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Helping People Adapt: Strategies to Reduce Stress and Anxiety
by Harvard Business Review PressWorkplace change often brings with it turmoil and stress as people begin to acclimate to the new environment. A good manager alone may not be capable of restoring morale companywide, but as this chapter notes, he or she can help to reestablish a productive frame of mind once a change program has been implemented.
Helping People Help Themselves: From the World Bank to an Alternative Philosophy of Development Assistance
by David EllermanDavid Ellerman relates a deep theoretical groundwork for a philosophy of development, while offering a descriptive, practical suggestion of how goals of development can be better set and met. Beginning with the assertion that development assistance agencies are inherently structured to provide help that is ultimately unhelpful by overriding or undercutting the capacity of people to help themselves, David Ellerman argues that the best strategy for development is a drastic reduction in development assistance. The locus of initiative can then shift from the would-be helpers to the doers (recipients) of development. Ellerman presents various methods for shifting initiative that are indirect, enabling and autonomy-respecting. Eight representative figures in the fields of education, community organization, economic development, psychotherapy and management theory including: Albert Hirschman, Paulo Freire, John Dewey, and Søren Kierkegaard demonstrate how the major themes of assisting autonomy among people are essentially the same. David Ellerman is currently a Visiting Scholar in the Economics Department at the University of California at Riverside.
The Helping Relationship: Process and Skills
by Lawrence M. Brammer Ginger MacdonaldThe Helping Relationshipis a book for learning and teaching basic philosophy, helping skills, and processes that are essential grounding for most professions and for all human-contact occupations. The Helping Relationship presents and illustrates skills in the order in which they are used in the helping process. The primary emphasis in the helping process is to promote self-help, such as coping competence, to solve one's own problems and draw on one's own inner strengths. For social workers, counselors, business managers, nurses and anyone involved in the helping professions.
Helping Soldiers Leverage Army Knowledge, Skills, and Abilities in Civilian Jobs
by Cate Yoon Ellen M. Pint Eric J. Duckworth Jeffrey B. Wenger Jonathan Welch Laura Werber Melissa A. Bradley Michael G. Shanley Nicole H. Curtis Tepring Piquado Trinidad BelecheThis report discusses the results of occupation surveys administered to soldiers in selected Army military occupational specialties (MOSs) to assess the level and importance of the knowledge, skills, and abilities needed in these MOSs and to develop better crosswalks between military and civilian occupations. The report identifies both a broader range of military-civilian occupation matches and higher-quality matches than existing crosswalks.
Helping the Federal Reserve Work Smarter
by Leonard Jay SantowFew presidents have sparked as much interest in recent years as Ronald Reagan. This biography finds Reagan's personal career and ability to understand and communicate with the American people admirable, but finds the long-term effects of his presidency harmful.
Helping the Groundswell Support Itself: The Payoff to Your Business of Enabling Customers to Support Each Other Using Social Technologies
by Josh Bernoff Charlene LiCustomer service call centers cost companies billions of dollars to run. Online support and outsourcing can help, but often at the cost of alienating customers. Now, the groundswell-the vast and ever-expanding community of social technology users-has given customers a whole new source of support: each other. And all you have to do is get out of the way. In this chapter, social media strategy leaders Charlene Li and Josh Bernoff show you three social technology applications that demonstrate people's basic human impulse to help others, even when those others are perfect strangers: support forums, wikis, and questions and answers. This chapter is about saving money and gaining insight by helping your customers support each other. Real-life case studies-specialized blogging system CarePages (for hospital patients and their families and friends), Dell's technical support forums, and BearingPoint's collaborative information-management wiki-will capture your imagination and demonstrate why you should view groundswell support communities as a powerful way not only to engage with your customers, but to collaborate with them and, ultimately, create better products. This chapter was originally published as Chapter 8 of "Groundswell, Expanded and Revised Edition: Winning in a World Transformed by Social Technologies."
