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CleverCrypt Enhanced

Protect your files with incredible 1,280 bit military grade encryption, just by placing them into your encrypted CleverCrypt hard drive! Simply create a secure hard drive up to 40 GB and drag & drop your files for instant password protection and encryption. Even if your whole computer (or laptop) is stolen nobody will be able to access information inside your CleverCrypt drive without knowing your passwords...
Quantum Digital Security :: clevercrypt :: enhanced :: quantum :: digital :: security :: utilities :: security :: encryption :: clevercryptenhanced deluxe :: CleverCrypt Enhanced

 

From Trainingto Enhanced Workplace Performance

This product is a practical guide for managers, supervisors and trainers for turning training dollars into performance results. Many expensive and time-consuming training programs lead to disappointment when the expected organizational benefits do not materialize. This practical guide discusses the enhancers and inhibitors to improved workplace performance following training...
Business Performance Pty Ltd :: from :: trainingto :: enhanced :: workplace :: performance :: business :: performance :: pty :: ltd :: business :: finance :: personal :: info :: managers :: fromtrainingtoenhancedworkplaceper :: From Trainingto Enhanced Workplace Performance

 

An Introduction to Community Health- Web Enhanced

An Introduction to Community Health: Web Enhanced...
Jones -amp- Bartlett Publishers :: United States :: Public health :: Nursing - Home & Community Care :: Medical care :: Medical & Nursing :: Medical :: Health Care Issues :: Health Care Delivery :: :: An Introduction to Community Health- Web Enhanced

 

Level 5 Leadership- The Triumph of Humility and Fierce Resolve HBR OnPoint Enhanced Edition

4 stars (Nice Intro to Level 5) - This article is a nice insight into Jim Collin's theory on Level 5 leaders, and why they are important. But, without context to the rest of the book "Good to Great", the article lacks the punch that the book does. If you like what he writes about being a Level 5 leader, go buy the book! 4 stars (Good to Great - Level 5 leadership) - I found this research book by Jim Collins and his research team to be very insighful book with some interesting findings. The part of the research that interested me most was the Level 5 leadership styles of the good to great CEO's. I am not an individual that is at a point who understands the complexity of a CEO's thought's and idea's, however reading this book was not a difficult thing to understand...I was very impressed with how Jim Collins put together the foundation of this book into understandable terms, and was't trying to be too wordy! The flow of the chapters were easy to conceptualize, and the concepts themselves were not too difficult. 5 stars (Leadership to outperform the market) - Jim Collins operates a management research laboratory in Boulder, Colorado. Together with Jerry I. Porras he wrote the bestseller 'Built to Last' (1994). This article was published in the January 2001 issue of the Harvard Business Review. This article reports on the author's research into how good companies can become great ones. "We looked for companies that had shifted from good performance to great performance - and sustained it." Eventually, the research identified 11 good-to-great examples who on average outperformed the general stock market by 6.9 times for 15 years. (There is a sidebar explaining the research method.) According to the author and his research team all great companies had one thing in common: Level 5 leaders. "Level 5 leaders are a study in duality: modest and willful, shy and fearless." Level 5 leadership requires personal humility and personal will. But the author notes that it is not jus...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Jim Collins :: :: Level 5 Leadership- The Triumph of Humility and Fierce Resolve (HBR OnPoint Enhanced Edition)

 

e911Help- Enhanced 911 Call-Taking-Dispatching

e911Help is a 911 Call-Taking & Radio Dispatching software program designed primarily for law enforcement, security agencies, and other related businesses and agencies. e911Help is a significantly enhanced version of RAD Software's phenomenally successful "911Help" introduced in 1993...
RAD Software :: e911help :: enhanced :: 911 :: call-taking-dispatching :: rad :: software :: business :: finance :: applications :: e911help-enhanced911call-taking-dispatching deluxe :: e911Help- Enhanced 911 Call-Taking-Dispatching

 

