Ergebnis für "broken" in Arbeitsplatz- & Organisationsverhalten

Why is it that the CEO of Apple and JPMorgan two of the world’s biggest organisations are happy to defend their approach to DEI while others such as McDonald’s, Nissan, IBM and PepsiCo have all publicly rolled back theirs? In a world where countless organisations are attempting to navigate a DEI rollback or rebranding DEI to avoid the tough questions and scrutiny, Dawn Hurst and Craig Richards highlight a troubling trend, the hollow celebration of DEI initiatives that has ultimately led to a place where people believe WOKE IS BROKE.

Named one of Financial Times’s Best Books of 2025 New York Times reporter and bestselling author David Gelles reveals how Patagonia became a global leader in doing well by doing good and how other companies are adopting its principles. This is the inside story of one of the most extraordinary...

*A New York Times Critics' Best Book of 2018* *An Economist Best Book of 2018* *A Spectator Best Book of 2018* *A Mental Floss Best Book of 2018* An unprecedented history of the personality test conceived a century ago by a mother and her daughter--fiction writers with no formal training in...

The news media is replete with stories of corporate scandal, corruption, and misdeeds. The need for effective crisis management and corporate governance strategies has never been greater. Broken Business explains why corporate scandals happen, what to do when scandals arise in your company, and how to prevent their future occurrence.

Over the last four decades, debt, bankruptcy, and home foreclosures have risen to epidemic levels, and the personal savings rate has sunk dangerously low. Why, in the richest nation on Earth, can't Americans hold on to their money? First published in 2008, Stuart Vyse's Going Broke described the epidemic of personal debt that existed in the years leading up to the Great Recession and anticipated the home mortgage crisis that started it. Ten years later, this fully updated new edition tackles the post-recession era of economic recovery.

Karen Phelan is sorry. She really is. She tried to do business by the numbers-the management consultant way- developing measures, optimizing processes, and quantifying performance. The only problem is that businesses are run by people. And people can't be plugged into formulas or summed up in scorecards.