Addressing the dynamic relationship between marketing and the public interest, Journal of Public Policy & Marketing is a source for understanding today’s most important issues that rest at the nexus of marketing and public policy. Each issue features a wide-ranging forum for the research, findings, and discussion of marketing topics related to business and government, including, but not limited to, issues on innovation, economic development, globalization, ecology, safety and security, nutrition and health, consumer vulnerability and protection, ethics and social responsibility, regulation and deregulation, antitrust, privacy, and intellectual property.
Managing people is fraught with challenges— even if you’re a seasoned manager. Here’s how to handle them. If you read nothing else on managing people, read these 10 articles (featuring “Leadership That Gets Results,” by Daniel Goleman). We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees’ performance.
HBR’s 10 Must Reads on Managing People will inspire you to:
This collection of best-selling articles includes: featured article “Leadership That Gets Results” by Daniel Goleman, “One More Time: How Do You Motivate Employees?” “The Set-Up-to-Fail Syndrome,” “Saving Your Rookie Managers from Themselves,” “What Great Managers Do,” “Fair Process: Managing in the Knowledge Economy,” “Teaching Smart People How to Learn,” “How (Un)ethical Are You?” “The Discipline of Teams,” and “Managing Your Boss.”
About the Author
HBR’s 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further.
HBR’s 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.
Classic ideas, enduring advice, the best thinkers: HBR’s 10 Must Reads.
Although we’re a long way off from printing complex organs via bioengineering, digital health promises to change the way patients interact with doctors, giving them more control and providing researchers and healthcare leaders greater ability to identify broad trends. Andrew Ward provides an interesting look at the future of digital health with several trends that you should pay attention to in your own practice.
Patients are wearing digital health monitors, pedometers, smart watches with the ability to monitor heart rate and activity levels. What will this flood of data provide to researchers, insurance companies, doctors, and businesses? Ward looks at how patients want more control and better information from their healthcare providers. The line between patient and doctor will continue to blur with new health tech startups that allow patients to monitor their own diabetes and get prescriptions from telemedicine apps that virtually connect doctor and patient.
Even Google has entered the fray with their Google X laboratories experimenting with nanotechnology and genetic research. From behavioral health to sports medicine, the possibilities are wide and promising for patients, providers and technology companies to help more patients manage long-term health goals with the ultimate objective of staying out of the hospital. Matthew Godfrey-Fausset, an IT specialist at Pinsent Masons advises, “Digital technology gives patients a sense of empowerment and allows them to become co-producers in their own health.”
How will your practice be affected by digital health trends and telemedicine. When will audiology transition from seeing patients live in a clinical setting, adjusting prescriptive settings, versus monitoring patients remotely with home-delivered wi-fi connected devices? Stay tuned both here and via AuDExperts for our assessment of the state of audiology and where our profession is headed. Exciting changes and opportunities are on the horizon.
Journal of Marketing Research delves into the latest thinking in marketing research, from philosophy and theories to methods and techniques. Written for technically oriented research analysts, educators, and statisticians, Journal of Marketing Research covers a wide range of marketing research concepts, methods, and applications. You’ll read about new techniques, contributions to knowledge based on experimental methods, and developments in related fields that have a bearing on marketing research.
For more than seven decades, Journal of Marketing has been a vibrant outlet for the communication of ideas and thought leadership in marketing, bridging the gap between theory and application. By providing thought-provoking, in-depth articles covering vital aspects of the marketing industry, Journal of Marketing is the premier publication for academics and practitioners. Each issue includes original research on all aspects of marketing.
Chances are you, like other audiologists who have their own practice, had a dream. You dreamed of the day that you could take your love of helping people stimulate their auditory system and turn it into your own business. But, also like many others, you didn’t realize that running a business came with so many other responsibilities. Treating hearing loss is actually the easiest part of your day. In your practice there are so many other things that need to be done that have nothing to do with your passion for treating hearing loss. Welcome to the world of the e-myth!
In Gerber’s book, The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It, he takes a good hard look at small businesses. He delves into the reasons why so many of them fail. He also sheds light on the entrepreneurial myth that you will love the business you start and you will be great at it. The reality, for many people, is that they end up hating the business side of what they were passionate about in the first place. The good news is that he also believes you can take control of the creating the life you want, including the small business you want to have.
This book is a must-read for everyone who has a small business or is thinking about opening one. It will guide you through the process from infancy to maturity and every stage in between. It’s filled with real life tested examples that can be beneficial in helping you run a successful business. You will learn about having strategies for management, marketing, and explore some of the biggest myths that surround entrepreneurship. The information in this book can immediately be of use to any entrepreneur.