What Makes a Leader- HBR OnPoint Enhanced Edition

5 stars (The five components of emotional intelligence) - Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University. He is the author of the bestsellers 'Emotional Intelligence' (1995) and 'Working with Emotional Intelligence' (1998). This article was published in the November-December 1998 issue of the Harvard Business Review. "... most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence." Thankfully, according to the author, people can develop their emotional intelligence. In this article the author discusses the five components of emotional intelligence: (1) self-awareness, (2) self-regulation, (3) motivation, (4) empathy, and (5) social skill. Each of these components are discussed in detail and complemented with examples. In addition, the author complements this with a discussion on whether you can learn emotional intelligence: "It's important to emphasize that building one's emotional intelligence cannot - will not - happen without sincere desire and concerted effort." Nice, clear article on the softer side of leadership. The author explains that leadership is not just built on IQ and technical ability, but needs a healthy proportion of emotional skills. Readers have the choice to continue with Daniel Goleman's books or his 2000-article 'Leadership that Gets Results'. The author has a understandable US-English writing style. 5 stars (The impact of emotional intelligence on leadership) - Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations at Piscataway, New Jersey, and author of 'Emotional Intelligence' (1995) and 'Working with Emotional Intelligence' (1998). This 1998 Harvard Business Review article is based on research into effective leadership at 188 companies. According to the author IQ and technical skills are important, but emotional intelligence is the...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Daniel Goleman :: :: What Makes a Leader- (HBR OnPoint Enhanced Edition)

 

Management Time- Who-s Got the Monkey- HBR OnPoint Enhanced Edition

1 stars (Useless) - As one who attended one of Oncken, Jr's seminars, and found that his instruction had a major positive impact on the effectiveness of management at all levels, this brief piece isn't even a good "Reader's Digest" version. Also, Covey's comentary shows that he never gained the original Oncken message. Oncken's message, properly put into action, was the essence of affective empowerment. Please refund my seven bucks for this useless pamphlet. 5 stars (How to manage time and delegate effectively) - William Oncken Jr. was chairman of the William Oncken Corporation until his death in 1988; Donald L. Wass was president of the William Oncken Corporation Company of Texas when the article first appeared. He now heads the Dallas-Fort Worth region of The Executive Committee (TEC), an international organization for presidents and CEOs. This Harvard Business Review Classic article was originally published in the November-December 1974 issue. This On-Point version was reissued in November-December 1999 and contains a retrospective commentary from Stephen R. Covey, author of 'The Seven Habits of Highly Effective People' (1989). The authors explore the meaning of management time as it relates to the interaction between managers and their bosses, their peers, and their subordinates. According to the authors most managers spend much more time dealing with subordinates' problems than they realize. Hence, the authors use the monkey-on-the-shoulder metaphor to examine how subordinate-imposed time comes into being and what the superior can do about it. "Get control over timing and content of what you do" is appropriate advice for managing time. First, the manager should enlarge his/her discretionary time by eliminating subordinate-imposed time. Second, the manager should use a portion of this newfound discretionary time to see to it that each subordinate actually has the initiative and applies it. Third, the manager should use another portion of the increased discreti...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Donald L Wass :: William :: Jr Oncken :: :: Management Time- Who-s Got the Monkey- (HBR OnPoint Enhanced Edition)

 

Developing Your Leadership Pipeline HBR OnPoint Enhanced Edition

Developing Your Leadership Pipeline (HBR OnPoint Enhanced Edition) ...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Robert M Fulmer :: Jay A Conger :: :: Developing Your Leadership Pipeline (HBR OnPoint Enhanced Edition)

 

The Real Reason People Won-t Change HBR OnPoint Enhanced Edition

The Real Reason People Won't Change (HBR OnPoint Enhanced Edition)...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Lisa Laskow Lahey :: Robert Kegan :: :: The Real Reason People Won-t Change (HBR OnPoint Enhanced Edition)