Helpvertising: Content-Marketing für Praktiker (essentials)
by Jan Steinbach Michael Krisch Horst HarguthJan Steinbach, Michael Krisch und Horst Harguth zeigen, dass es beim Content-Marketing weniger um die Unterbrechung durch Werbung, sondern vielmehr darum gehen sollte, hilfreiche Inhalte mit Mehrwert zu entwickeln. ,Helpvertising' stellt dar, wie Sie diese Form des Marketings erfolgreich in Ihrer Unternehmenspraxis einsetzen können. Unterbrechende Werbung soll dazu dienen, die Aufmerksamkeit auf die Produkte und Leistungen zu lenken und ein Kaufbedürfnis auszulösen. Diese Form des Marketings ist für Kunden nicht sonderlich attraktiv und für Unternehmen immer ineffizienter. Im digitalen Zeitalter wollen Menschen zunehmend selbst entscheiden, ob, wo, wann und wie sie mit Unternehmen interagieren. Daher benötigen wir im Marketing eine neue Denkweise. Die Autoren nennen diesen Ansatz Helpvertising.
Helvetica and the New York City Subway System: The True Maybe Story
by Paul ShawThe original mosaics (dating from as early as 1904), displaying a variety of serif and sans serif letters and decorative elements, were supplemented by signs in terracotta and cut stone. Over the years, enamel signs identifying stations and warning riders not to spit, smoke, or cross the tracks were added to the mix. Efforts to untangle this visual mess began in the mid-1960s, when the city transit authority hired the design firm Uni-mark International to create a clear and consistent sign system.
Hemp Bound
by Doug FineThe stat sheet on hemp sounds almost too good to be true: its fibers are among the planet's strongest, its seed oil the most nutritious, and its potential as an energy source vast and untapped. Its one downside? For nearly a century, it's been illegal to grow industrial cannabis in the United States-even though Betsy Ross wove the nation's first flag out of hemp fabric, Thomas Jefferson composed the Declaration of Independence on it, and colonists could pay their taxes with it. But as the prohibition on hemp's psychoactive cousin winds down, one of humanity's longest-utilized plants is about to be reincorporated into the American economy. Get ready for the newest billion-dollar industry. In Hemp Bound:Dispatches from the Front Lines of the Next Agricultural Revolution, bestselling author Doug Fine embarks on a humorous yet rigorous journey to meet the men and women who are testing, researching, and pioneering hemp's applications for the twenty-first century. From Denver, where Fine hitches a ride in a hemp-powered limo; to Asheville, North Carolina, where carbon-negative hempcrete-insulated houses are sparking a mini housing boom; to Manitoba where he raps his knuckles on the hood of a hemp tractor; and finally to the fields of east Colorado, where practical farmers are looking toward hemp to restore their agricultural economy-Fine learns how eminently possible it is for this misunderstood plant to help us end dependence on fossil fuels, heal farm soils damaged after a century of growing monocultures, and bring even more taxable revenue into the economy than its smokable relative. Fine's journey will not only leave you wondering why we ever stopped cultivating this miracle crop, it will fire you up to sow a field of it for yourself, for the nation's economy, and for the planet.
Hengdeli: The Art of Coexistence
by Nancy Hua Dai Rohit DeshpandeIn October 2011, Zhang Yuping, founder and chairman of Hengdeli, the largest Swiss watch retailer in the world, wondered how to work more closely with its key suppliers-Swatch Group, Richemont Group, LVMH Group, and Rolex Group-to maintain strong growth in the Greater China region. Specifically, how could Hengdeli manage the relationship with these suppliers to ensure getting more supply in a market where demand outgrew supply? How could Hengdeli balance the needs of these competing suppliers without being overreliant on one or two suppliers? How could it continue to expand its retail network to enhance its value and position? How could Hengdeli rationalize the portfolio management to maximize the return in the long-term?
Hengdeli: The Art of Coexistence
by Nancy Hua Dai Rohit DeshpandeIn October 2011, Zhang Yuping, founder and chairman of Hengdeli, the largest Swiss watch retailer in the world, wondered how to work more closely with its key suppliers-Swatch Group, Richemont Group, LVMH Group, and Rolex Group-to maintain strong growth in the Greater China region. Specifically, how could Hengdeli manage the relationship with these suppliers to ensure getting more supply in a market where demand outgrew supply? How could Hengdeli balance the needs of these competing suppliers without being overreliant on one or two suppliers? How could it continue to expand its retail network to enhance its value and position? How could Hengdeli rationalize the portfolio management to maximize the return in the long-term?
