Thursday, December 1, 2011

Computer Networks: A Top-Down Approach



ISBN: 9781259001567
Pages: 960
Price: Rs.495/-

Authors:
Behrouz A ForouzanDeAnza College
Firouz MosharrafRio Hondo College



Salient Features

  • Top-Down Approach: This book approaches how application-layer protocol exchange messages before learning how these messages are actually broken into bits and signals and physically carried through the internet
  • Visual Approach: The book presents highly technical subject matter without complex formulas by using a balance of text and figures
  • Simulation Experiments demonstrate network concepts and packet flow. Each hipster includes Java applets and lab assignments that mirror examples in the text


Table of Contents

1.    Introduction
2.    Application Layer
3.    Transport Layer
4.    Network Layer
5.    Data Link Layer and Wire Networks
6.    Wireless Networks and Mobile IP
7.    Physical Layer and Transmission Media
8.    Multimedia
9.    Network Management
10.  Network Security
11.  Socket-Interface Programming in Java

Please find attached letter of same.

Thanks &
Best Regards,

Maunish H Pandya                                                                                                
Sr. Territory Sales Manager,
Science, Engineering and Math’s Division,
Tata McGraw-Hill Education Pvt.Ltd,
Ahmedabad
Gujarat
Mob.No:-9998722971

