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Management

Soundview Executive Book Summaries® publishes summaries of the best business books of each year on management issues including change management, managing people, crisis management, managing a virtual workforce, project management and more. Browse our extensive collection of management book summaries to solve your most difficult issues.

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  • Image of Full Engagement!
    Image of Full Engagement!

    Inspire, Motivate and Bring Out the Best in Your People

    by Brian Tracy

    In Full Engagement!, business success expert Brian Tracy shows managers how they can supercharge their employees' efforts. Packed with powerful, practical ideas and strategies, this eye-opening guide explains how to: unlock the potential of each person; motivate and inspire employees to peak performance; trigger the "X Factor" that maximizes productivity; drive out the fears that hold people back; create a high-trust work environment; set clear goals and objectives; and...

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  • Image of The No Asshole Rule
    Image of The No Asshole Rule

    Building a Civilized Workplace and Surviving One That Isn't

    by Robert I. Sutton

    The No Asshole Rule provides a compelling inquiry into the difficult challenge of having to work with other human beings, and what you can do about it. Author Robert I. Sutton, Ph.D., provides readers with practical ideas for what they can do about a poisonous work environment and how they can survive the people who inhabit it. The No Asshole Rule sheds real analytical light on how this ongoing problem ruins morale, lowers productivity and can truly devastate a company's cultur

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  • Image of Reality Check
    Image of Reality Check

    The Irreverent Guide to Outsmarting, Outmanaging, and Outmarketing Your Competition

    by Guy Kawasaki

    For a quarter of a century, Guy Kawasaki –– entrepreneur, evangelist, venture capitalist, blogger and guru –– has cast an irreverent eye on the dubious trends, sketchy theories, crackpot jargon, and outright foolishness of what so often passes for business today. Too many people frantically chase the Next Big Thing only to discover that all they’ve made is the Last Big Mistake. Reality Check is Kawasaki’s all-in-one guide for starting and operating great organizations - ones that ...

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  • Image of The New Age of Innovation
    Image of The New Age of Innovation

    Driving Cocreated Value Through Global Networks

    by CK Prahalad, MS Krishnan

    In the new age of innovation and corporate growth, business processes must be able to smoothly connect consumers and resources and at the same time manage the necessities that ensure efficiency and flexibility. Managers must become skilled at real-time actions that are event and consumer specific. Leaders will need to imagine and inspire. To accomplish the transformation that companies are faced with in order to compete globally, Prahalad and Krishnan offer a strategic plan.

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  • Image of Groundswell
    Image of Groundswell

    Winning in a World Transformed by Social Technologies

    by Charlene Li, Josh Bernoff

    A Soundview Featured Book Review
    The groundswell is defined as a social trend in which people are using technologies to get what they need from each other instead of from companies. The authors explain the groundswell and then lay out basic tools to understand it. The final section of Groundswell shows how you can successfully make use of the groundswell within your company now and in the future. Solid research backs up this timely book.

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  • Image of Making Strategy Work
    Image of Making Strategy Work

    Leading Effective Execution and Change

    by Lawrence Hrebiniak

    While formulating strategy is a challenge, executing that strategy can be an even greater challenge. In Making Strategy Work, Lawrence Hrebiniak offers a comprehensive, disciplined process model for making strategy work in the real world. This model covers every key success factor of effective execution, including organization structure, coordination, information sharing, incentives, controls, change management, culture and the role of power and influence in the process.

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  • Image of Why Some Companies Emerge Stronger and Better from a Crisis
    Image of Why Some Companies Emerge Stronger and Better from a Crisis

    7 Essential Lessons for Surviving Disaster

    by Ian I. Mitroff

    While a significant crisis or disaster can destroy many companies, other companies emerge from the worst crises stronger and better. Crisis management expert Ian Mitroff explains the seven competencies that all companies must learn if they are to survive a major crisis. The companies that successfully overcome crises, writes Mitroff, have the right heart, the right thinking, the right soul, the right social and political skills, the right technical skills, the right integration (of all the previ

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  • Image of Proactive Risk Management
    Image of Proactive Risk Management

    Controlling Uncertainty in Product Development

    by Guy M. Merritt, Preston G. Smith

    Proactive Risk Management offers product development teams a plan with which they can enhance their management of project risks by identifying risks early and managing them to diminish disruption throughout the project. Using a practical, easy-to-use, fact-based approach, it will help developers manage all the risks associated with a project. Although this process is tailored to commercial product development, it is applicable to many other types of projects with some adaptation.

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  • Image of Why Decisions Fail
    Image of Why Decisions Fail

    Avoiding the Blunders and Traps That Lead to Debacles

    by Paul C. Nutt

    For more than 20 years, Ohio State University Professor Paul C. Nutt has studied how decisions are made and has written extensively about what works, what doesn’t and why. His key finding in all this work is startling: Decisions fail half of the time. Organizations spend vast sums of money and commit significant amounts of resources without realizing any benefits. Nutt writes that failures can be traced to three blunders and seven traps that ensnare decision makers; avoiding these blunders and t

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