New Releases by David Ulrich

The author details some of the abusive experiences at the hands of his father that he had while growing up, such as being pushed backwards down a flight of stairs, only to receive more violence when he landed at the bottom of them. He tells what each of these experiences caused him to think about both himself, others, and society in general, such as "I''m of little or no value and expendable" and "no one is to be trusted." Having been an avid reader of neurobiology and psychiatry writings for several years now, the author also, in layman''s terms, explains how the wiring of the brain is connected differently in a person suffering from complex PTSD (the result of constant child abuse) from that of a well-raised person. Finally, the author asks parents to think carefully about how they treat their children, suggesting that they encourage them to develop according to their own interests, likes, and abilities, and that they provide their children with the resources necessary to further their interests and abilities. Child abuse is the #1 health crisis in America and the author is hoping that his books will reduce the numbers of abused children through parent awareness.

Zen Camera is an unprecedented photography practice that guides you to the creativity at your fingertips, calling for nothing more than your vision and any camera, even the one embedded in your phone. David Ulrich draws on the principles of Zen practice as well as forty years of teaching photography to offer six profound lessons for developing your self-expression. Doing for photography what The Artist’s Way and Drawing on the Right Side of the Brain did for their respective crafts, Zen Camera encourages you to build a visual journaling practice called your Daily Record in which photography can become a path of self-discovery. Beautifully illustrated with 83 photographs, its insights into the nature of seeing, art, and personal growth allow you to create photographs that are beautiful, meaningful, and uniquely your own. You’ll ultimately learn to change the way you interact with technology—transforming it into a way to uncover your innate power of attention and mindfulness, to see creatively, and to live authentically.

This book provides a leadership capital index, a thorough way of assessing how the quality of a company''s leadership impacts its value (e. g. like a Moody''s index for leadership). It offers an alternative to the instinctive and subjective approaches people have been forced to take in the past.

Max and Cheez are sibling kitties who stow away to follow their humans around the planet. Each stop, each country, is filled with adventures that help young readers and young read-to readers understand and enjoy the wonderful and diverse cultures of the world.

“This definitive work on HR competencies provides ideas and tools that help HR professionals develop their career and make their organization effective.” —Edward E. Lawler III, Professor, University of Southern California “This book is a crucial blueprint of what it takes to succeed. A must have for every HR professional.” —Lynda Gratton, Professor, London Business School “One single concept changed the HR world forever: ‘HR business partner’. Through consistent cycles of research and practical application, Dave and his team have produced and update the most comprehensive set of HR competencies ever.” —Horacio Quiros, President, World Federation of People Management Associations "Packed with facts, evidence, and prescriptive advice. It is about being a business leader first, and an HR professional second.” —Randy MacDonald, Senior Vice President, Human Resources, IBM Corporation "The concepts and competencies presented in this book provide HR leaders with new insights." —Gina Qiao, Senior Vice President, HR Lenovo “Powerful, relevant and timely! Defines "new HR" in a pragmatic way. This book is a must for leaders and HR folks who seek to create sustainable competitive advantage.” —Satish Pradhan, Chief, Group Human Resources, Tata Sons Limited “You can’t argue with the data! This book is a definitive and practical guide to learning the HR competencies for success.” —John Lynch, Senior Vice President, HR, General Electric “A must read for any HR executive. This research-based competency model is particularly compelling because it is informed by the perspective of non-HR executives and stakeholders.” —Sue Meisinger, Distinguished speaker and author, former CEO of SHRM "Read this book for a unique long-term perspective on where HR competencies have brought us and must take us in future." —John Boudreau, Professor, University of Southern California and Research Director, Center for Effective Organizations

Many people long to fulfill their creative potential yet don''t know how. Using the stream as a metaphor, author David Ulrich takes readers through the full range of creative activity and shows that creativity is accessible to everyone who wishes to nourish and develop their artistic spirit. In Part One, he explores the seven stages of the creative process, from Discovery and Encounter through Responsibility and Release. In Part Two, he discusses the three guiding principles of creativity. Each chapter in Part One includes questions, exercises, and suggestions to help readers achieve each step in the process. The book also includes anecdotes and quotations from many artists, writers, and scientists.

