Growth Leader Navigator Organizational Summary Report For: Sample Group

Transcription

1 For: Sample Group Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: 3 Self 3 Manager 5 Direct Report 2 Peer 2 Customer 4 Unclassified All rights reserved. Wilson Learning Worldwide Inc. owns all rights, including the rights to copyright in these materials. Wilson Learning is licensing these materials for the use by one individual only. No rights to produce, transfer, assign, or create derivative works based on these materials are granted without written permission of Wilson Learning Worldwide Inc. WLW NAVG002 Version /11 Date: 02/08/2013

2 Table of Contents Overall Summary 3 Strength and Opportunity Summary 4 Strengths Summary 4 Opportunities Summary 4 Behavioral Summary 5 Strength Behaviors 5 Opportunity Behaviors 7 Character 9 Social Character 9 Organizational Character 10 Personal Character Developing Employees 12 Motivating Employees 14 Communicating Vision & Purpose 15 Developing Structure and Processes 16 Understanding the Global Business 17 Knowing Own Organization 19 Managing Performance 21 Setting Employee Goals 23 Directing Outcomes 25 Delegating Decisions 26 Hiring & Staffing 28 Managing Budgets & Expenses 30 Demonstrating Interpersonal Versatility 31 Resolving Conflict 32 Negotiating 34 Persuading Others 35 Listening 36 Speaking Effectively 37 Leading Teams 38 Adapting to Cultural Differences 40 Page: 1

3 Understanding Business Issues 41 Making Decisions 43 Understanding Business Fundamentals 44 Developing Self 45 Curriculum Planning Report 46 Development Resources by Competency 47 Development Resources by Frequency 51 Glossary 56 Page: 2

4 Overall Summary Organization Overall Role Competency Visionary Developing Employees Motivating Employees Communicating Vision & Purpose Developing Structure and Processes Understanding the Global Business Knowing Own Organization Tactician Managing Performance Setting Employee Goals Directing Outcomes Delegating Decisions Hiring & Staffing Managing Budgets & Expenses Facilitator Demonstrating Interpersonal Versatility Resolving Conflict Negotiating Persuading Others Listening Speaking Effectively Leading Teams Adapting to Cultural Differences Contributor Understanding Business Issues Making Decisions Understanding Business Fundamentals Developing Self Page: 3

5 Strengths Summary t Developing Self t Delegating Decisions t Persuading Others Organization Overall Raters Percent of Opportunity Norm All Other Self All Other Self All Other Self Opportunities Summary t Developing Structure and Processes t Understanding Business Fundamentals t Knowing Own Organization Organization Overall Raters Percent of Opportunity Norm All Other Self All Other Self All Other Self Page: 4

6 Strength Behaviors Behavior (Competency) t Addresses both the strengths and weaknesses of options when recommending a position (Persuading Others) t Clarifies delegation parameters (for example: timeframes, deadlines, expenses, limits of authority) (Delegating Decisions) t Pays attention to how things are said by others (for example: tone, feelings, context, nonverbal cues) (Listening) t Deals effectively with government and regulatory agencies in various countries (Understanding the Global Business) t Recognizes when differences in communication style are impacting work relationships (Demonstrating Interpersonal Versatility) t Defines the full scope of the problem before taking action (Understanding Business Issues) t Uses opportunities for learning and self-development (Developing Self) t Communicates and documents performance expectations (Managing Performance) t Takes decisive action (for example: reassignment, demotion, termination) when performance expectations are not met (Managing Performance) Org. Overall - % Distribution Raters Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 5

7 Strength Behaviors Behavior (Competency) t Implements or recommends operational changes that will improve fiscal performance (Managing Budgets & Expenses) t Modifies or adapts solutions to problems to include cross-cultural perspectives (Adapting to Cultural Differences) t Checks for agreement and support for decisions or actions (Leading Teams) t Communicates concisely without jeopardizing the message's clarity (Speaking Effectively) t Makes timely decisions in spite of complexity, ambiguity, and uncertainty (Making Decisions) t Provides job performance advice to help others develop (Developing Employees) t Evaluates information before deciding on the best course of action (Understanding Business Issues) Org. Overall - % Distribution Raters Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 6

