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Título : The Agile Consultant : Guiding Clients to Enterprise Agility Tipo de documento: documento electrónico Autores: Rick Freedman ; SpringerLink (Online service) Editorial: Berkeley ; New York : Apress Fecha de publicación: 2016 Número de páginas: XIX, 233 p. 11 illus., 7 illus. in color Il.: online resource ISBN/ISSN/DL: 978-1-4302-6053-0 Idioma : Inglés (eng) Palabras clave: Business Project management Success in business Careers Employees Coaching of Management information systems and Mangagement Software Clasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Resumen: Learn the agile philosophy of lean processes, incremental delivery, deep client participation, decentralized authority, and just-in-time planning to bring speed, creativity, empowerment and increased productivity to product development. This book is your guide to becoming the go-to advisor for the enterprise agile transition. Many organizations have brought in agile coaches and achieved great progress in software development productivity, only to find teams slipping back into old methods as they encounter enterprise resistance and dysfunction. The consultative skills required to engage at the enterprise level differ greatly from those needed to coach teams in agile practices. Agile coaches and consultants need to up their game to successfully partner with executives, managers, and PMOs to evolve from traditional methods to a lean, agile mindset. The Agile Consultant, by former Intel Worldwide Project Management Director and agile expert Rick Freedman, author of Amazon best-seller The IT Consultant, shows how to overcome transition challenges and move beyond team-level practice coaching to guide the entire organization to enterprise agility. The Agile Consultant explains not only the basics of agile thinking, but also how to: Instill effective agile practices across the enterprise Coach teams, managers, and executives in learning, adopting, and practicing lean and agile strategies Diagnose the roadblocks and obstacles most organizations encounter during the transition to agile Use recognized change-management techniques to guide the enterprise to agility while minimizing disruption and resistance Navigate the many challenges that can derail the transition to agility Demonstrate the critical mix of facilitation, interpersonal, and relationship skills to help organizations succeed with agile Guide the corporate culture toward agility from the top down and the bottom up Evolve from old school project management thinking to a lean, agile mindset Agile methods are displacing traditional, process-heavy project management techniques, and are poised to migrate from software development to the rest of IT, and to the entire enterprise. Agile's rapid adoption proves a simple truth: agility works! Agile methods are here to stay, and will continue to expand within the organization. Enterprises are rapidly moving beyond agile development to agile IT, agile marketing, and agile strategic planning. Enterprises need agile coaches and consultants to guide them towards achieving the benefits of agility Nota de contenido: Part I: What Is Agile Consulting -- Chapter 1: The Agile Consultant -- Chapter 2: Agile Evolution: More than Methodology -- Chapter 3: The EVOLVE Framework for Agile Evolution -- Part II: The EVOLVE Agile Consulting Framework -- Chapter 4: Explore and Engage -- Chapter 5: Visualize Success -- Chapter 6: Observe and Plan -- Chapter 7: Lead Teams to Agility -- Chapter 8: Visible Results -- Chapter 9: Evolve the Enterprise -- Part III: Engaging at Enterprise Level -- Chapter 10: Agile Strategy -- Chapter 11: The Leadership Commitment -- Chapter 12: The Agile Enterprise -- Chapter 13: The Agile Consulting Model -- Part IV: Running the Agile Consulting Practice -- Chapter 14: The Agile Consulting Skill Set -- Chapter 15: Agile Domain Expertise -- Chapter 16: Conclusion: Towards the Agile Enterprise -- Chapter 17: Appendix: The Roots of Agile: History and Background -- Chapter 18: Bibliography -- En línea: http://dx.doi.org/10.1007/978-1-4302-6053-0 Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=41449 The Agile Consultant : Guiding Clients to Enterprise Agility [documento electrónico] / Rick Freedman ; SpringerLink (Online service) . - Berkeley ; New York : Apress, 2016 . - XIX, 233 p. 11 illus., 7 illus. in color : online resource.
