Crucial Conversations Tools for Talking When Stakes Are High, Second Edition

The New York Times and Washington Post bestseller that changed the way millions communicate

“[Crucial Conversations] draws our attention to those defining moments that literally shape our lives, our relationships, and our world. . . . This book deserves to take its place as one of the key thought leadership contributions of our time.”
—from the Foreword by Stephen R. Covey, author of The 7 Habits of Highly Effective People

“The quality of your life comes out of the quality of your dialogues and conversations. Here’s how to instantly uplift your crucial conversations.”
—Mark Victor Hansen, cocreator of the #1 New York Times bestselling series Chicken Soup for the Soul®

The first edition of Crucial Conversations exploded onto the scene and revolutionized the way millions of people communicate when stakes are high. This new edition gives you the tools to:

  • Prepare for high-stakes situations
  • Transform anger and hurt feelings into powerful dialogue
  • Make it safe to talk about almost anything
  • Be persuasive, not abrasive

Management and Leadership Development

`This is the first really thought-provoking book that I have read on management development. It is a book primarily addressed to students, but in this field, we are all students. It merits a wide readership both among practising managers as well as among those responsible for developing them’ – Max Boisot, ESADE

`Mabey and Finch-Lees inject a breath of fresh air into the management development field by expanding upon its heretofore functionalist base. They offer an informative critique of mainstream views, featuring alternative discourses to examine such hard questions as why management development hasn’t quite delivered on management’s considerable investment in it. As a veritable tour de force in its absorbing integration and review of a large tract of literature, the book informs both management scholars and practitioners what might be expected from management development’s intended but also unanticipated outcomes’ – Joe Raelin, Northeastern University

`In a well-written, accessible and yet sophisticated text, Mabey and Finch-Lees show themselves to be as familiar with the latest in management development practice as they are with the sometimes arcane theoretical literature that surrounds it. Its great strength is to recognize the plurality of discourses – some overlapping and complementary, others distinct and oppositional – about the subject. This book can be recommended as a unique resource for students and scholars of management development’ – Chris Grey, University of Warwick

This book represents a significant step forward in the theory of management and leadership development. It offers an international perspective in this era of globalisation and a new and questioning perspective on the common belief that leadership is something completely different to, and more important than, management. This book will be of great help to the serous theorist and researcher of management and leadership development. It is an invaluable point of reference for a broad range of theory and research in this area, which it summarises with admirable brevity and clarity’ – John G Burgoyne, Lancaster University Management School and Henley Management College

Management development is a potent and high-profile human resource activity, involving some of the organizations’ key players and attracting huge hopes and investments from governments, organizations and individuals alike. Yet at several levels, the high expectations often remain unfulfilled. So why is this a subject and activity that continues to command such intense interest from scholars and practitioners alike?

Chris Mabey and Tim Finch-Lees provide a fresh analysis of the concept and practice of management and leadership development (MLD).

Grounded in research, the authors set out the current state of management and leadership development practices, before introducing readers to competing theories of MLD and offering them a more critical perspective. Throughout the book, ideas are illustrated by international case studies and vignettes that evoke the perceptions and interests of the whole range of stakeholders in the management development process.

Management Development has been written for upper level undergraduate and masters level students pursuing courses in HRM, HRD, Leadership Development, Organizational Behaviour, Management, Organization Change, Personnel Management, and training and development modules.

Strategy-Driven Talent Management

A Publication of the Society for Industrial and Organizational Psychology

Praise for Strategy-Driven Talent Management

“Silzer and Dowell’s Strategy-Driven Talent Management provides a comprehensive overview of the different elements of the best talent management processes used in organizations today. This is a valuable resource for leaders and managers, HR practitioners and anyone involved in developing leadership talent.”
Ed Lawler, Professor, School of Business, University of Southern California

“Talent is the key to successful execution of a winning business strategy. Strategy-Driven Talent Management by Silzer & Dowell provides a thorough and very practical guide to building and managing talent based on the strategic needs of the organization. Business leaders will find this an excellent resource with many interesting examples and best practices from leading companies.”
Herbert L. Henkel, Chairman and Chief Executive Officer, Ingersoll Rand

“Thanks to Strategy-Driven Talent Management, we can move from an attractive idea of talent management to practices that deliver. This book brings the work of practitioners—the people who are inventing, crafting, and shaping the field of talent management—to the forefront. Their collective experiences and insights will certainly enrich your own research and practice.”
Cynthia McCauley, PhD, Senior Fellow, Center for Creative Leadership

“It is exciting to see that Rob Silzer and Ben Dowell have given us the state of the art in 2010 of integrating human resource issues into strategic management. This volume is a must read for human resource and line leaders alike. The journey is far from over, but this volume of work will chart the course for further progress.”
Noel Tichy, Professor, Management and Organizations, University of Michigan, Ross School of Business


Armstrong’s Handbook of Management and Leadership

In order to make an effective contribution, HR specialists have to be good at management, leadership and developing themselves and others. However in addition, they need to be aware of the management and business considerations that affect their work. Armstrong’s Handbook of Management and Leadership provides guidance on the processes of management and leadership with particular reference to what managers and aspiring managers need to know and do to make a difference. This new edition is the only book that covers in one volume the new Leading, Managing and Developing People and Developing Skills for Business Leadership modules, which are part of the Chartered Institute of Personnel and Development’s Leadership and Management Standards. Additional online teaching and learning resources can be found on Kogan Page website.