Wednesday, November 23, 2011

Organization Development & Enduring Success


Organization Development
A Practitioner,s guide for OD & HR
Cheung- Judge & Holbech          9780749460945       PB            344pp        Rs 495.00
Organization Development is key to ensuring that organizations and their people are able to adapt to and engage in ongoing change in today’s fast-paced, lean and competitive world. More than ever before, those involved in leading organizations and those OD practitioners helping them must facilitate change by creating conditions whereby people are centrally involved in making decisions that directly affect them - no matter how tough the changes are. By putting people at the centre of change OD helps organizations systematically build healthy sustainable change, even during turbulent times.
Written by two leading experts in the field, this book combines up-to-date theory with practical advice to provide a complete guide to implementing effective OD in your business. It will show you how an approach and HR tools such as leadership development can combine to drive performance and growth. Whether you’re an experienced practitioner or a student, this handbook contains a range of tips, techniques and international case studies to help you to understand, communicate and implement organizational change.
Contents: Introduction  PART ONE: An OD practitioner’s guide to OD  What is OD? A brief history • The goals, characteristics and definition of Organization Development • A brief history of OD • Critical founders who shaped the OD field • How the field got its name • Values that have informed OD practice • The role of the OD practitioner • A theory overview • What are our practice building blocks? • The relationships between theory and research • Five core theoretical bases that shape OD practices • Methodological/practical implications of the theoretical perspectives •The OD cycle and the entry and contracting phase • Overview of the OD consultancy cycle - six key components • Phase one: Entry - initial contact • Phase two: Contracting • The diagnostic phase • What is diagnosis in OD? What are the wider aims for the diagnostic process? • Summary of the tasks and skills required by the diagnostic process • A political consideration in managing the diagnostic phase • An outline of the different kinds of data you may need • Data collection methods and how to ensure that the data collection process achieves your aims • Data analysis - how to join different data together • Data feedback and action planning • The intervention phase • Definition of intervention and the key criteria of OD intervention • Summary of the tasks and skills required in intervention • Cross-dimensional design of intervention - review of the three ‘cubes of intervention’ frameworks • Levels and types of interventions • Summary of cross-dimensional checklist based on concepts from the three cubes, levels and types of intervention • Building an intervention strategy - construction of criteria for effective intervention design • The evaluation phase • What is evaluation and what are metrics? • Summary of the tasks and skills required for evaluation • OD perspectives on evaluation - evaluation in the OD cycle of work • How to build the culture of evaluation as an integrated part of our OD work • What does one measure and how? • The practicalities of estimating return on investment • Postscript: The value an internal OD department can offer an organization • The Organization Development practitioner • The roles and tasks of OD practitioners • The concept of ‘self as instrument’ • The competence profile of the OD practitioner • The development journey that OD practitioners should engage in • The practice trademarks of OD • Power and politics and Organization Development • What do we mean by power and politics? Why are they relevant for OD practitioners? • Two faces of power - the work of McClelland • How power dynamics work within the organization - four theorists • The application of the use of power in three key OD activities • Using personal power more effectively to achieve greater impact • The future of OD • A review of literature on OD’s future • A proactive strategy to build a future for OD • Final questions for you, as you form part of OD’s future • PART TWO: HR in relation to OD: Practice examples • HR in relation to OD • Why is it important that HR ‘gets’ OD? • HR’s own change journey • The expanding HR agenda • Which of these activities require an OD frame? • How can HR and OD work together? •Organizational design • What is organizational design? • Challenges for the business • The changing field of ODS • The Star Model • An HR/OD approach to designing organizations • Culture change • Defining culture • Challenges of culture for the business and HR • About culture change • HR’s role in developing cultures • HR’s role in integrating cultures • HR’s role in changing cultures • Conclusion and culture change checklist • Managing transformational change • A turbulent backdrop • Defining transformational change • What we know about profound change • The people aspects of change • What is required of HR in managing change? • HR leading from the front • Conclusion: HR’s role in building change capability • Developing effective leadership • Defining leadership • Challenges facing leaders • Challenges facing HR/OD • Growing tomorrow’s leaders • Leadership implications of the new terrain • Conclusion: crafting a leadership development strategy • Postscript • People and organization • Create great places to work • Consciously develop a change-able culture • Encourage learning and experimentation • Stimulate people to perform brilliantly • Manage change • Build healthy and ethical organizations • Build effective leadership • Act now for a better future • Be the change you want to see • References • Index
About the Authors: Dr Mee-Yan Cheung-Judge is the founder of Quality and Equality Ltd and the author of many Organization Development articles. She began her career as an academic but for the past 25 years she has primarily been an OD practitioner working with organizations on solving complex issues across sectors. She combines her consultancy work with speaking, writing and delivering OD capability development programmes across the world. She is currently a visiting fellow at Roffey Park Business School and was voted one of the 25 most influential thinkers in HR by HR Magazine in 2008.
Enduring Success
What We Can Learn From Outstanding Corporations
Christian Stadler       9780749463595      HB           280pp        Rs 695.00
Enduring Success addresses a key question in business today: How can companies succeed over time? To learn the source of enduring greatness, author Christian Stadler directed a team of eight researchers in a six-year study of some of Europe’s oldest and most stellar companies, targeting nine that have survived for more than 100 years and have significantly outperformed the market over the past 50 years. Readers may wonder, "Why European companies?" Yet Europe is the ideal place to seek the key to long-term success: half of the Fortune Global 500 companies that are 100 years old or older can be found in Europe, as can 72 of the 100 oldest family businesses in the world.
Fifteen years after Collins and Porras’ Built to Last, this new book incorporates fresh insights from management science and provides the first non-US perspective on long-range success. Through Stadler’s study, a counterintuitive story emerges: the greatest companies adapt to a constantly changing environment by being intelligently conservative. Enduring Success provides a coherent framework, grounded in five principles and practical concepts, for business leaders who are prepared to learn from the history of some of the world’s greatest institutions
Contents: The Quest for Enduring for Enduring Success • WHAT-A Framework for Enduring Success • HOW-Strategies to Implement the Framework • WHO-A Commentary on Leadership • SO WHAT?-A Comparison with Prior Studies • Epilogue: Learning from the History of Outstanding Corporations • Appendix A: Brief Histories of Gold and Silver Medalists • Appendix B: Methodology and Selection of Comparison Companies • Notes • References • Index
About the Author: Christian Stadler teaches strategy at the University of Bath. For the past decade, he has investigated long-lived corporations - how they grow, adapt, and consistently best their competitors. He has shared his ideas with executives and students in Asia, Australia, Europe and the US. His work has been featured in the Harvard Business Review and Fast Company.