Henk de Lange
by S. Borkus R. Messerschmidt C.J.M. van der Cingel D. E. Zwart Nicolien Van Halem J. Sevenhuijsen J.H. van MeterenZorgcategorie: verstandelijk gehandicaptenSetting: genormaliseerde woonvoorziening voor mensen met een verstandelijke handicapKorte inhoud: Henk de Lange woont in "De Klaver", een genormaliseerde woonvoorziening voor verstandelijk gehandicapten. Werken in zo'n woonvoorziening betekent dat je over verschillende competenties moet beschikken. Die variëren van huishoudelijke en verzorgende taken tot begeleiden en leidinggeven. Bij de oprichting van De Klaver dacht het team selfsupporting te kunnen zijn. Dat bleek, op basis van de groepssamenstelling, toch te hoog gegrepen. Nu maakt de groep gebruik van een aantal faciliteiten van de nabijgelegen zorginstelling. Toch blijft het voor het team een hele uitdaging om zo'n groot 'gezin' draaiende te houden. Van de verzorgende vraagt dit een planmatige en methodische aanpak, maar ook de nodige creativiteit.
Henkel: Building a Winning Culture
by Natalie Kindred Robert L. SimonsThis case illustrates a CEO-led organizational transformation driven by stretch goals, performance measurement, and accountability. When Kasper Rorsted became CEO of Henkel, a Germany-based producer of personal care, laundry, and adhesives products, in 2008, he was determined to transform a corporate culture of "good enough" into one singularly focused on winning in a competitive marketplace. Historically, Henkel was a comfortable, stable place to work. Many employees never received negative performance feedback. Seeking to overturn a pervasive attitude of complacency, Rorsted implemented a multi-step change initiative aimed at building a "winning culture." First, in November 2008, he announced a set of ambitious financial targets for 2012. As financial turmoil roiled the global economy, he reaffirmed his commitment to these targets, sending a clear signal to Henkel employees and external stakeholders that excuses were no longer acceptable. Rorsted next introduced a new set of five company values-replacing the previous list of 10 values, which few employees could recite by memory-the first of which emphasized a focus on customers. He also instituted a new, simplified performance management system, which rated managers' performance and advancement potential on a four-point scale. The system also included a forced ranking requirement, mandating that a defined percentage of employees (in each business unit and company-wide) be ranked as top, strong, moderate, or low performers. These ratings significantly impacted managers' bonus compensation. In late 2011-the time in which the case takes place-Henkel is well on its way to achieving its 2012 targets. Having shed nearly half its top management team, along with numerous product sites and brands, Henkel appears to be a leaner, more competitive, "winning" organization.
Henkel: Building a Winning Culture (B)
by Natalie Kindred Robert L. SimonsThis case, an update on "Henkel: Building a Winning Culture (A)," describes Henkel's strong performance against its tough 2012 objectives, as well as the new objectives CEO Kasper Rorsted set for 2016.
Henkel: Building a Winning Culture
by Natalie Kindred Robert L. SimonsThis case illustrates a CEO-led organizational transformation driven by stretch goals, performance measurement, and accountability. When Kasper Rorsted became CEO of Henkel, a Germany-based producer of personal care, laundry, and adhesives products, in 2008, he was determined to transform a corporate culture of "good enough" into one singularly focused on winning in a competitive marketplace. Historically, Henkel was a comfortable, stable place to work. Many employees never received negative performance feedback. Seeking to overturn a pervasive attitude of complacency, Rorsted implemented a multi-step change initiative aimed at building a "winning culture." First, in November 2008, he announced a set of ambitious financial targets for 2012. As financial turmoil roiled the global economy, he reaffirmed his commitment to these targets, sending a clear signal to Henkel employees and external stakeholders that excuses were no longer acceptable. Rorsted next introduced a new set of five company values-replacing the previous list of 10 values, which few employees could recite by memory-the first of which emphasized a focus on customers. He also instituted a new, simplified performance management system, which rated managers' performance and advancement potential on a four-point scale. The system also included a forced ranking requirement, mandating that a defined percentage of employees (in each business unit and company-wide) be ranked as top, strong, moderate, or low performers. These ratings significantly impacted managers' bonus compensation. In late 2011-the time in which the case takes place-Henkel is well on its way to achieving its 2012 targets. Having shed nearly half its top management team, along with numerous product sites and brands, Henkel appears to be a leaner, more competitive, "winning" organization.