8 Opportunity Behaviors Behavior (Competency) t Ensures that employee goals are challenging, yet achievable (Setting Employee Goals) t Differentiates critical from non-critical issues in order to prioritize actions (Understanding Business Issues) t Works with employees to identify learning experiences (for example: training, on-the-job assignments, self-development) (Developing Employees) t Expedites action by understanding how decisions really get made (Knowing Own Organization) t Balances cost, quality, and urgency when making decisions or taking action (Managing Budgets & Expenses) t Demonstrates knowledge of strategic business plans and their key elements (Understanding Business Fundamentals) t Identifies job roles needed to accomplish strategic objectives (Developing Structure and Processes) t Understands how the organization's systems and processes support business operations locally and globally (Knowing Own Organization) t Addresses potential conflict before it escalates to negatively impact business operations (Resolving Conflict) Org. Overall - % Distribution Raters Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 7

9 Opportunity Behaviors Behavior (Competency) t Probes to understand unexpressed or poorly expressed thoughts (Listening) t Provides advice to help employees overcome organizational obstacles (Directing Outcomes) t Allows each employee or group to express their views and offer solutions (Resolving Conflict) t Uses negative consequences when necessary in order to change behavior (Motivating Employees) t Understands basic financial accounting concepts and data such as income statements, balance sheets, cash flow, inventory turn, and revenue projections (Understanding Business Fundamentals) t Provides on-the-job reinforcement for employee skills learned in training or development experiences (Developing Employees) t Stays informed about key competitors in different countries-their strategies, strengths, and weaknesses (Understanding the Global Business) t Emphasizes the importance of financial issues throughout the work group or organization (Managing Budgets & Expenses) Org. Overall - % Distribution Raters Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 8

10 Character Social Character t Integrity - Keeps organizational and personal promises and commitments t Compassion - Shows genuine concern for the welfare and feelings of others t Propriety - Demonstrates professional and culturally appropriate behavior when dealing with others t Values Diversity - Values diversity of race, gender, age, and cultural experiences and beliefs t Cooperative - Willingly offers to help, assist, or collaborate with others in accomplishing work goals t Accessible - Makes self easily accessible to others Org. Other - % Distribution Raters Overall Self Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 9

11 Character Organizational Character t Ethical - Maintains high ethical standards t Customer Focus - Acts to ensure a high level customer service t Leadership Courage - Maintains principles in the face of organizational or business challenges t Organizational Commitment - Supports the organization's decisions, goals, and values Org. Other - % Distribution Raters Overall Self Norm All Other Self All Other Self All Other Self All Other Self Page: 10

12 Character Personal Character t Risk Taking - Willing to take risk when doing so is in the best interest of the organization t Initiative - Recognizes when actions are needed and takes personal responsibility for getting them accomplished t Drive - Shows high levels of energy and focus when needed to reach high levels of performance t Sense of Urgency - Responds quickly to pressing organizational demands t Tenacity - Perseveres with an issue or problem until the matter is settled or the objective is no longer attainable t Resilience - Remains focused and productive in the face of pressure or set backs t Willingness to Adapt - Adjusts to new situations and work demands t Stress Management - Deals effectively with job-related stress for self and employees Org. Other - % Distribution Raters Overall Self Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 11

13 . Developing Employees t Works with employees to identify learning experiences (for example: training, on-the-job assignments, self-development) t Provides on-the-job reinforcement for employee skills learned in training or development experiences t Helps employees create and implement plans for skill development Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 12

14 t Provides job performance advice to help others develop Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 13

15 . Motivating Employees t Ensures that an employee's good performance will lead to rewards that are valued by the employee t Communicates the expectation that the employee is capable of successfully achieving the assigned objective t Uses negative consequences when necessary in order to change behavior Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 14

16 . Communicating Vision & Purpose t Articulates the organization's vision with excitement and passion t Helps others translate the organization's vision into executable strategies and plans t Ensures others see the progress made toward achieving the vision Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 15

17 . Developing Structure and Processes t Identifies job roles needed to accomplish strategic objectives t Ensures that work processes are sufficiently flexible to meet business needs t Recognizes when systems and processes interfere with achieving outcomes Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 16

18 . Understanding the Global Business t Stays informed about key competitors in different countries-their strategies, strengths, and weaknesses t Deals effectively with government and regulatory agencies in various countries t Considers differences in business practices when working with people from other countries or cultures Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 17

19 t Understands appropriate approaches for addressing customers' product and service needs in various global markets Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 18

20 . Knowing Own Organization t Comprehends the needs and interests of organizational stakeholders (for example: customers, employees, suppliers, owners) t Understands how the organization's systems and processes support business operations locally and globally t Demonstrates an awareness of the implications of decisions on other parts of the organization Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 19

21 t Expedites action by understanding how decisions really get made Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 20

22 . Managing Performance t Evaluates performance against objectives and goals t Communicates and documents performance expectations t Takes decisive action (for example: reassignment, demotion, termination) when performance expectations are not met Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 21

23 t Demonstrates fairness across employees when managing performance Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 22

