Does the combination of your Open Door Policy and your High-Maintenance employees regularly demolish your schedule? Do you find yourself looking out your window as your High-Maintenance employees leave work on time while your desk is still piled high with work that will keep you at the office for hours? Do you find yourself considering less effective ways to delegate work because you just don’t have enough energy to debate the High-Maintenance employees to whom the jobs should be assigned? If you answered “Yes” to any of these questions, this book offers permanent relief. A quick read, it is packed with the information you need to effectively combat the productivity, profitability and energy losses associated with High-Maintenance employees.

Are your employees like a synchronized "V" of geese in flight-sharing goals and taking turns leading? Or are they more like a herd of buffalo-blindly following you and standing around awaiting instructions? If they're like buffalo, their passivity and lack of initiative could doom your company. In How I Learned to Let My Workers Lead, you'll discover how to transform buffalo into geese-by reshaping organizational systems and redefining employees' expectations about what it takes to succeed. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

There are many reasons to be curious about the way people learn, and the past several decades have seen an explosion of research that has important implications for individual learning, schooling, workforce training, and policy. In 2000, How People Learn: Brain, Mind, Experience, and School: Expanded Edition was published and its influence has been wide and deep. The report summarized insights on the nature of learning in school-aged children; described principles for the design of effective learning environments; and provided examples of how that could be implemented in the classroom. Since then, researchers have continued to investigate the nature of learning and have generated new findings related to the neurological processes involved in learning, individual and cultural variability related to learning, and educational technologies. In addition to expanding scientific understanding of the mechanisms of learning and how the brain adapts throughout the lifespan, there have been important discoveries about influences on learning, particularly sociocultural factors and the structure of learning environments. How People Learn II: Learners, Contexts, and Cultures provides a much-needed update incorporating insights gained from this research over the past decade. The book expands on the foundation laid out in the 2000 report and takes an in-depth look at the constellation of influences that affect individual learning. How People Learn II will become an indispensable resource to understand learning throughout the lifespan for educators of students and adults.

The author discusses how business managers can lead with input, consistency and accountability and still succeed in the results-oriented business world.

The book delivers an elaboration of multidisciplinary concepts, examples, and practices that can be useful for researching the evolution of developments in the field. In this book, we continue to provide a critical look at the information management in business organizations by exploring knowledge aspects from theoretical and practical perspectives. The compilation of chapters presented in this book helps to define the range of activities, identify areas for future research, and draw practical conclusions. The variety of industrial sectors examined supports continuous gaining and usage of an efficient business analysis in organizations.