Henkel Iberica (A)
by F. Asis Martinez-Jerez V. G. Narayanan Lisa BremIn 2002, Esteban Garriga, customer service director at Henkel Iberica, questions whether Collaborative Planning, Forecasting, and Replenishment (CPFR) would help manage retail promotions and limit their impact on the stock-outs and obsolete inventory. Describes the situation facing Henkel Iberica, the Spanish subsidiary of the German consumer products company Henkel KgaA, with respect to the management of retail promotions. The increasing number of promotions and the complexity of the company portfolio seriously taxed Henkel Iberica's sales, production, and distribution systems. Many in the organization believed the company should abandon or cut back promotions and adopt an everyday low pricing strategy. Garriga believes the solution to be in CPFR. Describes Henkel Iberica's operations and provides the necessary background to discuss whether CPFR is the adequate solution for its problems.
Henkel KGaA: Detergents Division
by David J. ArnoldHenkel has to decide whether to replace its strong local detergent brands in Italy and Spain with its leading international brand, Persil. It faces pressure from retailers for international brand standardization. Its competitors, including P&G and Unilever, are consolidating their portfolios around a few global "power brands."
Hennes & Mauritz, 2000
by Galen Danskin John R. WellsIn 2000, Hennes & Mauritz (H&M) was the second-largest and most global player in the fashion retail business. It operated 682 stores, 80% of them outside its home country of Sweden, and achieved revenues of $3.0 billion and operating profits of $375 million. In 1999, when H&M announced plans to enter the U.S., sales had grown 20% per year and operating profits, 30%, for a decade. After the August announcement of U.S. expansion plans, its share price hit a record $35 (a P/E of over 90). But the new millennium brought challenges and uncertainty. In March 2000, the first nonfamily CEO, Fabian Mansson, resigned after only two years at the helm and the company issued a profits warning. In September 2000, H&M's share price closed at $18.68, a fall of nearly 50% from the prior year. Meanwhile Gap, the world's leading fashion retailer with revenues of $13.7 billion, was adding 600 stores a year and expanding into Europe from its U.S. base. Rolf Erikson, Masson's replacement, impressed few analysts and questions lingered about H&M's ability to maintain its rate of expansion. What did new CEO Rolf Erikson need to do to avert the threat from Gap and restore the company's fortunes?
Hennes & Mauritz, 2012
by Galen Danskin John R. Wells"In 2012, Hennes & Maurtiz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion and operating profits were $3.3 billion. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the past decade, H&M had passed Gap in sales, but the company had failed to keep up with Inditex's growth and its Spanish rival had larger sales and greater profitability than H&M. H&M had also lagged behind Inditex in supply pipeline speed, brand diversification, online retail presence, and expansion into China. Meanwhile, the world's leading hypermarket chains, including Wal-Mart and Tesco, were making significant headway in apparel and challenge H&M's basic clothing segment. In 2012, CEO Karl-Johan Persson, grandson of the company's founder Erling Persson, promised increased expansion into underdeveloped markets, a stronger push to online retailing, and the launch of a major new retail brand. Whether Persson's plans were enough to catch up with Inditex remained to be seen."
Henri Fayol, the Manager (Studies in Business History #6)
by Jean-Louis Peaucelle Cameron GuthrieHenri Fayol is one of the most important management theorists of the twentieth century. Guthrie and Peaucelle present a study of Fayol's management, comparing the theories set out in his book with his hands-on experience and practice. The first English translation of the third part of Industrial and General Management appears as an Appendix.
Henry A. Abbati: Selected Writings (Routledge Studies in the History of Economics #119)
by Serena Di GaspareHenry A. Abbati was not an economist by profession. After retiring from business, in 1924 he published his first book, The Unclaimed Wealth: How Money Stops Production in which he expounded his theory of ‘effective demand’ (terminology of his own) and its differences with respect to current theories on economic fluctuations. He was advocating public intervention in the economy in the crisis. His second book, The Final Buyer marshalled his criticisms of current theories and further clarified salient aspects of his theory, such as ‘saving’ and its various definitions, the working of the banking system, the interest rate and the role of public works as a means of reducing unemployment. Later work in the 30s and 40s looked at full employment, reflections on the economic crisis and further analysis of the concept of unclaimed wealth. In many ways Abbati’s work in the twenties was an important precursor to Keynes’ Treatise on Money, though despite being admired by Robertson and indeed Keynes, his work is today largely unknown and entirely ignored by the numerous authors who have examined the debate of the twenties and thirties on the crises and business cycles and by academic opinion in general. In this book, Di Gaspare restores Abbati’s position as a pioneer in macroeconomic theory with a selection of his writings and a far reaching introduction to his contribution to the history of economic thought.