Cultivating Personal and Organizational Effectiveness presents a holistic understanding of personal and organizational development. It builds on the African concept of personhood and community known as ubuntu and draws on insights from the wisdom contained in African proverbs. Malunga shows that the human spirit is the missing link or ingredient in most change efforts and initiatives. Most individuals and organizations are not able to surface, identify, and confront their shadows to enable lasting transformation because they do not go deep enough to touch and unleash the human spirit. Cultivating Personal and Organizational Effectiveness aims to raise the consciousness of the significance of the human spirit in personal and organizational development. The book discusses the concept and indispensability of the human spirit, the stages of spiritual development, ways to cultivate the human spirit, and the place of the human spirit in personal and organizational effectiveness.

Developing Competency to Manage Diversity is a learning tool to help people develop the competence to lead and work in groups and organizations which are socially and culturally diverse

Self-awareness is the bedrock of emotional intelligence that enables you to see your talents, shortcomings, and potential. But you won't be able to achieve true self-awareness with the usual quarterly feedback and self-reflection alone. This book will teach you how to understand your thoughts and emotions, how to persuade your colleagues to share what they really think of you, and why self-awareness will spark more productive and rewarding relationships with your employees and bosses. This volume includes the work of: Daniel Goleman Robert Steven Kaplan Susan David HOW TO BE HUMAN AT WORK. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Praise for Developing Talentfor Organizational Results "Elaine Biech brings together some of the 'royalty' of American corporations and asks them to share their wisdom in increasing organizational effectiveness. In 46 information-filled chapters, these 'learning providers' don't just sit on their conceptual thrones; they offer practical advice for achieving company goals and the tools to make it happen."—Marshall Goldsmith, million-selling author of the New York Times bestsellers, MOJO and What Got You Here Won't Get You There "Recruiting, developing, inspiring, engaging, and retaining your talent are critical to the growth and success of all organizations. Developing Talent for Organizational Results is a rich resource that can help you cultivate your most precious resource."—Tony Bingham, CEO & President ASTD and Co-author of The New Social Learning "Hiring and developing talent is the area that I am most passionate about. . . . Developing Talent for Organizational Results covers all the important topics, uses multiple experts, and supports learning with ready-to-use tools to develop talent in your company. It is like having a million-dollar consultant sitting on your book shelf!"—Mindy Meads, former CO-CEO Aéropostale and former CEO/ President Lands' End The best companies win with highly talented, highly committed employees—hiring and developing the best talent is essential. In Developing Talent for Organizational Results, Elaine Biech brings together the work of many of the most renowned learning providers in the world—all of them members of ISA: The Association of Learning Providers. Filled with a treasure-trove of consulting advice from The Ken Blanchard Companies, DDI, Forum, Herrmann International, Bev Kaye, Jack Zenger, and others, this book delivers the answers you want to improve leadership, management, and communication skills; address training, learning, and engagement issues; and shape the culture and care for your customers to achieve desired results.

There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so. The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence-based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle). This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever.