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3rd edition. 336 pages. 8.75x5.75x1.00 inches. In Stock.

The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

This will be a book filled with common-sense advice about how to enhance physician well-being and stress resilience. The authors have developed a model for stress-hardiness they call Effective Emotional Management, or EEM. This model is an amalgam of key points about stress resilience gleaned from research and from clinical experience. EEM moves beyond traditional approaches in that it incorporates strategies for identifying and managing two essential components of stress management” personality-based coping patterns and relationship dynamics. The Resilient Physician will explain how managing emotions is key to personal stress-resilience and to building successful organizations. It will teach physicians how to deal with others effectively and flexibly. And it will teach physicians how to manage their own stress reactions and how to respond to others when they are stressed.

Unread book in perfect condition.

Create a unique and sophisticated wall display with the bold Hogan wall mirror. This wall accent modernizes farmhouse fashion, incorporating a coastal-style white finish on a geometric octagon frame. The octagon frame is crafted with premium, solid poplar wood, creating a robust look that is bold and resilient. The dimensions of the Hogan are 24 inches by 1 inch by 36 inches, making it a staggering statement piece to capture the attention of everyone who walks in the room. This accent is fantastic for showcasing your farmhouse style while providing dimension to your space. Adding a mirror to your wall decor creates depth by enhancing its light sources, creating a more bright and open area. The Hogan octagon is a fantastic solution to your small spaces, drawing the eye in your living room, bedroom, entryway, or dining room. This geometric statement piece also has a generous glass surface area to use as a beautiful bathroom vanity mirror. Hang it either vertically or horizontally with the metal D-ring hangers attached in both orientations on the protective MDF back.

The first book to offer "how-to" guidance on installing high-performance "rapid response" organizations. Forward-thinking executives will find hands-on, step-by-step guidelines for implementing the three core concepts of rapid response management and real-world advice on letting go of the past and effecting a cultural transformation that produces lasting results.

How to create the high-performance, high-commitment organization Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations.

Offering firsthand anecdotes about the legendary golfer, the author--who as a teenager had been hired to assist the golfer in retrieving his balls--describes his twenty-year friendship with Ben Hogan, how he taught the boy his famous swing, and how he shared his ideas on practice, golf, course management, character, values, and more. 60,000 first printing.

If a major event such as a terrorist attack, 7.2 earthquake, tsunami, or hacker attack were to disrupt business operations, would your organization be prepared to respond to the financial, political, and social impacts? In order for your company to be resilient, it must be ready to respond and recover quickly from the impact of such events. Business continuity is the discipline that can help your organization become truly resilient.Business Continuity Planning: A Project Management Approach explains how to deploy project management, risk management, business continuity, and business preparedness methods in a manner that will ensure organizational resiliency. With an emphasis on building business preparedness plans, it covers the fundamental principles of project management, risk management, business continuity, and business preparedness.Upon reading this book, you will learn how to apply project management to institute business continuity governance and to build and maintain business preparedness plans. You will also learn what’s required to conduct an effective business impact analysis.Detailing a proven plan for achieving business continuity and business preparedness, the book includes numerous diagrams, checklists, and tools to help you determine exactly what you must do to prepare for a serious event. It also explains how to test your continuity plans and evaluate preparedness processes to ensure your organization will be truly prepared to withstand or recover from the next emergency, disaster, or catastrophic event to affect your organization.

Don't think public speaking is for you? It is-whether you're bracing for a conference talk or a team meeting. Lara Hogan helps you identify your fears and effectively face them, so you can make your way to the stage (big or small). Get clear, practical advice through every step, from choosing a topic and creating a presentation, to gathering and distilling feedback, to event-day prep. You'll feel confident and equipped to step into the spotlight.

Chronicles the more than forty-year career of wrestling icon "Classy" Freddie Blassie, one of the first superstars of the sport, from the early days of television, through his championship sojourn in the ring, to his management of such new wrestling stars as Hollywood Hulk Hogan and Jesse "The Body" Ventura.

Crafted from robust and resilient metal, this cable management solution features a 3-pin XLR connection, ensuring exceptional durability, reliable ...

An expert in management takes on the conventional wisdom about disruption, looking at companies that proved resilient and offering managers tools for survival. “Disruption” is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive―or, if they aren't disruptive yet, it's only a matter of time before they become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator's Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption―Fujifilm and Canon, for example―and why some like Blockbuster and Encyclopedia Britannica have not. Departing from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones. Gans describes the full range of actions business leaders can take to deal with each type of disruption, from “self-disrupting” independent internal units to tightly integrated product development. But therein lies the disruption dilemma: A firm cannot practice both independence and integration at once. Gans shows business leaders how to choose their strategy so their firms can deal with disruption while continuing to innovate.

Manual for resilient, innovative and humane organizationsNew model explained through an accessible story form and illuminating visualsThe author is an expert, business coach and trainer in modern management theoriesDue to its strong growth, HRS Company has run into problems. Decisions are made too slowly, communication is poor, and team spirit has hit rock bottom. In short, HRS has become a sluggish organization. As its newly appointed CEO, Kris has to put the company back on its feet. But how do you transform an organization and truly make it future-proof? This book introduces the Sociocracy 3.0 framework as a practical guide to creating agile and meaningful organizations. Sociocracy 3.0 provides a toolkit for any company that seeks to work more consciously and effectively on the basis of equality, collective intelligence and a flexible organizational structure.