24 . Setting Employee Goals t Ensures that employee goals are challenging, yet achievable t Ensures that employee goals are specific t Ensures that employee goals are observable and measurable Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 23

25 t Gains acceptance for goals and commitment to achieve them Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 24

26 . Directing Outcomes t Ensures that employees understand the relationship between outcomes, business objectives, and strategy t Permits employees the flexibility to determine the approach for achieving outcomes t Provides advice to help employees overcome organizational obstacles Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 25

27 . Delegating Decisions t Delegates decisions to the employees best qualified to make them t Clarifies delegation parameters (for example: timeframes, deadlines, expenses, limits of authority) t Accepts employee's decision, even when it differs from own Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 26

28 t Provides the employee with sufficient authority, resources, and support to implement the decision Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 27

29 . Hiring & Staffing t Assesses current and future staffing needs of the business unit t Makes sound hiring decisions by matching the job's requirements to the individuals' capabilities t Seeks input from others when making critical hiring decisions Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 28

30 t Identifies internal talent that could fill higher-level positions Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 29

31 . Managing Budgets & Expenses t Balances cost, quality, and urgency when making decisions or taking action t Emphasizes the importance of financial issues throughout the work group or organization t Implements or recommends operational changes that will improve fiscal performance Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 30

32 . Demonstrating Interpersonal Versatility t Recognizes when differences in communication style are impacting work relationships t Takes steps to reduce interpersonal tension during an interaction t Modifies own behavior to help others feel more comfortable in an interaction Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 31

33 . Resolving Conflict t Addresses potential conflict before it escalates to negatively impact business operations t Focuses on issues, behaviors, and outcomes rather than personalities when managing conflict t Allows each employee or group to express their views and offer solutions Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 32

34 t Provides a resolution to the conflict when the employees or groups cannot agree and when work objectives demand a quick resolution Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 33

35 . Negotiating t Plans in advance for a negotiation by identifying the key interests of all parties t Considers a wide range of options in identifying a negotiated solution t Creates negotiated agreements that reflect the interests and needs of all sides Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 34

36 . Persuading Others t Supports arguments and positions with relevant facts or data t Addresses both the strengths and weaknesses of options when recommending a position t Communicates an openness to modify own position when presented with compelling facts or counterarguments Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 35

37 . Listening t Probes to understand unexpressed or poorly expressed thoughts t Periodically confirms understanding by rephrasing others' statements t Pays attention to how things are said by others (for example: tone, feelings, context, nonverbal cues) Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 36

38 . Speaking Effectively t Communicates concisely without jeopardizing the message's clarity t Recognizes when the audience is losing interest or is becoming confused and takes steps to correct the problem t Maintains composure when dealing with challenging or hostile questions Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 37

39 . Leading Teams t Creates teams by selecting capable members who complement each other's strengths and weaknesses t Establishes common understanding of team's goals, objectives, timeframes, deliverables, and expected level of performance t Takes action to help resolve team workflow problems, such as division of responsibilities, obstacles, or communication issues Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 38

40 t Ensures that all team members have an opportunity to provide input t Checks for agreement and support for decisions or actions Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 39

41 . Adapting to Cultural Differences t Takes into account others' cultural backgrounds when interpreting their communications and actions t Adapts own actions to meet the cultural norms and values of others t Modifies or adapts solutions to problems to include cross-cultural perspectives Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 40

42 . Understanding Business Issues t Defines the full scope of the problem before taking action t Differentiates critical from non-critical issues in order to prioritize actions t Gathers information from a variety of sources Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 41

43 t Evaluates information before deciding on the best course of action Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified Page: 42

44 . Making Decisions t Makes timely decisions in spite of complexity, ambiguity, and uncertainty t Does not delay in making decisions that may produce unpleasant consequences t Chooses the best solution after carefully weighing the alternatives Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 43

45 . Understanding Business Fundamentals t Demonstrates knowledge of strategic business plans and their key elements t Understands basic financial accounting concepts and data such as income statements, balance sheets, cash flow, inventory turn, and revenue projections t Understands the key implications of human resource management concepts in managing employees Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 44

46 . Developing Self t Assesses own performance to identify personal strengths and weaknesses t Asks for and is receptive to feedback from a variety of sources t Uses opportunities for learning and self-development Org. Overall - % Distribution Raters Norm All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Page: 45

47 Organizational Curriculum Planning Report For: Sample Group Finding your way in today's world of work

48 Development Resources by Competency This section of your report describes development recommendations for your organization's greatest development opportunities. Competency Competency Level Priority Count Development Resources The competencies listed here are your organization's greatest development needs based upon the number of people in the organization who have the competency as a development opportunity. Development recommendations are provided at three levels: foundational, intermediate, and advanced. This indicates the number of people in your organization who received this competency level as one of their development opportunities. This column shows the development resources available for developing this competency. Page: 47

