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 Business Education Studies Voted the Number 1 company to work for in 2009 by Fortune magazine, NetApp has successfully navigated through every major cycle in business: from the frenetic mentality of a startup, through the tumultuous period of the dot-com boom and bust, and finally to the relative stability of a mature enterprise organization. The company’s core values of candor, integrity, teamwork, and simplicity not only contributed to Fortune’s ranking, notes Dave Hitz, but also helped it transition through these growth phases—and thrive. To survive and grow through business cycles, NetApp transformed itself from a technology startup into an enterprise vendor, diversifying in both products and customers. Now, in setting a strategic course and planning for future growth, Hitz uses a habit he developed of visualizing “the future as history.” Describing the future in the past tense, including the real steps needed to get there, helps prepare the company and employees for the inevitable transformations to come. Dave Hitz and James Lau founded NetApp in 1992, and as executive vice president, Hitz is responsible for the future strategy and direction of the company. Earlier, Hitz worked at Auspex Corporation and MIPS Computer. Before his career in IT, Hitz worked as a cowboy, getting valuable management experience by herding and branding cattle. He holds a BS in computer science and electrical engineering from Princeton University.
 Within all levels of every organization, each one of us has the opportunity to be a leader and a role model. Through our efforts, we can significantly encourage the success and productivity of those around us. But such influence takes work, especially if you want to leave a lasting impact. Based on 25 years of research, Jim Kouzes explores the tough and often ambiguous issues that today's leaders must grapple with, including how you can't take trust for granted, why failure should always be an option, and how to liberate the leader in everyone. Kouzes explains that leadership is personal—that the people you lead need to know who you are and what you care about before they can follow you. He acknowledges that this closeness may feel risky, but in the end, it makes the task a bit easier when you have to give the bad news as well as the good. In this informative and motivating talk, Jim shares his conviction that we all want to live a life of significance, and he reminds us that the legacy we leave is the life we lead. $129.99 [Add to Cart] An increasing trend in businesses today is to prove to stakeholders it operates as a good corporate citizen. In order to achieve this, businesses are developing key policies and practices centering around business ethics and socially responsible management. This program explores the practical ways organizations are integrating business ethics and social responsibility into all aspects of its operations. In addition it examines the structure and purpose of the Corporate Responsibility Index (CRI) as a means of benchmarking corporate responsibility.
 1. Seven common strategic errors that lead to business failure. 2. Why bad strategies happen to good people. 3. How to encourage devil’s advocacy before it’s too late. While we are inspired by business success stories, we are educated by business failures. Chunka Mui and Paul Carroll researched 750 of the most significant business failures of the past quarter-century and found the Number 1 cause of failure was not sloppy execution, poor leadership or bad luck. It was, instead, misguided strategy. Mui gives examples of the seven most common strategic failure patterns: illusions of synergy, misjudged adjacencies, faulty financial engineering and others. He explains that each pattern has predictable red flags. Human beings are hard-wired for bad decision making in complex situations, notes Mui. We hone in on answers before examining all the facts, and then seek evidence to confirm our answers. We are adversely influenced by emotion, loyalties, and group think. However, decision making can be improved when we encourage conflict and question our assumptions. A devil’s advocate review should be built in early to the strategy process, and again at the key design stages and when near completion for a last chance to review the full strategy. Chunka Mui is a fellow with Diamond Management & Technology Consultants and a partner with Cornerloft Partners, LLC. He co-authored with Larry Downes “Unleashing the Killer App, Digital Strategies for Market Dominance,” and co-authored with Paul Carroll “Billion Dollar Lessons.” He holds a BS in Computer Science and Engineering from Massachusetts Institute of Technology.
This NewsHour program scrutinizes the state of business ethics in an America riddled with financial fraud. In segment one, correspondent Paul Solman and Columbia Business School’s Barbara Toffler cite Arthur Andersen and Stew Leonard, Sr., as examples of ethics gone awry. Segment two gathers the opinions of veteran business journalists Adam Smith, Carol Loomis, Allan Sloan, Jim Grant, and Andrew Tobias on the practices of Enron, Tyco, Morgan Stanley, and Merrill Lynch. And, after summarizing the evolution of compensation models in the stock analysis industry, segment three examines the conflicts of interest that have led investment stock analysts astray. (36 minutes)
 This curriculum fit program looks at the impact that e-business has had, and continues to have, on the operations of small and large businesses today. Featuring case studies of Snowgum and Wishlist, we explore what is e-business and how it is used, the potential pitfalls, and incorporating ICT into a business operation. This program is an ideal way to introduce e-business and provides an excellent base from which to explore further case studies.