 

Strategy as Simple Rules HBR OnPoint Enhanced Edition

4 stars (Simple rules instead of positioning and core competencies?!?) - Harvard Business Review article, published in the January 2001 issue, by Kathleen Eisenhardt, Professor of Strategy and Organization at Stanford University, and Donald Sull, Assistant Professor at Harvard Business School. The authors start the article with describing the success story of Internet portal Yahoo! Some critize Yahoo for lacking a strategy altogether, but according to the authors Yahoo follows 'strategy as simple rules'. Strategy as simple rules and its underlying logic of pursuing opportunities are harder to see than traditional approaches. The authors compare the logic, steps, source of advantage, risks and performance goals between Michael Porter's positioning school, Hamel & Prahalad's competence/resource-based management, and 'strategy as simple rules', which works best in rapidly changing, ambiguous markets. "Managers using this strategy pick a small number of strategically significant processes and craft a few simple rules to guide them. The key strategic processes should place the company where the flow of opportunities is swiftest and deepest." The authors provide a useful table summarizing the types of simple rules for the different aspects of seizing opportunities (how-to, boundary, priority, timing, and exit rules). It is important that managers use the right number of rules, which should be between two and seven. Too few rules can result in ineffective execution of innovative ideas, too many rules can keep organization from competing effectively in turbulent markets. So where do these rules come from? In most cases, they grow out of experiences, especially mistakes. The authors use Yahoo!, Cisco, and Enron as examples. I had mixed feelings about the previous three HBR articles I read by Eisenhardt. However, I was looking forward to this article since the authors take on one the most daunting tasks in the field of strategic management: complementing Michael Porter's posi...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Donald Sull :: Kathleen M Eisenhardt :: :: Strategy as Simple Rules (HBR OnPoint Enhanced Edition)

 

What Is Strategy- HBR OnPoint Enhanced Edition

5 stars (The Single Best Article on Strategy: Must-read for Business Professionals) - If you are interested in strategy, you must read this article. It is the best article exploring strategy available. The title is somewhat misleading, as Porter does not simply "define" what strategy is. He also teaches the core elements to you. This article does not introduce all strategy frameworks; ie, there is no mention of the "Five Forces," "SWOT" analysis, or what have you. Instead, Porter focuses on the breakthrough approach used by modern companies such as SW Airlines, FedEx, and Wal-Mart: limiting the offer and focusing the value chain around a component that is truly unique from, and difficult to replicate by, existing competitors. Having studied the entire range of "business school strategies" within the context of an MBA program, I can assure you that what Porter illustrates within this article is truly the most important, cutting-edge material. If you read and absorb this article your knowledge of strategy will at least be equal to that of the typical MBA student, as this article is not required reading in most MBA programs. 3 stars (Don't buy from audible) - Don't buy the audio version from audible.com . Their programming skills are terrible. I could not download some of the books I bought, could not burn into cd the ones I could download, and forget about making it work with an mp3 player, unless you're lucky. I know about 5 people who bought stuff from there and only one had the luck of downloading a working file and burning it successfully to a cd. The quality of the narrations is awful, at least in the books I managed to hear (only on windows media player, nothing else worked). If you're used to books on cd or tape, you're up for a big disappointment buying from audible. On top of all that, they have the worst customer service I have ever witnessed. The site was not working right when I tried to purchase there for the first time. I sent them a message wi...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Michael E Porter :: :: What Is Strategy- (HBR OnPoint Enhanced Edition)

 