Strategic Human Resource Management by Michael Armstrong


Armstrong,s Handbook of Strategic Human Resource Management
Michael Armstrong          9780749463946      PB            3288p        Rs 695.00
Description: Strategic Human Resource Management has been taken up by academics, consultants and practitioners alike. However, the integration of human resource strategy with overall business strategy is often easier in theory than in practice. Armstrong’s Handbook of Strategic Human Resource Management provides a bridge between theory and practice, and offers a guide both to formulating human resource strategies and to implementing them.
Completely revised, this fifth edition of an indispensable text includes new material on international aspects of strategic human resource management. The book also reflects important developments in HR strategies linked with those issues that affect Human Resource Management on a day-to-day basis, including:
• human capital management
• corporate social responsibility
• organization development
• engagement
• talent management
Case studies, checklists, practical examples and a special strategic HR toolkit make this book an extremely practical resource for all those who are involved in putting complex strategy into practice, in order to effect positive and productive change.
Contents: Introduction • PART ONE: The conceptual framework of strategic HRM • The concept of HRM • Introduction • HRM defined • The philosophy of human resource management • Underpinning theories of HRM • The goals of HRM • Characteristics of HRM • The diversity of HRM • The ethical dimension • Critical evaluation of the concept of HRM • How HRM is delivered • The context of HRM • References • The concept of strategy • Introduction • Development of the concept of strategy • Strategy defined • The nature of strategy • The formulation of strategy • Implementation of strategy • The reality of strategy • References • The concept of strategic human resource management • Introduction • SHRM defined • The nature of SHRM • Strategic fit • The resource-based view of strategic HRM • Perspectives on strategic HRM • The best practice approach • The best fit approach • Bundling • The reality of strategic HRM • References • PART TWO: The practice of strategic HRM • The strategic role of HR • Introduction • The strategic role of HR practitioners • The strategic business partner model • The strategic role of HR directors • The strategic role of heads of HR functions • The strategic role of HR business partners • The strategic contribution of HR advisors or assistants • References • The impact of strategic HRM • Introduction • The concept of performance • Research on the link between HR activities and performance • How strategic HRM makes an impact • How strategic HRM concepts impact on practice • References • Strategic HRM in action • Introduction • Formulating HR strategy • Philosophy on managing people • Corporate issues • Achieving integration • References • Strategic international HRM • Introduction • Strategic international human resource management defined • International SHRM strategic issues • Approaches to strategic international HRM • References • PART THREE: HR strategies • The framework of HR strategy • Introduction • What are HR strategies? • What is the purpose of HR strategies? The nature of HR strategies • Types of HR strategies • Evaluating HR strategy • Developing HR strategies • Setting out the strategy • Implementing HR strategies • References • Business model innovation • Introduction • Business models defined • Development of the concept • Rationale for business models • Business model innovation defined • Rationale for business model innovation • Business model innovation and strategy • Business model analysis and design • The role of HR in business model innovation • References • High performance strategy • Introduction • High performance work system defined • Characteristics of a high performance work system • Components of a HPWS • Impact of high performance work systems • Developing a high performance strategy • References • Human capital management strategy • Introduction • Aims of human capital management • The role of human capital management strategy • The link between HCM and business strategy • Developing a human capital management strategy • References • Corporate social responsibility strategy • Introduction • Corporate social responsibility defined • The rationale for CSR • Strategic CSR defined • CSR activities • Role of HR • Developing a CSR strategy • References • Organization development strategy • Introduction • The story of organization development • Organization development strategy • References • Engagement strategy • Introduction • Engagement defined • How "important is engagement? • Engagement and discretionary behaviour • What are the factors that influence employee engagement? • Strategies for enhancing engagement • References • Knowledge management strategy • Introduction • The process of knowledge management • Sources and types of knowledge • Approaches to the development of knowledge management strategies • Strategic knowledge management issues • Components of a knowledge management strategy • References • Resourcing strategy • Introduction • The rationale for strategic resourcing • The strategic HRM approach to resourcing • Integrating business and resourcing strategies • Bundling resourcing strategies and activities • The components of employee resourcing strategy • Workforce planning • Employee value proposition • Resourcing plans • Retention strategy • Flexibility strategy • References • Talent management strategy • Introduction • Talent management defined • What is talent? • The process of talent management • Developing a talent management strategy • References • Learning and development strategy • Introduction • Strategic human resource development (SHRD) • Human resource development philosophy • Elements of human resource development • Strategies for creating a learning culture • Organizational learning strategies • Learning organization strategy • Individual learning strategies • References • Reward strategy • Introduction • Reward strategy defined • Why have a reward strategy? • Characteristics of reward strategies • The basis of reward strategy • The content of reward strategy • Guiding principles • Developing reward strategy • Effective reward strategies • Reward strategy and line management capability • The problem with the concept of reward strategy • References • Employee relations strategy • Introduction • Employee relations strategy defined • Concerns of employee relations strategy • Strategic directions • The approaches to employee relations strategy • Formulating employee relations strategies • Partnership agreements • Employee voice strategies • References • PART FOUR: The strategic HRM toolkit • Author Index • Subject Index.
About the Author: Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development and an independent management consultant, with extensive experience in publishing and the aerospace and food industries. He is a prolific management author who has sold over 500,000 books on the subject of HRM, including the leading HR title Armstrong’s Handbook of Human Resource Management Practice, as well as Armstrong’s Handbook of Reward Management Practice, Armstrong’s Handbook of Performance Management and How to be an Even Better Manager (all published by Kogan Page).