THE NEW YORK TIMES, WALL STREET JOURNAL, AND USA TODAY BESTSELLER! ADVANCE PRAISE FOR THE WHY OF WORK: "Principled, timely, and engaging, The Why of Work teaches that building a culture of abundance and common purpose is essential to organizational success." --Stephen R. Covey, bestselling author of 7 Habits of Highly Effective People "Will have a major impact on how individuals shape their attitude to work, how organizations create abundant cultures, and how leaders turn personal meaning into public good." --Jigmi Y. Thinley, Prime Minister of Bhutan "The Why of Work shows a better, different way to build and lead organizations. It is an insightful guide to how leaders can infuse meaning into their organizations." --Jeffrey Pfeffer, Professor, Stanford Graduate School of Business and author of Power: Why Some People Have It—and Others Don''t "This book brings the question ''why'' to the place in which we spend most of our adult lives, giving us insightful tools to help make a meaningful difference in people''s lives." --Don Hall, Jr., president and CEO, Hallmark Cards, Inc. "This is a must read for anyone who works, leads others at work, or works to build a supportive environment." --Beverly Kaye, founder/CEO, Career Systems International, and coauthor of Love ''Em or Lose ''Em: Getting Good People to Stay "The Why of Work opens the door to significant employee engagement. The alignment between company values and those of customers and communities can indeed give employees a sense of purpose while delivering great results to customers!" --Paula S. Larson, Chief HR Officer, Invesys "Blackstone has proved that finding superior leaders produces superior results. Dave Ulrich has brought this thinking to a new level at Blackstone. Every private equity investor and senior manager must read this book." --James Quella, Senior Operating Partner, The Blackstone Group According to studies, we all work for the same thing--and it''s not just money. It''s meaning. Through our work, we seek a sense of purpose, contribution, connection, value, and hope. Digging down to the meaning of work taps our resilience in hard times and our passion in good times. That''s the simple but profound premise behind this groundbreaking book by renowned management expert Dave Ulrich and psychologist Wendy Ulrich. They''ve talked to thousands of people--from rank-and-file workers to clients and customers to top-level executives--and synthesized major disciplines to identify the "why" behind our most successful experiences. Using the model of the "abundant organization," they provide you with the "how" to create meaning and value in your own workplace. Learn how to: Ask the seven questions that drive abundance Understand the needs of your customers and staff Personalize the work to motivate your employees Build and grow your business in any economy By following the Ulrichs'' step-by-step guidelines, you will set off a chain reaction of positive and enduring effects. Employees who fi nd meaning in their work are more competent, committed, and eager to contribute—and their contribution will result in increased customer commitment, which delivers a winning performance on the bottom line. The Why of Work includes targeted checklists, questionnaires, and other useful tools to help you turn aspirations into action. Using the proven principles of abundance, you can coordinate your needs with those of your employers, your employees, and your customers--and create a vision that resonates for years to come. When you understand why we work, you know how to succeed.

Meta-analysis is a tool used to combine the results from multiple studies into one comprehensive analysis. First developed in the 1970s, meta-analysis is a major statistical method in academic, medical, business, and industrial research. There are three traditional ways in which a meta-analysis is conducted: fixed or random effects, and using an empirical Bayesian approach. Derivations for conducting meta-analysis on correlations in the industrial psychology and organizational behavior (OB) discipline were reviewed by Hunter and Schmidt (2004). In this approach, Hunter and Schmidt propose an empirical Bayesian analysis where the results from previous studies are used as a prior. This approach is still widely used in OB despite recent advances in Bayesian methodology. This paper presents the results of a hierarchical Bayesian model for conducting meta-analysis of correlations and then compares these results to a traditional Hunter-Schmidt analysis conducted by Judge et al. (2001). In our approach we treat the correlations from previous studies as a likelihood, and present a prior distribution for correlations.

The journey of HR -- The state of the HR profession -- Credible activist -- Culture & change steward -- Talent manager/organization designer -- Strategy architect -- Operational executor -- Business ally -- Building an HR department -- Summary and implications.

This title answers one of the most timeless questions around leadership - what makes an effective leader? It presents the essentials of good leadership and shows how to develop these elements in oneself as well as in others.

Studies the stress states of a pin in a clevis assembly using the photoelastic three-dimensional stress freezing method.

leadership evaluate progress along the way, as a leadership brand is created and implemented."--BOOK JACKET.