Gerber states in the book that “A small business responds to the action we take.” Luckily for us readers and entrepreneurs, he provides valuable insight about determining what the right action is.
Is innovation always a good thing? Can great managers lead a company to lose it all? These are some of the questions that are answered by Clayton Christensen’s book, The Innovator’s Dilemma. Not only does he delve into the answers to these questions, but he provides case studies and real life examples that you can apply to your own business management skills.
There is some important insight that every audiology clinic manager or owner can apply to their practice. You may have the idea that you should always listen to your patients and you should always innovate, but this book will provide you with thought-provoking examples on these issues. You will learn more about when it’s a good thing to listen to your patients and when you should back away.
Written by a Harvard business professor, this book takes a deep look at disruptive technologies, those technologies that help to create whole new markets, thus replacing the technology that was in place before the innovation. In doing so, he demonstrates how even a small company can thrive. It also demonstrates how companies with great products and leaders can take a dive. Proving that markets can be created from disruptive technologies, this book is a must-read for anyone who is managing a practice.
Meeting patients’ needs is of the upmost importance when it comes to having a successful practice, but knowing when to innovate and which route to take is going to make all the difference. This book provides in-depth insight on this issue, providing you with information and tools you can use. This book provides the information every business needs to know how much emphasis to put on meeting their patient’s current needs, versus taking future needs and innovation into account.
Container Store CEO Kip Tindell was one of the Inc. 5000 Awards Gala keynote speakers in 2014 with a powerful message for business owners both large and small. Conscious capitalism, as he calls it, is building a business where everyone around you thrives. Employees, customers, vendors, shareholders and the community. It’s possible and Tindell is proving the point. With 3-year growth over 57% and nearing $1 billion in sales per year, The Container Store employs thousands and pays 50-100% more than other retailers. Their company principles set the stage for hiring great people and taking exceptional care of them.
After Inc. magazine published a series of brilliant articles written with Kip, Paul Keegan and casey Shilling, the company’s principles are now available through a great read in Tindell’s new book Uncontainable: How Passion, Commitment and Conscious Capitalism Built a Business Where Everyone Thrives. Specific chapters of interest for the small business owner are Chapters 4 and 7, where hiring and communication are covered, respectively. Chapter 10 is also jam-packed with practical steps you can take as the leader in your organization to practice and demonstrate authentic enthusiasm for what you do. This book is a wonderful gift from a wildly-successful entrepreneur who takes really, really good care of his people and shares all of his secrets with the rest of the business world. Add this resource to your library and sit down with your people tomorrow and start talking about how to build a better business where everyone around you thrives.
I came across a Harvard Business Review article from February 2015, in this article Jordan Etkin and Cassie Mogilner take a look at one of my favorite pet peeves, multitasking. Years ago, when I was involved in the hiring process and actually read resumes, (we have a much more sophisticated system for seeking out great talent now) nearly every applicant listed the word “multitasking” as a job strength. If you’ve hung around me for long, you know that multitasking was a term developed to describe what computer chips can do during a single cycle and was never meant to be applied to human resources. Unfortunately, everyone thinks multitasking is a great strength. The ability to answer the phone, check email, interact with a customer and file paperwork “all at the same time” is seen as a lofty goal towards which we should all aspire.
Nevermind the fact that it’s a complete load of B.S. You cannot multitask. Period. You can switch task, meaning that you can divert your attention away from the task at hand for short periods of time and come back to the previous task. Problem is, this type of work environment leads to distraction, wasted time, errors and eventual burn out.
Research conducted by Etkin and Mogilner confirm, unless you’re talking about long periods of time (like weeks or months), higher variation in the task at hand actually leads to less satisfaction at work. Their research provides a framework for how work time should be scheduled to increase productivity and employee happiness. Give your team members a variety of projects over the long-term but do not overload them with lots of different tasks in the short term.
Let your clinical team focus on the clinic during the day. Throughout the month and quarter, give them projects that can enhance their happiness by varying the task at hand. You might put them in charge of an inventory project on a non-clinic day or send them out into the community to run a health fair. Whatever you do, don’t give them 10 minutes in the clinic then 25 minutes filing paperwork then 5 minutes checking mail, then 2 minutes fixing the sterilizer, then another 10 minutes back in the clinic. The short-term multitasking environment is not only unproductive but it leads to employee unhappiness.