The First 72 Hours is the seminal anthology of the perspectives of public and private sector leaders who came together after September 11, 2001 to design more disaster-resilient communities. Under the umbrella of the Suburban Emergency Management Project, these leaders learned from national experts and one another that all disasters are intensely local at first and that most communities are "on their own" immediately following disaster impact-often for as long as 72 hours. This new awareness mandated updating strategies to improve disaster preparedness, particularly in light of the threat of terrorism. A wide gamut of perspectives are laid out in the book, including those of doctors and hospitals, city managers, police officers, firefighters, paramedics, American Red Cross volunteers, hospital accreditors, the media, business managers, utility companies, emergency managers, public health officials, academics, and elected public officials. In their own words, these individuals convey the importance of learning how to map the myriad organizations involved in local disaster preparedness and response; analyzing, refining and rehearsing local disaster roles; and getting to know individual personalities when in specific roles. The First 72 Hours is an essential resource for professionals and private citizens alike who want to know what kinds of questions must be asked and answered to better prepare their communities to survive future disaster. "There's a special providence in the fall of a sparrow. If it be now, 'tis not to come; if it be not to come, it will be now; if it be not now, yet it will come: the readiness is all."-Hamlet, act 5, scene 2

The First 72 Hours is the seminal anthology of the perspectives of public and private sector leaders who came together after September 11, 2001 to design more disaster-resilient communities. Under the umbrella of the Suburban Emergency Management Project, these leaders learned from national experts and one another that all disasters are intensely local at first and that most communities are "on their own" immediately following disaster impact—often for as long as 72 hours. This new awareness mandated updating strategies to improve disaster preparedness, particularly in light of the threat of terrorism. A wide gamut of perspectives are laid out in the book, including those of doctors and hospitals, city managers, police officers, firefighters, paramedics, American Red Cross volunteers, hospital accreditors, the media, business managers, utility companies, emergency managers, public health officials, academics, and elected public officials. In their own words, these individuals convey the importance of learning how to map the myriad organizations involved in local disaster preparedness and response; analyzing, refining and rehearsing local disaster roles; and getting to know individual personalities when in specific roles. The First 72 Hours is an essential resource for professionals and private citizens alike who want to know what kinds of questions must be asked and answered to better prepare their communities to survive future disaster. “There's a special providence in the fall of a sparrow. If it be now, 'tis not to come; if it be not to come, it will be now; if it be not now, yet it will come: the readiness is all.”—Hamlet V, II,William Shakespeare

Reveals the strategies that experienced waitresses employ to improve their own positions rather than aspiring towards management. This book confronts stereotypical characterizations of waitresses through the voices of some aggressive, determined, tough, and resilient women.

The First 72 Hours is the seminal anthology of the perspectives of public and private sector leaders who came together after September 11, 2001 to design more disaster-resilient communities. Under the umbrella of the Suburban Emergency Management Project, these leaders learned from national experts and one another that all disasters are intensely local at first and that most communities are "on their own" immediately following disaster impact-often for as long as 72 hours. This new awareness mandated updating strategies to improve disaster preparedness, particularly in light of the threat of terrorism. A wide gamut of perspectives are laid out in the book, including those of doctors and hospitals, city managers, police officers, firefighters, paramedics, American Red Cross volunteers, hospital accreditors, the media, business managers, utility companies, emergency managers, public health officials, academics, and elected public officials. In their own words, these individuals convey the importance of learning how to map the myriad organizations involved in local disaster preparedness and response; analyzing, refining and rehearsing local disaster roles; and getting to know individual personalities when in specific roles. The First 72 Hours is an essential resource for professionals and private citizens alike who want to know what kinds of questions must be asked and answered to better prepare their communities to survive future disaster. "There's a special providence in the fall of a sparrow. If it be now, 'tis not to come; if it be not to come, it will be now; if it be not now, yet it will come: the readiness is all."-Hamlet, act 5, scene 2

The First 72 Hours is the seminal anthology of the perspectives of public and private sector leaders who came together after September 11, 2001 to design more disaster-resilient communities. Under the umbrella of the Suburban Emergency Management Project, these leaders learned from national experts and one another that all disasters are intensely local at first and that most communities are "on their own" immediately following disaster impact—often for as long as 72 hours. This new awareness mandated updating strategies to improve disaster preparedness, particularly in light of the threat of terrorism. A wide gamut of perspectives are laid out in the book, including those of doctors and hospitals, city managers, police officers, firefighters, paramedics, American Red Cross volunteers, hospital accreditors, the media, business managers, utility companies, emergency managers, public health officials, academics, and elected public officials. In their own words, these individuals convey the importance of learning how to map the myriad organizations involved in local disaster preparedness and response; analyzing, refining and rehearsing local disaster roles; and getting to know individual personalities when in specific roles. The First 72 Hours is an essential resource for professionals and private citizens alike who want to know what kinds of questions must be asked and answered to better prepare their communities to survive future disaster. “There's a special providence in the fall of a sparrow. If it be now, 'tis not to come; if it be not to come, it will be now; if it be not now, yet it will come: the readiness is all.”—Hamlet V, II,William Shakespeare

Cities―and urban managers―are resilient in the face of their many challenges. Managing Urban America, now in its seventh edition, guides students through the politics of urban management―doing less with more while managing conflict, delivering goods and services, responding to federal and state mandates, adapting to changing demographics, and coping with economic and budgetary woes. Fully revised, this new edition:highlights the economic difficulties cities currently face, and how they will rebound;expands significantly upon the concept of e-government, and offers numerous examples in both theory and practice; integrates what were once competing models of government (REGO, NPM, NPS, and TPA) into what the authors call the Modern Public Management (MPM) model, which draws on the positive aspects of each to better manage the modern city; includes many new case studies, including some with a global perspective as the authors examine the management of international cities; andthoroughly updates all data and scholarship.