Six IT Decisions Your IT People Shouldn-t Make HBR OnPoint Enhanced Edition

5 stars (Advice to business execs: How to not let IT eat your company) - The core of this ten-page enhanced article from the Harvard Business Review is that companies which successfully manage their IT "generate as much as 40% higher returns" than do others. The authors claim that these successful companies are the ones whose business executives articulate a clear strategy for IT in six specific areas. This advice contrasts with the common wisdom that it is up to IT to "align their processes" with the business of the company. Without clear direction, IT directors push their staff to implement every technology that is considered standard for their industry. The result is a mishmash of expensive, generic systems that add little value to the company and an "overwhelmed and demoralized" IT department. The authors address the question of outsourcing in a side-bar. Since they have identified CEO's who abdicate their leadership role as the prime cause of ineffective IT, it's not surprising that companies who simply outsource the whole IT function are often "dissatisfied" with the results. Ross and Weill offer the surprising advice that it would be better to retain IT in-house and let IT executives decide which functions "don't matter" and can be cost-effectively subcontracted. The summary section in this enhanced article refers to "IT executives" who make "key decisions"; "IT people" who "shouldn't make decisions"; and an "IT department" to "blame" when an IT initiative fails. That confusion of terms may inadvertently say a great deal about the mismatch between external expectations of IT departments and their internal structure. The article provides the careful reader a great deal to think about. It offers a useful counterweight and complement to Nicholas Carr's HBR article, "IT Doesn't Matter". ...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Peter Weill :: Jeanne W Ross :: :: Six IT Decisions Your IT People Shouldn-t Make (HBR OnPoint Enhanced Edition)

 

Let-s Put Consumers in Charge of Health Care HBR OnPoint Enhanced Edition

5 stars (Consumer Control: An idea whose time has come...again) - The human & economic value of "consumer control" as a guiding light for efforts to put right a system that has gone very wrong is impossible to overestimate. This concept, whose origins are deeply rooted in the values of our nation, has served as the battle cry of the disability rights movement and is understood completely by anyone with a fraction of an ounce of business sense. ...
Harvard Business Review :: Entrepreneurship :: Business & Economics & Entrepreneurship :: Business & Economics :: Regina E Herzlinger :: :: Let-s Put Consumers in Charge of Health Care (HBR OnPoint Enhanced Edition)

 

IT Doesn-t Matter HBR OnPoint Enhanced Edition

4 stars (Very Thought Provoking) - This is a very good read - I think he has missed the point with his conclusions, but what he says is thought provoking none the less. Readers should follow the article up with a read of the book "IT Doesn't Matter - Business Processes Do". 4 stars (Comparing IT with previous broadly adopted technologies) - Nicholas G. Carr is Harvard Business Review's editor-at-large and writes for several leading business magazines/newspapers. This article was published in the HBR's May 2003-issue. As information technology's power and presence have expanded, companies have come to view it as a resource even more critical to their success. Since 1965, the capital expenditures of American companies on IT has risen from 5% to almost 50% (well over $2 trillion) each year. The attitude towards IT has also changed in this period, from proletarion tools to strategic tools. But Carr believes that IT is best seen as the latest in a series of broadly adopted technologies that have reshaped industry over the past two centuries. And although these technologies opened opportunities for forward-looking companies to gain real advantages, they become commodity inputs as their availability increases and their cost decreases. Building on comparisons that the impact of railways, the telephone, and electric power had on business, the author explains the coming implications for corporate IT management. He discusses the vanishing advantage of IT, the commodization of IT, and a more cautious approach toward IT in the years to come. Carr's advice for IT management is take a more defensive posture toward IT (spend less; follow, don't lead; and focus on vulnerabilities, not opportunities). Yes, a good article on the future of information technology. And although a good many people/companies will not like it, the author has a strong, somewhat negative, message. Based on the histories of previous technologies Carr believes that IT management should become boring, with a fa...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Nicholas G Carr :: :: IT Doesn-t Matter (HBR OnPoint Enhanced Edition)

 

Turning Goals into Results- The Power of Catalytic Mechanisms HBR OnPoint Enhanced Edition