Monday, October 24, 2011

101 Learning & Development Tools






 Kenneth Fee         9780749461089            PB                 272 pp                     Rs.595.00
Description: 101 Learning and Development Tools is a practical guide to all the most up-to-date training techniques, organized around the classic learning and development cycle. Whether you need a quick, ready solution or some guidance on where to go for in-depth information, this is your essential reference guide. It picks up from where you are in the process of managing learning, and helps you place it in a broader context.Each chapter is a mini guide to each tool with: • a description of the tool • cross-references to help you identify alternative • analysis or related tools for further study or investigation • resources needed • cost implications For more details please click

Contents:
  • Learning needs analysis
  • Planning learning
  • Implementing learning
  • Evaluating learning  





Best Practice in Performance Coaching
Carol Wilson                  9780749463540             PB              256 pp              Rs 395. 00
Description: Best Practice in Performance Coaching is both an introduction for anyone thinking of becoming, or hiring a coach, whether private or corporate, and a reference guide for experienced coaches. A practical guide to the "what" and the "how" of performance coaching, it covers all topics from the personal and executive angle and explains the structure of a coaching relationship. There is extensive guidance on coaching techniques, models and tools as well as advice on how to train as a coach, how to run a coaching practice and how to structure coaching sessions. Complete with worksheets and exercises, evaluations and international case studies, this is a thorough guide to performance coaching.For more details please click

Contents:
  • What is Coaching
  • Coaching techniques
  • Coaching Models
  • Structure 
  • Training as Coach
  • Running a professional coaching practice
  • How to create a coaching culture in organization
  • Coaching tools
  • Case Histories