49 Competency Competency Level Priority Count Development Resources Developing Employees Intermediate 1 Developing Employees Who Love to Learn: Tools, Strategies, and Programs for Promoting Learning at Work. Davies-Black Publishing. (Book). By: Linda Honold Managers as Mentors: Building Partnerships for Learning (2nd Edition). Berrett-Koehler Publishers. (Book). By: Chip R. Bell Managing Human Performance: Planning for Employee Development module (Workshop). Wilson Learning Corporation The Leadership Pipeline: How To Build the Leadership-Powered Company. Jossey-Bass. (Book). By: Ram Charan, Stephen Drotter, and James Noel Communicating Vision & Purpose Intermediate 1 Building the Bridge As You Walk On It: A Guide for Leading Change. Jossey-Bass. (Book). By: Robert E. Quinn Leading on the Edge of Chaos: The Ten Critical Elements for Success in Volatile Times. Prentice Hall. (Book). By: Emmett C. Murphy and Mark A. Murphy Vision Management: Translating Strategy Into Action. Productivity Press. (Book). By: Edited by SANNO Management Development Research Center and Translated by Frank Czupryna The Leader-Manager: Creating a Sense of Mission module (Workshop). Wilson Learning Corporation Leading for Growth: Creating a Shared Vision module (Workshop). Wilson Learning Corporation Advanced 1 Vision Management: Translating Strategy Into Action. Productivity Press. (Book). By: Edited by SANNO Management Development Research Center and Translated by Frank Czupryna Leading for Growth: Creating a Shared Vision module (Workshop). Wilson Learning Corporation Leading Corporate Transformation: A Blueprint for Business Renewal. Jossey-Bass. (Book). By: Robert H. Miles The Mind of the CEO. Perseus Books. (Book). By: Jeffery E. Garten The Trusted Leader: Bringing Out the Best in Your People and Your Company. Free Press. (Book). By: Robert Galford and Anne Siebold Drapeau Page: 48

50 Competency Competency Level Priority Count Development Resources Developing Structure and Processes Intermediate 2 Critical SHIFT: The Future of Quality in Organizational Performance. ASQ Quality Press. (Book). By: Lori L. Silverman with Annabeth L. Propst The Four Pillars of High Performance: How Robust Organizations Achieve Extraordinary Results. McGraw-Hill. (Book). By: Paul C. Light The Toyota Way: 14 Management Principles from the World's est Manufacturer. McGraw-Hill. (Book). By: Jeffrey Liker Advanced 1 Conquering Complexity in Your Business: How Wal-Mart, Toyota, and Other Top Companies Are Breaking Through the Ceiling in Profits and Growth. McGraw-Hill. (Book). By: Michael L. George and Stephen A. Wilson Powered by Honda: Developing Excellence in the Global Enterprise. Backinprint.com. (Book). By: Dave Nelson, Rick Mayo, and Patricia Moody Supply Chain Optimization: Building the Strongest Total Business Network. Berrett-Koehler Publishers. (Book). By: Charles C. Poirier and Stephen E. Reiter Understanding the Global Business Intermediate 1 The Commanding Heights: The Battle Between Government and the Marketplace That Is Remaking the Modern World. Touchstone Books. (Book). By: Daniel Yergin and Joseph Stanislaw Global Awareness (Workshop). Wilson Learning Corporation A Future Perfect: The Challenge and Hidden Promise of Globalization. Random House Trade Paperbacks. (Book). By: John Micklethwait and Adrian Wooldridge Global Literacies: Lessons on Business Leadership and National Cultures. Simon & Schuster. (Book). By: Robert Rosen, Patricia Digh, Marshall Singer, and Carl Phillips Advanced 1 The Commanding Heights: The Battle Between Government and the Marketplace That Is Remaking the Modern World. Touchstone Books. (Book). By: Daniel Yergin and Joseph Stanislaw A Future Perfect: The Challenge and Hidden Promise of Globalization. Random House Trade Paperbacks. (Book). By: John Micklethwait and Adrian Wooldridge Global Squeeze: The Coming Crisis for First-World Nations. McGraw-Hill/Contemporary. (Book). By: Richard C. Longworth, Foreword by Adele Simmons Managing Global Alliances: Key Steps for Successful Collaboration. Addison Wesley Publishing. (Book). By: M. Cauley de la Sierra Page: 49