4 stars (Use catalytic mechanisms to build a company's wildest dreams) - Jim Collins operates a management research laboratory in Boulder, Colorado. Together with Jerry I. Porras he wrote the bestseller 'Built to Last' (1994), which he later followed-up with super-bestseller 'Good to Great' (2001). This article was published in the July-August 1999 issue of the Harvard Business Review. Most executives have a big, hairy, audacious goal (BHAG). So what is a BHAG? It has a long time frame (10-30 years or more); it is clear, compelling, and easy to grasp; and it connexts to the core values and purpose of the organization. In order to reach their BHAGs, executives write vision statements, deliver speeches, launch change initiatives, formalize rules and checklists, etc. But most executives never realize their ambitious dreams. However, the author believes that catalytic mechanisms can help organizations turn goals into results. "Catalytic mechanisms are the crucial link between objectives and performance; galvanizing, non-bureaucratic means to turn one into the other." Catalytic mechanisms share five distinct characteristics: 1. It produces the desired results in unpredictable ways; 2. it distributes power for the benefit of the overall system; 3. it has teeth; 4. it ejects viruses; and 5. it produces an ongoing effect. This sounds simple, but it is not. Collins provides us with some principles that can support the process of building catalytic mechanisms. But be aware, developing a set of catalytic mechanisms is an ongoing process, an ongoing discipline, and a habit of mind and action. "BHAG are a company wildest dreams. Catalytic mechanisms are their foundations. Build them both." Yes, a nice article based on the author's book 'Built to Last' (1994). Collins' advice sounds very simple, but it is not that simple is practice. Just look around you, how many times have we seen great leaders and executives fail in reaching their dreams. However, the article makes us think ab...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: James C Collins :: :: Turning Goals into Results- The Power of Catalytic Mechanisms (HBR OnPoint Enhanced Edition)

 

Putting the Balanced Scorecard to Work HBR OnPoint Enhanced Edition

3 stars (The introduction of the balanced scorecard in companies) - This 1993 Harvard Business Review article, by Harvard Business School professor Robert Kaplan and David Norton, president of Nolan, Norton & Co., builds on their 1992 article 'The Balanced Scorecard: Measures that Drive Performance'. In that article, the authors made it possible for managers to express and measure operational performance. Acccording to the authors, the balanced scorecard is not a template that can be applied to businesses in general or even industrywide. Therefore, the authors introduce the use of the balanced scorecard within three companies in three different industries - Rockwater (subsea engineering and contruction company), Apple Computers (computers), and Advanced Micro Devices (semiconductors). The authors provide a step-by-step guide to building a balanced scorecard and explain very shortly the link between the balanced scorecard and external reporting. The article concludes with an interview with Larry Brady, executive vice president of FMC Corporation (diversified company in the US), who explains how their organization has implemented the balanced scorecard. I was disappointed by this article. The weakness in this article is that it is useless without reading the authors' first article on the balanced scorecard. In my opinion this article just provides the reader with examples of the introduction, implementation and use of the balanced scorecard within companies. Okay, the authors provide a useful step-by-step guide for building a balanced scorecard, but that does not make up for the lack of new information/knowledge on the subject. My advice: Get their first article 'The Balanced Scorecard: Measures that Drive Performance, and then read their 1996-article 'Using the Balanced Scorecard as a Strategic Management System' or their 1996-book 'The Balanced Scorecard: Turning Strategy into Action'. The article is written in simple US-English. 3 stars (The introduction of the bal...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: David P Norton :: Robert S Kaplan :: :: Putting the Balanced Scorecard to Work (HBR OnPoint Enhanced Edition)

 

