This comprehensive guide for management professionals discusses the IT-related legal ... more
issues faced by businesses on a daily basis. Legal concepts and terminology are notoriously difficult for non-specialists, especially in the fast-moving field of IT. This book explains, in plain English, the most relevant legal frameworks, with examples from actual case law used to illustrate the kinds of problems and disputes that most commonly arise. Contents include IT Contracts; Systems Procurement Contracts; Avoiding Employment Problems; Instructing an IT Consultant; Intellectual Property Law for Computer Users; Cloud Computing; Outsourcing; Source Code Escrow; Data Protection; Doing Business Online; Setting Up Joint Ventures; Freedom of Information; WEEE Regulations; Resolving Disputes.
This book is about overcoming the barriers to execution; the barriers that frustrate ... more
managers the world over as they see their plans and strategies undermined by poor execution.The author Graham Haines identifies 36 barriers to making it happen, explains why they occur and what to do about them. The book draws on the author's forty years of experience developing plans for others to implement and executing the plans of others.Barriers that are caused by inadequate planning, lack of alignment, inability to manage change and unenthusiastic employees are among those addressed.The book is packed with case studies and anecdotes from all over the world of what to do - and what not to do - to achieve "Execution to Die For"prehensive and wide ranging in its scope, "Execution to Die For" is a must-buy addition to any manager's toolkit.Haines on Planning"Planning and execution are not separate activities - the seeds of success in execution are sown the moment the planners sit down to plan"Haines on Employee Engagement"I believe Employee Engagement to be a misnomer. It should be Employer Engagement - it's the role of managers to engage with their employees, not the other way around"Haines on Managing Change"It may seem an obvious distinction but whereas planning is all about the analysis of environments, markets, products, IT, functions and processes; implementation is all about people"Haines on Teams"The primary benefit of teams is seen as enhanced organisational performance with the spin-off being quality of individual work life"Haines on Communication"Effective Communication is the Central Nervous System of any organisation. If it's damaged, paralysis is the result"
Information is widely regarded as the lifeblood of modern business, but organizations are ... more
facing a flood of threats to such 'intellectual capital' - from hackers, viruses and online fraud. This title is suitable to board members, executives, owners and managers of any business or organization that depends on information.
Do you feel you don't have enough time to manage your people? Do you avoid interacting ... more
with some employees because you hate the dreaded confrontations that often follow? Do you have some great employees you really cannot afford to lose? Do you secretly wish you could be more in control but don't know where to start? Managing people is harder and more high-pressure today than ever before. There's no room for downtime, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. Not only are they more likely to disagree openly and push back, but they also won't work hard for vague promises of long-term rewards. They look to you--their immediate boss--to help them get what they need and want at work. How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You "empower" employees by leaving them alone, unless they really need you. After all, you don't want to "micromanage" them and don't have the time to hold every employee's hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work . . . which leaves even less time for managing people . . . which opens the door for even more problems! In "It's Okay to Be the Boss," Bruce Tulgan puts his finger on the biggest problem in corporate America--an undermanagement epidemic affecting managers at all levels of the organization and in all industries--and offers another way. His clear, step-by-step guide to becoming the strong manager employees need challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly. Now that's how you set employees up for success and help them earn what they need. Tulgan opens our eyes to the undisciplined workplace that is overwhelming
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This comprehensive guide for management professionals discusses the IT-related legal issues faced by businesses on a daily basis. Legal concepts and terminology are notoriously difficult for non-specialists, but this book explains in plain English the most relevant legal frameworks and gives examples from actual case law.