56915036 harvard business review press fall 2011

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FALL 2011

*Harvard Business Review Press | Fall 2011Cover: 2011 Michael Austin c/o theispot.com

TABLE O F CO N TEN TS

02

Highlights

August 04 The Progress Principle 05

October 10 The Social Organization 11 12

Anthony J. Bradley | Mark P. McDonald Harvard Business Review

February 18 A Brief Tour of Everything

Teresa Amabile | Steven Kramer

HBR Management Tips Beyond Performance Management19 20

You Need to Know About the EconomyJoel Kurtzman

What to Ask the Person in the MirrorRobert Steven Kaplan

Christopher Meyer | Julia Kirby Francis Frei | Anne Morriss

Standing on the Sun Uncommon Service

Jeremy Hope | Steve Player

06

Winning the War for Talent in Emerging MarketsSylvia Ann Hewlett | Ripa Rashid

November 13 India Inside 14

Nirmalya Kumar | Phanish Puranam Baruch Lev

Harvard Business Review Press Series Books 21 22 23 24 25 26

September 07 Higher Ambition

Winning Investors Over

Michael Beer | Flemming Norrgren and Coauthors Fred Reichheld | Rob Markey

08 09

The Ultimate Question 2.0 Capitalism at Risk

December 15 The Essential Michael PorterJoan Magretta

Joseph L. Bower | Herman B. Leonard | Lynn S. Paine

16

Passion and Purpose

John Coleman | Daniel Gulati | W. Oliver Segovia

Harvard Business Review Paperback Series HBRs 10 Must Reads Series Pocket Mentor Series Harvard Business Essentials Series Lessons Learned Series Harvard Business Review Classics Series

January 17 The Little Black Book

of InnovationScott D. Anthony

Harvard Business Review Information 28 Contact/Ordering Information

www.hbr.org/books

1

FALL 2011 HI G HLI G HTS

4T H E P ROGRESS P RINC IP L ETeresa Amabile | Steven Kramer

5WHAT TO ASK T HE PERS O N IN T HE MI RRO RRobert S. Kaplan

7Michael Beer | Flemming Norrgren

8TH E U LTI M ATE Q U E STI O N 2 .0Fred Reichheld | Rob Markey

HIG HER AMBIT IO N

The Progress Principle equips aspiring leaders with the insights they need to maximize performance.

This book uncovers the questions leaders should ask themselves, to craft new strategies for staying on top of your game.AU G U ST

Higher Ambition takes you inside the minds of some of the most successful and insightful leaders of our time.

This thoroughly updated and expanded edition explains how practitioners have used Net Promoter to drive extraordinary financial and competitive results.SEP TEMBER

AUGUST

S E P T E M BE R

US$ 25.00 256 pages

US$ 26.95 224 pages

US$ 29.95 224 pages

US$ 27.95 224 pages

2

Harvard Business Review Press | Fall 2011

FALL 2 011 H I GH LI GH TS

11M A NAGE ME NT TI PSFrom Harvard Business Review

15THE ESSEN TIAL MI CHAEL PO RT ERJoan Magretta

17T HE L IT T L E BL AC K BO O K O F IN N OVAT IO NScott D. Anthony

22H A RVA R D B U S I N E S S R E V I E WS 1 0 M U ST READSPaperback Series

The best management practices and insights from top thinkers in the field are now right at your fingertips.

Joan Magretta sets the record straight, providing the first concise, accessible summary of Michael Porters revolutionary thinking.D ECE MB E R

This unique hybrid of professional memoir and business guidebook provides a powerful 28-day program for mastering innovation.JA N UA RY

This new series from Harvard Business Review features timeless ideas and practical advice every manager should read.US$ 24.95

OCTOBER

US$ 18.00 224 pages

US$ 24.95 208 pages

US$ 25.00 208 pages

www.hbr.org/books

3

The Progress PrincipleTERESA AMABILE AND STEVEN KRAMERWhat really sets the best managers above the rest? Its their power to build a cadre of employees who have great inner work lives consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their