What are the best practices for managers in the areas of 360-degree feedback, counterproductive behaviour, organizational downsizing, and teams?

The authors provide practical tools to build organizational capabilities, design HR strategy, and marshal resources that create value for customers, investors, executives, and employees.

"Structured like a multiple-choice quiz, this easy-to-read, easy-to-reference book will allow you to test your knowledge on people process issues and become more effective in designing HR initiatives." - cover.

"The Change Champion''s Fieldguide" contains successful tools, instruments, case studies, and models from the best in the industry that readers can apply for initiating and leading change within a social or organizational system.

Famous "Work-Out" change-management tool explained by the people who helped develop it. GE''s legendary Work-Out program played a key role in the company''s phenomenal success over the past decade and has been implemented in many other organizations. Now three executives and consultants who developed the original Work-Out approach at GEoften working directly with CEO Jack Welchdiscuss the inner workings of Work-Out and their experiences at successfully implementing the program at GE. Filled with effective assessment and decisionmaking tools, The GE Work-Out provides concrete and realistic guidance for anyone who wants to implement Work-Out and break down bureaucracy and hierarchy within an organization.

An ongoing study of some 3,000 firms is the basis for this measurement system for evaluating the role and value of the human resource department. The system is designed to embed human resources within a firm''s overall strategy and to manage the human resources architecture as a strategic asset. Examples from leading companies show how to develop and implement the system and how to link the human resources department''s results to measures, such as profitability and shareholder value, that line managers and senior executives can understand. Becker is professor and chair of organizations and human resources at the State University of New York-Buffalo. c. Book News Inc.

A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. Authors Ulrich, Zenger, and Smallwood--world-renowned experts in human resources and training--argue that it is not enough to gauge leaders by personal traits such as character, style, and values. Rather, effective leaders know how to connect these leadership attributes with results. Results-Based Leadership shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. The authors provide action-oriented guidelines that readers can follow to develop and hone their own results-based leadership skills. By shifting our focus to the connection between the attributes and the results of leadership, this perceptive new guide fundamentally improves our understanding of effective leadership. Results-Based Leadership brings a refreshing clarity and directness to the leadership discussion, providing a hands-on program to help executives succeed with their leadership challenges.

Tomorrow’s HR Management In the future, will human resource management emerge as an even more critical factor in developing and maintaining a company’s competitive edge, or will it become just one more outsourced function overseen by managers busy juggling several other responsibilities at the same time? Will HR departments buckle under the constant pressure to do more with less, or will inspired leaders develop practices that link HR to overall business strategies and improved organizational capabilities? Tomorrow’s HR Management is about creating the future right in your own company—adapting to meet the needs of your enterprise and the demands of a changing business environment. In this remarkably visionary volume, 48 of the most perceptive and imaginative HR executives, consultants, and scholars from around the world offer their views on the future of the field and prescribe courses of action that will help CEOs and HR managers shape that future. Each of the book’s six sections advocates a strategic goal designed to increase HR’s productivity, efficiency, and adaptability. Each chapter analyzes obstacles and formulates tactics designed to help reach these goals. This book helps HR managers and business leaders to: Manage HR like a business—define and deliver clear outcomes Play new roles in the competitive environment of the future Prepare for the future Build an infrastructure and discover how to measure progress Remember the human in Human Resources Go global through advances in technology Whether the future brings a steady and gradual curve of change or dramatic events that require drastic, overnight adjustments to radically new business environments, Tomorrow’s HR Management will help lead the way in meeting these challenges and can be used by anyone from the CEO to the newest HR professional to create a more competitive organization.

The author argues that the roles of human resource professionals must be redefined to meet the competitive challenges organizations face today and into the future. He provides a framework that identifies four distinct roles of human resource professionals: strategic player, administrative expert, employee champion, and change agent. He includes many examples to demonstrate that human resource professionals must operate in all four areas simultaneously in order to contribute fully. He urges a shift of these professionals'' mentality from "what I do" to "what I deliver" and makes specific recommendations for how individuals in human resources can partner with line managers to make organizations more competitive.

"This book is the first of two volumes intended to present a truer, far more complete portrait of Kahoʻolawe, one that reveals the current look and feel of the island as well as the story ot its past"--P. xvi.