 Today's leaders must connect with their audiences in substantive ways that go far beyond the giving of information. Leaders must be able to motivate audiences to commitment, not merely to compliance. Terry Pearce explores and demonstrates ways in which a leader can elevate a speech into a more powerful and ultimately productive experience—for the speaker as well as for the listener. Program Highlights
 This program looks at changes in the Human Resource Management (HRM) policy at ICI Australia. Examining two separate HRM policies changes - workplace culture reform and managing diversity - the program identifies the need for the changes, the features of the changes and their success. By studying two changes in the one organization, the program enables students to consider the inter-relationship of the need for, and the nature of the changes.
 David Bradford Scott Brady Rich, honest feedback is a critical part of your employees’ success, regardless of their rank in the company. It lets them know that you, their leader, care about their progress. So what exactly should be included in this feedback? Let employees know what they’re doing right, what still needs improvement, and what your specific expectations are. With an eye toward employee development, this feedback-positive approach can create learning opportunities and help revitalize your organization.
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If you don’t have quality employees, you won’t be able to put out a quality product. This can cut into the morale and output of your workers, as well as the profitability of the company. Teach your employees to take pride in their work, and that continuous growth should be more than just a goal, but an absolute priority.
 “The Fast Job Search Series” provides practical, proven and effective ways to land your next job fast. The Professional Fast Job Search Series includes 6 DVDs, 6 Audio CDs and 2 CDs. The following programs are part of the package: Interviewing for a Fast Job Search (DVD & Audio CD) will teach you proven, practical and effective methods that will help you in developing interviewing skills that get results so that you too can land that great job! (33 minutes) - Free Online Preview Resume for a Fast Job Search (DVD & Audio CD) shows step by step how to create a resume that works toward getting into that ideal job fast. (26 minutes) Free Online Preview Networking for a Fast Job Search (DVD & Audio CD) shows the best practices available to help job seekers to become great at Networking so they can land that great job! (33 minutes) Free Online Preview Negotiating for a Fast Job Search (DVD & Audio CD) will guide you thru the negotiating process and show you, step by step, how to negotiate the best possible deal into the next job. (22 minutes) Free Online Preview Search Strategies for a Fast Job Search (DVD & Audio CD) will show how to maximize each strategy by utilizing the right technique in order to achieve results. (23 minutes) Free Online Preview
21 Keys For a Fast Job Search (DVD & Audio CD) provides the most practical, proven and effective methods available today toward landing your next job as fast as possible. Whether you are currently unemployed or considering leaving your present job, these job search methods and strategies will help you not only find a job fast, but also help you find the job that is ideal suited for your next stage of life. (45 minutes) Free Online Preview
Cover Letter Templates & Sample CDs - These downloadable files will aid the job seeker in creating winning documents in a variety of situations.
Resume Templates & Sample CDs - This CD is full of different styles resumes in a variety of industries.
 In a business environment of fast-moving markets, global supply chains, and dynamic technologies, executing strategy is becoming increasingly difficult. How do you aim for a target that is constantly shifting—while standing on a platform that is constantly destabilized? Professor Levitt provides the answer: plan in detail only as far out as you can see; keep questioning your assumptions about your markets, resources, and competitors; and revise your rolling plan frequently as you track and resolve changing issues. Program Highlights
Dr. Levitt emphasizes the critical importance of aligning your organization’s structure and culture with your strategy. He describes business failures caused by product value differentiation in conflict with core organizational strengths, leading companies to invest heavily in projects that did not meet the demands of the marketplace or became outdated before they could be released. Duration:53 minutes (2008) Professor Levitt serves as Director of Stanford's Collaboratory for Research on Global Projects and as Academic Director of the award-winning Stanford Advanced Project Management executive program.
Managing Change in Large OrganizationsRobert Bosch (Australia) is the first company to be endorsed by the Australian Conservation Foundation. This program explores the story behind the endorsement, examining Bosch's environmental management policies across a wide range of activities. Waste reduction, the re-use of materials, recycling inputs and products are now a natural part of management at Robert Bosch.