AB OUT THE AU THOR S Teresa Amabile is a professor of business administration and a director of research at Harvard Business School. The author of numerous articles and books, including Creativity in Context, she has long studied creativity, motivation, and performance in the workplace.[ BOSTON, MA ]

AUG UST

colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees inner work lives. But its forward momentum in meaningful work progress that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts events that directly facilitate project work, such as clear goals and autonomy and (2) nourishers interpersonal events that uplift workers, including

The Progress PrincipleUsing Small Wins to Ignite Joy, Engagement, and Creativity at Work Teresa Amabile | Steven Kramer GENE RA L MA N AG E MEN T978-1-4221-9857-5 256 pages 6 1/8" x 9 1/4" US$ 25.00 Hardcover World Rights

encouragement and demonstrations of respect and collegiality. Brimming with excerpts from the authors diary study and anecdotes from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the practices and insights they need to maximize their peoples performance and engagement.

Steven Kramer is a developmental psychologist and has coauthored a number of articles in leading management periodicals, including Harvard Business Review and the Academy of Management Journal.[ BOSTON, MA ]

4

Harvard Business Review Press | Fall 2011

What to Ask the Person in the MirrorROBERT STEVEN KAPLANSuccessful leaders know that leadership is less often about having all the answers and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organizations effectiveness. In What to Ask the Person in the Mirror, Harvard Business School professor and former Wall Street executive Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. He lays out areas of inquiry, including questions such as: Do I clearly articulate my vision and top priorities? Does the way I spend my time enable me to achieve my top priorities? Do I give subordinates timely and direct feedback they can act on? Have I developed a succession road map? Is my leadership style still effective, and does it reflect who I truly am? This highly readable and practical guide helps you learn to ask the right questions and work through the answers in ways that are right for you. By asking these questions, you can craft new strategies for staying on top of your game.

A BO U T TH E AUTHO R Robert Steven Kaplan is a professor of management practice at Harvard Business School and former vice chairman of the Goldman Sachs Group. He is also co-chairman of Draper Richards Kaplan, a global venture philanthropy firm. He advises numerous companies around the world.[ BOSTON, MA ]

AUG UST

What to Ask the Person in the MirrorCritical Questions for Becoming a More Effective Leader and Reaching Your Potential Robert Steven Kaplan LEA DERS HIP978-1-4221-7001-4 224 pages 5 1/2" x 8 1/4" US$ 26.95 Hardcover World Rights

PU B LICITYExtensive media campaign targeting top-tier business and mainstream publications.

www.hbr.org/books

5

Winning the War for Talent in Emerging MarketsSYLVIA ANN HEWLETT AND RIPA RASHIDThe war for talent is heating up in emerging markets. Without enough brain power,

AB OUT THE AU THOR S Sylvia Ann Hewlett, economist and author of 10 high-profile books, is the founding president of the Center for Work-Life Policy and the chair of the Hidden Brain Drain Task Force a group of 60 global companies and organizations committed to fully realizing female and multicultural potential.[ NEW YORK, NY ]

AUG UST

multinationals cant succeed in these markets. Yet theyre approaching the war in the wrong way bringing in expats and engaging in bidding wars for hotshot local male managers. The solution is hiding in plain sight: the millions of highly educated women surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. Increasingly, these women boast better credentials, higher ambitions, and greater loyalty than their male peers. But theres a catch: attracting and retaining talented women in emerging economies requires different strategies than those used in mature markets. In Winning the War for Talent in Emerging Markets, Sylvia Ann Hewlett and Ripa Rashid analyze these forces and present strategies for countering them, including:

Winning the War for Talent in Emerging MarketsWhy Women Are the Solution Sylvia Ann Hewlett | Ripa Rashid GE NERA L MA N AG E MEN T978-1-4221-6060-2 256 pages 6 1/8" x 9 1/4" US$ 35.00 Hardcover World Rights

Sustaining ambition through stretch opportunities and international assignments Combating cultural bias by building an infrastructure for female leadership (networks, mentors, sponsors) Introducing flexible work arrangements to accommodate family obligations Providing safe transportation, such as employer-subsidized taxi