ISBN : 978-1-4302-6053-0
Idioma : Inglés (eng)
Palabras clave: Business Project management Success in business Careers Employees Coaching of Management information systems and Mangagement Software Clasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Resumen: Learn the agile philosophy of lean processes, incremental delivery, deep client participation, decentralized authority, and just-in-time planning to bring speed, creativity, empowerment and increased productivity to product development. This book is your guide to becoming the go-to advisor for the enterprise agile transition. Many organizations have brought in agile coaches and achieved great progress in software development productivity, only to find teams slipping back into old methods as they encounter enterprise resistance and dysfunction. The consultative skills required to engage at the enterprise level differ greatly from those needed to coach teams in agile practices. Agile coaches and consultants need to up their game to successfully partner with executives, managers, and PMOs to evolve from traditional methods to a lean, agile mindset. The Agile Consultant, by former Intel Worldwide Project Management Director and agile expert Rick Freedman, author of Amazon best-seller The IT Consultant, shows how to overcome transition challenges and move beyond team-level practice coaching to guide the entire organization to enterprise agility. The Agile Consultant explains not only the basics of agile thinking, but also how to: Instill effective agile practices across the enterprise Coach teams, managers, and executives in learning, adopting, and practicing lean and agile strategies Diagnose the roadblocks and obstacles most organizations encounter during the transition to agile Use recognized change-management techniques to guide the enterprise to agility while minimizing disruption and resistance Navigate the many challenges that can derail the transition to agility Demonstrate the critical mix of facilitation, interpersonal, and relationship skills to help organizations succeed with agile Guide the corporate culture toward agility from the top down and the bottom up Evolve from old school project management thinking to a lean, agile mindset Agile methods are displacing traditional, process-heavy project management techniques, and are poised to migrate from software development to the rest of IT, and to the entire enterprise. Agile's rapid adoption proves a simple truth: agility works! Agile methods are here to stay, and will continue to expand within the organization. Enterprises are rapidly moving beyond agile development to agile IT, agile marketing, and agile strategic planning. Enterprises need agile coaches and consultants to guide them towards achieving the benefits of agility Nota de contenido: Part I: What Is Agile Consulting -- Chapter 1: The Agile Consultant -- Chapter 2: Agile Evolution: More than Methodology -- Chapter 3: The EVOLVE Framework for Agile Evolution -- Part II: The EVOLVE Agile Consulting Framework -- Chapter 4: Explore and Engage -- Chapter 5: Visualize Success -- Chapter 6: Observe and Plan -- Chapter 7: Lead Teams to Agility -- Chapter 8: Visible Results -- Chapter 9: Evolve the Enterprise -- Part III: Engaging at Enterprise Level -- Chapter 10: Agile Strategy -- Chapter 11: The Leadership Commitment -- Chapter 12: The Agile Enterprise -- Chapter 13: The Agile Consulting Model -- Part IV: Running the Agile Consulting Practice -- Chapter 14: The Agile Consulting Skill Set -- Chapter 15: Agile Domain Expertise -- Chapter 16: Conclusion: Towards the Agile Enterprise -- Chapter 17: Appendix: The Roots of Agile: History and Background -- Chapter 18: Bibliography -- En línea: http://dx.doi.org/10.1007/978-1-4302-6053-0 Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=41449 Ejemplares
Signatura Medio Ubicación Sub-localización Sección Estado ningún ejemplar The Cambridge handbook of workplace affect (2020)
Título : The Cambridge handbook of workplace affect Tipo de documento: texto impreso Autores: Liu-Qin Yang, Editor científico Mención de edición: 1st ed Editorial: Cambridge ; Madrid ; London : Cambridge University Press Fecha de publicación: 2020 Número de páginas: XVI, 555 p. Dimensiones: 25 cm ISBN/ISSN/DL: 978-1-108-46378-2 Idioma : Inglés (eng) Materias: Gestión de personal
Psicología del trabajo
Recursos humanosClasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Nota de contenido: Bibliografía en cada capítulo e índice. Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=49395 The Cambridge handbook of workplace affect [texto impreso] / Liu-Qin Yang, Editor científico . - 1st ed . - Cambridge ; Madrid ; London : Cambridge University Press, 2020 . - XVI, 555 p. ; 25 cm.
ISBN : 978-1-108-46378-2
Idioma : Inglés (eng)
Materias: Gestión de personal
Psicología del trabajo
Recursos humanosClasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Nota de contenido: Bibliografía en cada capítulo e índice. Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=49395 Reserva
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Signatura Medio Ubicación Sub-localización Sección Estado 658.3 CAM Monografías Campus CES 1ª Planta CES En préstamo hasta 10/02/2023
Título : The discipline of teams Tipo de documento: texto impreso Autores: Jon R. Katzenbach, Autor ; Douglas K. Smith, Autor Editorial: Boston : Harvard Business School Press Fecha de publicación: 2008 Colección: Harvard Business Review Subcolección: Classics Número de páginas: V, 61 p. Dimensiones: 17 cm ISBN/ISSN/DL: 978-1-4221-7975-8 Nota general: Publicado originalmente en "Harvard Business Review" en Marzo de 1993 Idioma : Inglés (eng) Materias: Cultura empresarial
Gestión de personal
Trabajo en equipoClasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=38605 The discipline of teams [texto impreso] / Jon R. Katzenbach, Autor ; Douglas K. Smith, Autor . - Boston : Harvard Business School Press, 2008 . - V, 61 p. ; 17 cm. - (Harvard Business Review. Classics) .