A Handbook of Management and Leadership

The Handbook of Management and Leadership provides guidance on the processes of management and leadership with particular reference to what managers and aspiring managers need to know about the skills of management and approaches to effective leadership. The book also deals with three other important areas of management: change management, continuous improvement and the achievement of high levels of customer service. The book is aligned to the professional standards of the Chartered Institute of Personnel and Development (CIPD) for Managing for Results which is one of the main sections of the Leadership and Management set of standards. It therefore provides a complete presentation of all that students need to know to pass that examination, which is an essential portal to chartered membership of the CIPD. It also deals with the subject areas covered by the Management Standards Centre.


Understanding Careers

In the hotly anticipated second edition of Understanding Careers, Kerr Inkson has teamed up with Nicky Dries and John Arnold to take readers on a fascinating journey through the field of Career Studies.

  • Interdisciplinary – the text brings together and critiques a range of perspectives, allowing for a broader and more holistic understanding of the field.
  • Theory and practice – comprehensive coverage of all the key theories and cutting edge research is related to the real world through over 50 cases studies. A new ‘Careers in Practice’ section contains chapters devoted to self-development, career counselling, and organizational practices.
  • International perspective – contains examples, cases, research, references and statistics from a range of countries. 
  • Use of metaphor – the text is structured around commonly used metaphors for careers, helping students relate to the ideas presented and providing a framework for analysis and comparison.

Ideal reading for students considering their own career and personal development, as well as those studying career development, career guidance or human resource management within a psychology, education, counselling or business degree.


Hired Hands Or Human Resources?

In a companion volume to Managing the Human Factor, also from Cornell, Bruce E. Kaufman shows how American firms transitioned from the traditional “hired hand” model of human resource management (HRM) to the modern “human resources” version popular today. Kaufman illuminates through fifteen detailed case studies the structure and operation of HRM programs and practices across a diverse range of American business firms spanning the fifty years from 1880 to 1930.

Nine of the fifteen case studies in Hired Hands or Human Resources? examine HRM before World War I and document the highly informal, decentralized, externalized, and sometimes harsh nature of the people-management practices of that era. The remaining six span the Welfare Capitalism decade of the 1920s and reveal the marked transformation to a more progressive and professional model of personnel practice at some companies, along with continued reliance on the traditional model at others.

Kaufman gained access to the richly detailed audits of company HRM programs prepared during the 1920s by Industrial Relations Counselors, Inc., and draws upon this trove of information to present the most in-depth, up-close evidence available of how companies of this period managed their employees and how the practice of HRM evolved and developed. Hired Hands or Human Resources? features new insights into key subjects such as the strategic versus tactical nature of early HRM, alternative models of workforce governance used in these years, and the reasons some companies created autonomous HRM departments.


The Health Care Manager’s Human Resources Handbook

This unique book about human resource (HR) management is written for health care department managers who must relate to and work with their HR departments and manage their personnel. An expert with 18 years of experience in human resources management, author Charles R. McConnell describes what the function of the HR department can do for you, and shows how to get the most value out of an organization’s HR department. For each topic addressed, the book provides: background; the HR department’s responsibilities; where and how HR interfaces with the line management; the HR responsibilities of the manager; and how the manager can get the best from the HR function. The Second Edition brings the book up to date by addressing the following changes in the field: • Pressure on HR to operate with fewer staff; • Tendency toward decentralization for certain HR activities; • Impact of organizational flattening and mergers and acquisitions. • Newer laws and changes to existing laws that impact recruiting and Interviewing, as well as documentation, termination, legal action, and unions


The Complete Human Resources Writing Guide

Here, at last, is a writing manual especially for human resources (HR) professionals. It combines clear, complete, how-to-do-it guidelines on writing with more than 100 samples of typical HR documents. Busy HR professionals and managers will appreciate the logical, easy-to-follow format of this book. Diane Arthur, formerly a frontline HR practitioner and now an HR consultant and author, leads you step by step through the seven stages of writing. From outline through revision, you’ll discover techniques that make the process easier and more effective. The emphasis is on objective, style, and tone, not merely the mechanics of grammar and punctuation. You’ll learn to overcome “blank page syndrome” and sidestep classic writing pitfalls. In sum, you’ll learn to write for results – an approach that makes every HR document achieve its purpose. In the second section of the book, you’ll find 110 sample documents to use or adapt to your own organization’s needs. They encompass virtually all communications areas in which HR practitioners must be conversant: recruiting, interviewing, orienting new employees, performance management, employee services, handbooks, and policy manuals.


Human Resource Management in Health Care: Principles and Practice

This practical, hands-on book introduces human resources to those who are preparing to work in any area of health care or health service. Written for practitioners and students in all disciplines related to health, the book covers important topics such as recruitment, training, termination, legal issues, labor unions, and much more. Each chapter features a case study to introduce the reader to key topics and concludes with expert commentary and practical suggestions that can be used in the real world. Chapters also feature learning objectives, discussion points, and resources. Many examples and a number of sample forms and documents are included, drawn from the authors’ professional experiences, and supplemented with input from other experts.