Emotional Intelligence Coaching
 
Steve Neale, Lisa Spencer- Arnell ,Liz Wilson      
 9780749463564          PB       240 pp            Rs 395.00
Description: Emotional Intelligence Coaching examines how emotions and habits can impact on performance. Emotional intelligence is about recognising how the attitudes we have prevent us from reaching our potential and replacing them with more useful attitudes, feelings and thoughts. The authors present the various models and tools which coaches can use to help them be more aware of emotional intelligence when coaching.This new edition explains the basic principles of emotional intelligence and how these relate to coaching for performance. It includes practical activities for coaching, as well as interviews with coaches who use emotional intelligence as part of their coaching strategy.For more details please click
Contents:
  • What is Emotional Intelligence
  • What is Coaching
  • The Importance of Emotional Intelligence in coaching
  • The fast track of performance and profitability 
  • Developing your Emotional Intelligence
  • Understanding & working with values, beliefs and attitude
  • Core coaching skills
  • How goals flows from values to action 
  • The coaching toolkit
  • Coaching ethics and best practice



A Complete Guide to Mentoring
 
Hilarie Owen
                 9780749461140          PB               160 pp                 Rs 450.00
Description: Mentoring can be a powerful tool in the development of talent within any organization. Experienced colleagues can help build the skills, competencies and confidence of staff, who will go on to contribute to and drive the success of an organization. But how do you set up a mentoring scheme? What skills does a mentor need? And how can you be sure it is having a positive impact? The Complete Guide to Mentoring provides a road map for implementing mentoring programmes in any size and type of organization. Providing practical guidance on every aspect of the design, implementation and assessment of a mentoring programme, it includes a wealth of practical advice and resources including checklists and template forms, which can be downloaded from the publisher"s website and used as handouts for both the mentor and mentee. This invaluable resource provides a step-by-step guide for anyone who wants to create and run mentoring schemes with confidence and success.For more details please click
Contents:
  • Introduction to mentoring
  • Mentoring in Organization
  • Finding the right people
  • The nuts and bolts of a mentoring scheme
  • The role of mentoring in diversity and culture 
  • Evaluating mentoring
  • The Wisdom of Mentoring
  • Mentoring for small and medium enterprises
  • Mentoring for leadership
  • Conclusion


