These are a sampling of eBooks available from the library.
Negotiation Skills for Rookies
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For anyone who wants to develop negotiation skills and bargain more effectively! Part of the launch of a major new series - 'Rookies'- by Marshall Cavendish. Become skilled and knowledgeable in just one week- information and advice is straight to the point, fast to read and easy to digest. At all levels, negotiation is one of the most critical skills to have in business today. Written by an experienced practitioner and expert in the field. Whether you know it or not, negotiations are constantly taking place and thus form a critical part of work life. Negotiation is relevant to discussions between colleagues, people who do not know each other, in the same organisation or different ones and between people of different experience, background, nationality and outlook. The negotiating process involves balancing matters between two parties so that you not only get what you want, but get what you want in the best possible way. It is the art of concluding a deal, and the arrangement of all the elements that constitute that deal; the terms and conditions for instance in some business deals. It is a form of communication and, as such, it is an interactive process. This book sets out the essentials - what really matters - about the process. It examines the core techniques and practical, proven approaches that provide a basis for undertaking negotiation, and aims to make them understandable and manageable to use so that you can quickly put your rookie status behind you.
Negotiation at Work
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Success in business often hinges on good negotiation, and that takes advanced skills in listening, self-awareness, conflict resolution, assertiveness, and more. Negotiation at Work includes easy-to-use exercises to help you instill your employees with the confidence they need to become strong negotiators. Each activity includes a description, detailed directions, goals, additional resources, and trainer notes to guide your facilitation. Your team will learn how to plan effectively for a negotiation, ask the right questions, build trust, analyze each negotiation creatively, strategically frame each party's needs and interests, successfully negotiate with difficult people, and determine their own negotiating style. To instruct in the complicated subject of negotiation, mangers and trainers can't rely on simple pep talks or basic business strategy. Proven and powerful-- featuring transcripts from real negotiations, case studies, assessments, and even practice negotiation sessions--Negotiation at Work has everything you need to successfully train others up in skills that will lead to increased sales, big company savings, and control over their careers.
Managing the Human Factor
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Human resource departments are key components in the people management system of nearly every medium-to-large organization in the industrial world. They provide a wide range of essential services relating to employees, including recruitment, compensation, benefits, training, and labor relations. A century ago, however, before the concept of human resource management had been invented, the supervision and care of employees at even the largest companies were conducted without written policies or formal planning, and often in harsh, arbitrary, and counterproductive ways. How did companies such as United States Steel manage a workforce of 160,000 employees at dozens of plants without a specialized personnel or industrial relations department? What led some of these organizations to introduce human resources practices at the end of the nineteenth century? How were the earliest personnel departments structured and what were their responsibilities? And how did the theory and implementation of human resources management evolve, both within industry and as an academic field of research and teaching? In Managing the Human Factor, Bruce E. Kaufman chronicles the origins and early development of human resource management (HRM) in the United States from the 1870s, when the Labor Problem emerged as the nation's primary domestic policy concern, to 1933 and the start of the New Deal. Through new archival research, an extensive review and synthesis of the historical and contemporary literatures, and case studies illustrating best (and worst) practices during this period, Kaufman identifies the fourteen ideas, events, and movements that led to the creation of specialized HRM departments in the late 1910s, as well as their further growth and development into strategic business units in the welfare capitalism period of the 1920s. The research presented in this book not only uncovers many new aspects of the early development of personnel and industrial relations but also challenges central parts of the contemporary interpretation of the concept and evolution of HRM. Rich with insights on both the present and past of human resource management, Managing the Human Factor will be widely regarded as the definitive account of the early history of employee management in American companies and a must-read for all those interested in the indispensable function of managing people in organizations.
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