As the complexity of work increases, the range in productivity from the most productive worker to the least continues to broaden. Leaders must therefore hold their teams accountable for results; emphasize training and skill development; and provide the tools necessary to excel. A principal authority on high-performance systems, Zenger provides fifteen practical suggestions to help your organization develop an environment that encourages your workforce to flourish. $129.99 [Add to Cart]Good managers, wanting to do the right thing, often miss the boat when it comes to getting the best out of a diverse workforce. Not wanting to offend, they choose peace over honest feedback, thereby limiting their people's potential. Not understanding what motivates each individual, they offer incentives that are not meaningful, or "encouragement" that backfires and alienates their staff. Doug Harris has spent his career discovering what it takes to start the dialogue and establish parameters for healthy debate. He explains the steps for reaching awareness, managing biases, and "doing unto others as they want to be done unto." He encourages us to expand our network, explore cultural events, and study up. By bringing different people to the table, different questions get asked. This leads to innovation, better solutions and an empowered, involved workforce. $129.99 [Add to Cart]Recognizing that the status quo was riskier than radical change, Mary Cranston spearheaded the merger of two 125-year-old law firms that were historic market leaders in their respective birthplaces: San Francisco and New York. In response to new technology and a climate of deregulation, their corporate clients were going global and they had to do the same. Cranston explains how the merger of Pillsbury Madison & Sutro with Winthrop Stimson Putnam & Roberts allowed them to become an international force in their industry virtually overnight. $129.99 [Add to Cart]Individuals in positions of power can be seen to exhibit behavior that is idiosyncratic, and at times even contrary to reason. Dr. Gruenfeld explains how the lack of consequences for their actions can allow powerful people to make serious errors in judgment that have far-reaching impacts on themselves and on their organizations. Her research explains the psychological effects of power: single-mindedness in decision making, an orientation to action, disinhibition, and depersonalization of others. Although many positive results come from having power, leaders (and their direct reports) can benefit from an awareness of the risks. Wise organizations establish checks and balances that provide protection from abuses of power and thereby circumvent potentially disastrous consequences. $129.99 [Add to Cart]Since its launch of the open-source Firefox web browser in 2004, Mozilla has captured 20% of worldwide market share with fewer than 200 employees, competing with Microsoft, a company nearly a thousand times larger. Mozilla achieved this by building upon the contributions of tens of thousands of coding volunteers around the world. Managing what Lilly describes as a “chaordic” business model—half chaos and half order—takes a continual balancing of competing forces. While an army of outsiders gives input through every means available, final decision making for the product build is not democratic, but handled only by code writers adept at engaging the army. The need to foster and support the community competes with the time needed to settle disagreements and clear up misunderstandings. And the poetry of inspiring thousands to contribute vies with the pragmatism of keeping the organization afloat. $129.99 [Add to Cart]Carol Dweck Professor, Stanford University
Program Highlights:
People are fairly evenly divided between those with either a growth or a fixed mindset about intelligence and talent. And leaders’ mindsets, Professor Dweck shows, influence their ability to grow on the job and to develop successful teams. Leaders with a growth mindset (who assume talents can be developed) place high value on learning, are open to feedback, and are confident in their ability to cultivate their own and others’ abilities. Leaders with a fixed mindset (who assume basic talents are carved in stone) place greater value on looking smart and are less likely to believe that they or others can change. How does this play out in an organization? Leaders who believe intelligence is static place little value in developing staff, and in turn foster a fixed mindset environment. However, leaders with a growth mindset value effort in developing abilities and thus evaluate and praise workers to create optimal motivation and teamwork. Mindsets can be taught, and Professor Dweck shares research in how fixed mindsets can be identified and changed to growth mindsets. DVD or video (51 minutes) $129.99 [Add to Cart]
Jacqueline Novogratz Amazingly, something as essential as clean water is more difficult to come by for two-thirds of the world’s population. People are made to pay more for basic life services while earning far less. Novogratz describes how you can put systems in place to start chipping away at this daunting problem. But doing your part in aiding the world’s poverty dilemma doesn’t mean that you aren’t allowed to make a profit. Learn about successful programs that have used established business techniques to produce quantifiable results in some of the world’s most destitute areas.
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