How to be Brave in Business & Win





ISBN: 9780749463441

Binding: Paperback336 pages

Year: 2011

Price: Rs. 595.00




BOLD

How to be Brave in Business & Win

Description: In every industry, some brands stand out from the crowd because of their distinct way of doing things. These companies challenge conventional wisdom and industry norms to win in their markets. They see their customers and employees as members of a like-minded community, deliver unique and remarkable customer experiences, and are able to create an almost cult-like following around their brand.
BOLD is about 14 such businesses. They put purpose before profit, go beyond what customers expect, and relentlessly differentiate themselves from everyone else. They know no compromise and show no timidity. They are bold in thought and execution, and they measure their success in new ways.BOLD include revealing interviews with key executives and let them tell each brand’s story in ways that capture the unique culture of each company. The 14 businesses represent an international "who’s who" in consumer insight and engagement, and include Virgin Galactic, O2, Chilli Beans, Six Senses, Burberry, BBH, The Geek Squad, TNT, JCB, WWF and Umpqua.
BOLD includes hyperlinks to the BOLD brands as well as video and audio material to make reading it on your iPadTM or e-reader an entirely new reading experience. Compare your company with the BOLD brands by downloading the free iPad app.
Contents: Introduction • Virgin Galactic • Bold practices • Sir Richard Branson - the visionary • Will Whitehorn - the president • Stephen Attenborough - the commercial director • Trevor Beattie - the passenger • Brian Binnie - the pilot • Bold lessons • O2 • Bold practices • Ronan Dunne - the CEO • Tim Sefton - the strategy guy • Gav Thompson - the brand guy • Bold lessons • AirAsia X • Bold practices • Azran Osman-Rani - the CEO • Moses Devanayagam - director of operations • Datin Shelina Razaly Wahi - director of legal and people • Bold lessons • Chilli Beans • Bold practices • Caito Maia - the founder • Mario Ponci Neto (Marinho) - the expansion and new business director • Vanessa Rincon - director of products and supplies • Bold lessons • Six Senses Resorts and Spas • Bold practices • Sonu Shivdasani - the visionary • Bernhard Bohnenberger - the managing director • Anand Rao - the chief talent officer • Alasdair Junor - the COO • Rochelle Kilgariff - the general manager Christopher Bailey - the customer • Bold lessons • Burberry • Bold practices • Angela Ahrendts - chief executive officer • Christopher Bailey - chief creative officer • Sarah Manley - chief marketing officer • Reg Sindall- executive vice president, corporate resources • Bold lessons • BBH • Bold practices • Nigel Bogle - founder • John Hegarty - founder • Gwyn Jones - global chief operating officer • Charles Wigley - chairman of BBH Asia • David Gates - global category director for whisky for Diageo and BBH client 139 • Bold lessons • The Geek Squad • Bold practices • Robert Stephens - founder and chief inspector • Jeff Severts - the promise maker • Lee Williams - the Double Agent • CasperThykier - the customer • Bold lessons • Zappos.com • Bold practices • Tony Hsieh - delivering happiness • Wendy Fitch - the happy customer • Alexa Farnes - the happy employee • Rob Siefker - the happy manager • Bold lessons • Umpqua Bank • Bold practices • Ray Davis - the game changer • Lani Hayward - the creative strategist • Barbara Baker - the culture enhancer • JoEllen Nieman - the customer champion • Bold lessons • TNT Express • Bold practices • Marie-Christine Lombard - group managing director • Michael Drake - the strategist; regional managing director North Asia • Iman Stratenus - the visionary; managing director China • Alex Xiang - the champion • Chris Goossens - the advisor; global customer experience director • Bold lessons • JCB • Bold practices • Sir Anthony Bamford - chairman • John Kavanagh - director of communications • Matt McClurg - global marketing director • Tim Burnhope - group MD • Kevin Balls of J C Balls & Sons - the lifelong customer • Bold lessons • Innocent • Bold practices • Richard Reed - chief squeezer • Dan Germain - guardian angel • Steve Spall - paranormal greengrocer • Jessica Sansom - head tree hugger • Joe McEwan - juice figalow • Karen Callaghan - chief grower • Bold lessons • WWF • Bold practices • Jim Leap - director general • Natasha Quist - regional director, WWF Central Africa Regional Programme • Lasse Gustavsson - executive director, conservation, WWF International • Danielle Chidlow - director of brand strategy at WWF International • Eric Bohm - CEO, WWF Hong Kong • David Nussbaum - CEO, WWF UK • Bold lessons • How to be bold: practices, principles and people • The bold practices: the what • The bold principles: the why • The bold people the who • How bold are you? • Bold practice survey • Bold action - how do you build a bold brand? • Bold - the keynote presentation • Bold - the webinar • Bold - the Brand Experience Masters programme.

Saturday, October 22, 2011

Engineering Mathematics : Volume III



PHI Quick Links




Other Books by the same authors 


Engineering Mathematics Vol. 2
Author (s)   : A. C. Srivastava & P. K. Srivastava
Price        : 450.00   
This volume is primarily intended for the undergraduate students of all disciplines of engineering of various Indian universities.
This well-organised text deals with complex variable analysis, contour integration, the theorems of Cauchy–Riemann, Morera, Maclaurin, Laurent and many more that help students acquire a solid foundation in the basic skills. It also discusses probability theory, binomial and Poisson distributions, variance and time series that make the students comprehend the concepts and problems with ease. Finally, it explains the numerical methods for differentiation and integration, numerical solutions to ordinary differential equations using single and multi-step numerical methods in an easy-to-understand style that creates the interest in the subject.
KEY FEATURES
·           Introductions to all chapters to understand the topic more clearly.
·           Numerous solved examples with illustrations to enhance the skills.
·           End-of-chapter exercises to drill the students in self-study.
Objective type questions that sharpen the brain and help in proper understanding of the topic in depth.