Leading Change- Why Transformation Efforts Fail HBR OnPoint Enhanced Edition

5 stars (Make Change Irresistibly Attractive) - The leaders of some organizations have no idea how to make successful changes, and are likely to waste a lot of resources on unsuccessful efforts. Professor Kotter has done a solid job of outlining the elements that must be addressed, so now your organization will at last know what they should be working on. On the other hand, if you have not seen this done successfully before, you may need more detailed examples than this book provides or outside facilitators to help you until you have enough experience to go solo. I suspect this book will not be detailed enough by itself to get you where you want to go. Here's a hint: The Harvard Business Review article by Professor Kotter covers the same material in a much shorter form. You can save time and money by checking this out first before buying the book. I personally find that measurements are very helpful to create self-stimulation to change, and this book does not pay enough attention in that direction. If you agree that measurements are a useful way to stimulate change, be sure to read The Balanced Scorecard, as well, which will help you understand how to use appropriate measurements to make more successful changes. If you want to know what changes to make, this book will also not do it for you. I suggest you read Peter Drucker's Management Challenges for the 21st Century and Peter Senge's Fifth Discipline. Good luck! ...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: John P Kotter :: :: Leading Change- Why Transformation Efforts Fail (HBR OnPoint Enhanced Edition)

 

The Balanced Scorecard- Measures That Drive Performance HBR OnPoint Enhanced Edition

5 stars (The Best Way to Overcome Strategic Communications Stalls) - Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented. Much attention has been paid to devising better strategies, and little to implementing strategies. The big pay-off is in the implementation, and THE BALANCED SCORECARD hits a home run in showing how to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. THE BALANCED SCORECARD is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! 5 stars (Introduction into the Balanced Scorecard) - This 1992 Harvard Business Review article, by Harvard Business School professor Robert Kaplan and David Norton, president of Nolan, Norton & Co., was the introduction into the now world-famous Balanced Scorecard - there is now even a Balanced Scorecard website. This article was followed by several other HBR-articles and two books ('The Balanced Scorecard' and 'The Strategy-Focused Organization'). The main reason for the introduction of the balanced scorecard was that, in the authors' views, organizations only measured financial performance. There was too much emphasis on financial measures and not enough on operational performance. By complementing financial measures of past performance with the objectives and measures of financial, customer, internal business process, and learning and growth, managers are provided with a framework to translate a strategy into operational terms. The great thing about the balanced scorecard is that it minimizes information overload by limiting the number of measures. It forces ma...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: David P Norton :: Robert S Kaplan :: :: The Balanced Scorecard- Measures That Drive Performance (HBR OnPoint Enhanced Edition)

 

The Power of Talk- Who Gets Heard and Why HBR OnPoint Enhanced Edition

The Power of Talk: Who Gets Heard and Why (HBR OnPoint Enhanced Edition)...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Deborah Tannen :: :: The Power of Talk- Who Gets Heard and Why (HBR OnPoint Enhanced Edition)

 

Having Trouble with Your Strategy- Then Map It HBR OnPoint Enhanced Edition

4 stars (good stuff) - If you need more check out www.antiventurecapital.com for startup manual for entrepreneurs who are unable or unwilling to tap venture capital. 4 stars (Great for a Quick Study of Mapping) - No, this is not an intense study of mapping, but if you're interested in gaining a quick overview of the concept so you can participate in a strategic mapping initiative, this article will help prepare you for the process. Also very useful as a visual reference aid while working through a more thorough publication such as "Strategy Maps" by Kaplan and Norton. For $7, I felt it a worthwhile purchase. However, there was a technical glitch. When I downloaded it, the article came up within IE6 and Adobe Acrobat. My printer was at the office and the File, Save menu options were greyed out. I didn't want to lose the article, so I clicked to Explorer in WinXP, located the LocalSettings folder and from there the TemporaryInternetFiles folder, sorted by size, and there it was - approx 3,500K. I copied and pasted into MyDocuments folder and it appeared with the proper name. I included this in my review in case you experience a similar problem. 4 stars (Fast, good strategy information) - If you want some quick, inexpensive info on strategy to help you on a project or schoolwork, or just for professional interest, this is great. It takes seconds to download and you can print and read on the bus! ...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: David P Norton :: Robert S Kaplan :: :: Having Trouble with Your Strategy- Then Map It (HBR OnPoint Enhanced Edition)