650 0 Manpower planning.|0https://id.loc.gov/authorities/
subjects/sh85080625
650 0 Strategic planning.|0https://id.loc.gov/authorities/
subjects/sh85128511
650 7 Manpower planning.|2fast|0https://id.worldcat.org/fast/
1007883
650 7 Strategic planning.|2fast|0https://id.worldcat.org/fast/
1134371
655 4 Electronic books.
655 7 Electronic books.|2gtlm
700 1 Tavis, Anna.|0https://id.loc.gov/authorities/names/
no2012160165
700 1 Vosburgh, Richard M.|0https://id.loc.gov/authorities/names
/n85299477
700 1 Gubman, Edward L.|0https://id.loc.gov/authorities/names/
n97118499
776 0 |z9781586442767
776 0 |z9781586443238
856 40 |uhttps://rider.idm.oclc.org/login?url=https://
search.ebscohost.com/login.aspx?direct=true&scope=site&
db=nlebk&AN=467166|zOnline ebook via EBSCO. Access
restricted to current Rider University students, faculty,
and staff.
856 42 |3Instructions for reading/downloading the EBSCO version
of this ebook|uhttp://guides.rider.edu/ebooks/ebsco
901 MARCIVE 20231220
948 |d20210708|cEBSCO|tEBSCOebooksacademic NEW 5016 |lridw
994 92|bRID