ISBN : 978-1-4221-7975-8
Publicado originalmente en "Harvard Business Review" en Marzo de 1993
Idioma : Inglés (eng)
Materias: Cultura empresarial
Gestión de personal
Trabajo en equipoClasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=38605 Reserva
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Signatura Medio Ubicación Sub-localización Sección Estado 658.3 KAT dis Monografías Campus Pirineos Monografías Pirineos Disponible
Título : The End of the Job Description : Shifting from a Job-Focus to a Performance-Focus Tipo de documento: documento electrónico Autores: Tim Baker ; SpringerLink (Online service) Editorial: London : Palgrave Macmillan UK Fecha de publicación: 2016 Otro editor: Imprint: Palgrave Macmillan Número de páginas: X, 226 p Il.: online resource ISBN/ISSN/DL: 978-1-137-58146-4 Idioma : Inglés (eng) Palabras clave: Business Public relations Management Organization Planning Personnel management Office Behavioral economics and Human Resource Behavioral/Experimental Economics Corporate Communication/Public Relations Clasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Resumen: That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job? We need people to fulfil many different roles at work - yes the need to do their job, but they also need to contribute positive energy, collaborate, and take personal reasonability for innovation and personal development. How do they fit into a traditional job description? It is futile persevering with the job description borne out of the scientific management movement one hundred years ago. The world of work is vastly different to the assembly lines of the Ford Motor Company of the early twentieth-century. Building on the phenomenal success of The End of the Performance Review, Baker examines four essential 'Non-Job' roles that all employees must fulfil and shows how to create meaningful role descriptions that can help you recruit better people and enable them to deliver better results En línea: http://dx.doi.org/10.1007/978-1-137-58146-4 Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=41419 The End of the Job Description : Shifting from a Job-Focus to a Performance-Focus [documento electrónico] / Tim Baker ; SpringerLink (Online service) . - London : Palgrave Macmillan UK : Imprint: Palgrave Macmillan, 2016 . - X, 226 p : online resource.
ISBN : 978-1-137-58146-4
Idioma : Inglés (eng)
Palabras clave: Business Public relations Management Organization Planning Personnel management Office Behavioral economics and Human Resource Behavioral/Experimental Economics Corporate Communication/Public Relations Clasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Resumen: That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job? We need people to fulfil many different roles at work - yes the need to do their job, but they also need to contribute positive energy, collaborate, and take personal reasonability for innovation and personal development. How do they fit into a traditional job description? It is futile persevering with the job description borne out of the scientific management movement one hundred years ago. The world of work is vastly different to the assembly lines of the Ford Motor Company of the early twentieth-century. Building on the phenomenal success of The End of the Performance Review, Baker examines four essential 'Non-Job' roles that all employees must fulfil and shows how to create meaningful role descriptions that can help you recruit better people and enable them to deliver better results En línea: http://dx.doi.org/10.1007/978-1-137-58146-4 Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=41419 Ejemplares
Signatura Medio Ubicación Sub-localización Sección Estado ningún ejemplar
Título : The History of Human Resource Development : Understanding the Unexplored Philosophies, Theories, and Methodologies Tipo de documento: documento electrónico Autores: Matthew W. Gosney ; Claretha Hughes ; SpringerLink (Online service) Editorial: New York : Palgrave Macmillan US Fecha de publicación: 2016 Otro editor: Imprint: Palgrave Macmillan Número de páginas: IX, 190 p Il.: online resource ISBN/ISSN/DL: 978-1-137-52698-4 Idioma : Inglés (eng) Palabras clave: Business Management Personnel management Manpower policy Industrial Economics science and Human Resource Economics, general Development Innovation/Technology Clasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Resumen: The history of human resource development embraces humankind's investment in one another's skills, knowledge, and abilities. As the field transitions into a more mature discipline, there is a need to understand the philosophies upon which certain theories and methodologies are based. Providing a historical narrative of HRD from the beginning of human history through modern times, this book reveals the consistent interaction between the philosophies of the time, theories, and methods of people management and how these philosophies impact what is known as HRD today. Drs. Gosney and Hughes offer a robust examination of HRD and provide a methodology for critical thinking to better understand the theories and assumptions of the field. They provide a model whereby scholars and practitioners can better understand and evaluate modern HRD through the context of HRD history En línea: http://dx.doi.org/10.1057/9781137526984 Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=41349 The History of Human Resource Development : Understanding the Unexplored Philosophies, Theories, and Methodologies [documento electrónico] / Matthew W. Gosney ; Claretha Hughes ; SpringerLink (Online service) . - New York : Palgrave Macmillan US : Imprint: Palgrave Macmillan, 2016 . - IX, 190 p : online resource.
ISBN : 978-1-137-52698-4
Idioma : Inglés (eng)
Palabras clave: Business Management Personnel management Manpower policy Industrial Economics science and Human Resource Economics, general Development Innovation/Technology Clasificación: 658.3 Personal. Relaciones humanas en la empresa. Recursos Humanos Resumen: The history of human resource development embraces humankind's investment in one another's skills, knowledge, and abilities. As the field transitions into a more mature discipline, there is a need to understand the philosophies upon which certain theories and methodologies are based. Providing a historical narrative of HRD from the beginning of human history through modern times, this book reveals the consistent interaction between the philosophies of the time, theories, and methods of people management and how these philosophies impact what is known as HRD today. Drs. Gosney and Hughes offer a robust examination of HRD and provide a methodology for critical thinking to better understand the theories and assumptions of the field. They provide a model whereby scholars and practitioners can better understand and evaluate modern HRD through the context of HRD history En línea: http://dx.doi.org/10.1057/9781137526984 Link: https://biblioteca.cunef.edu/gestion/catalogo/index.php?lvl=notice_display&id=41349 Ejemplares
Signatura Medio Ubicación Sub-localización Sección Estado ningún ejemplar
PermalinkThe international journal of human resource management (1990-)
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