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Management, Leadership and Entrepreneurship in Pharmacy
Management, Leadership and Entrepreneurship in Pharmacy provides the knowledge, skills and confidence to assume managerial and leadership roles throughout the pharmacy profession, and to unleash full entrepreneurial potential.It brings the principles of managerial sciences to the practice of pharmacy in diverse and modern day settings. The new book is split into four sections, the first focuses on the core concepts that apply to managers, leaders and entrepreneurs including emotional intelligence and conflict management. Section two summarises managerial competencies including traditional topics of inventory management and financial literacy, but also subjects such as workplace design and workflow management. Section three focuses on leadership competencies that transcend day-to-day managerial responsibilities such as leading change and addressing ‘wicked’ problems (such as sustainability). Section four focuses on innovation and entrepreneurship, exploring topics such as the psychology of innovation, business planning and networking. The book contains helpful, supportive examples and useful resources all designed to empower, support and motivate the next generation of managers, leaders and entrepreneurs in pharmacy.
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Leadership and Strategic Management : Decision-Making in Times of Change
Managers are facing unprecedented complexity, volatility, and ambiguity, quickly adapting their decision-making, leadership, vision, and strategies.Megatrends and forces of change have profound implications for business models, processes, and organizational structures, calling into question current paradigms and designing future change.Additionally, unprecedented disruptions, unforecastable in their nature, have increased the need for resilience and strategic flexibility. The book aims at tackling the potential interrelations among environmental transformations, strategic decisions, and leadership to better understand the role of external and internal factors on the effectiveness of managers.The book defines “change”: its extent, nature, and characteristics.Then, it focuses on decision-making, the role of potential cognitive biases, and how the interaction with the perception of determined environmental events affects the way in which decision-makers decide to implement specific strategies.Finally, in the light of waves of strategic change, it reviews theories on leadership and transformation by looking at the role and traits of leaders. Since environmental transformations have the potential to “disrupt” not only strategies but also decision-making processes and leadership, the book provides a review on the issue and propose an integrative framework which can be useful for both scholars and managers, especially in the fields of decision-making and strategy.
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The 5% Rule of Leadership : Using Lean Decision-Making to Drive Trust, Ownership, and Team Productivity
NATIONAL BESTSELLERMaintain focus on the first, critical 5% of any project and multiply your results In The 5% Rule of Leadership: Using Lean Decision-Making to Drive Trust, Ownership, and Team Productivity, veteran technology leader and executive Anil Singhal delivers a transformative approach to project management and company leadership.He explains how to focus your efforts on the first, critical stages of any project or initiative to multiply your results and efficacy, delegating the rest to their capable team. The book is a blueprint for building resilient organizations, departments, teams, and projects that can withstand today's unpredictable and volatile environment.You'll learn to avoid micromanagement and maintain your focus on the big, strategic picture, while a well-managed team brings you the results you need. You'll also find: Strategies for determining how to properly set priorities and satisfy employees, customers, and shareholdersTechniques for building trust amongst your workforce, your leadership, and other stakeholdersMyth-busting advice that blows up misleading and counterproductive habits held by businesspeople and leaders around the world Perfect for managers, directors, executives, entrepreneurs, founders, and other business leaders, The 5% Rule of Leadership will be invaluable to anyone who wants to lead with values and purpose—and deliver remarkable results.
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Ethical Leadership : Moral Decision-making under Pressure
Ethical leadership does not simply emerge from a code of conduct, a good school, or a host of good intentions.It is an individual choice, or rather a series of choices that emerges from the complex interaction of personal values with social imperatives.This book explores how and why some people become ethical leaders in morally challenging and complex social environments. In Ethical Leadership, Aidan McQuade provides insight into the concept of human agency – the individual’s choice of a course of action in response to the options posed by that individual’s engagement with the social world.He puts forth a new model of human agency – the "cruciform of agency" – which recognises that the potential range of individual action emerges from the nature of the resonance that social options strike with personal thoughts.Every action adds to the individual’s personal biography in ways that influence subsequent choices by confirming or changing personal values and hopes, hence influencing the way the individual subsequently thinks about the world. In explaining the potential and limits of human agency for ethical leadership, the book establishes a basis for executives, policy makers and academics to conceptualise and develop more robust and realistic approaches for the mitigation of some of the most pressing moral issues facing humanity today.These include the inter-related challenges of modern slavery and global warming, which pose such critical threats to the Earth itself. In this book McQuade not only sets an agenda for action but empowers individual leaders to find the moral courage to better advance human rights and preserve the environment even when such action requires unpopular choices. Events around the book Link to a De Gruyter Online Event in which the author and independent human rights consultant Aidan McQuade together with Bernd Vogel, Director of the Henley Centre for Leadership at Henley Business School, Joanne Murphy, Director of Research & Co-Director of the Centre for Leadership, Ethics & Organisation at Queen’s Management School; Ambassador Luis C. deBaca, Professor from Practice, University of Michigan Law School discuss topics such as: what potentially deters leaders from making ethical decisions; what can they draw upon both internally and externally to do the right thing when doing so may be unpopular; how, in the light of fake news, can leaders communicate ethically; and much more:https://youtu.be/EYAAGiCX4cI
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Are public broadcasters untrustworthy?
Public broadcasters are generally considered to be trustworthy sources of news and information. They are often held to high journalistic standards and are expected to provide unbiased and accurate reporting. However, like any media organization, public broadcasters can face criticism and scrutiny for their coverage. It is important for audiences to critically evaluate the information they receive from any source, including public broadcasters, and to seek out multiple perspectives to form a well-rounded understanding of the issues. Overall, public broadcasters are generally considered to be reliable sources of news and information.
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Are public broadcasters neutral?
Public broadcasters strive to be neutral in their reporting and programming, as they are funded by the public and are expected to provide unbiased information. However, achieving complete neutrality can be challenging, as journalists and producers may have their own biases. Additionally, public broadcasters may face pressure from political or commercial interests that could influence their content. While public broadcasters aim to be neutral, it is important for audiences to critically evaluate the information they receive from any source.
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Have public broadcasters suddenly disappeared?
No, public broadcasters have not suddenly disappeared. Public broadcasters continue to exist and operate in many countries around the world, providing news, educational programming, and cultural content to the public. While the media landscape has evolved with the rise of digital platforms and streaming services, public broadcasters have adapted to these changes and continue to play a vital role in providing diverse and high-quality content to their audiences.
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Have public service broadcasters disappeared?
Public service broadcasters have not disappeared, but they have faced challenges in the digital age. While traditional television and radio continue to be important platforms for public service broadcasting, many broadcasters have also expanded their presence online through websites and streaming services. Additionally, the rise of commercial and subscription-based media has increased competition for public service broadcasters. However, many countries still have strong public service broadcasting institutions that continue to provide valuable programming and services to the public.
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Sales Management : Analysis and Decision Making
This 11th edition of Sales Management continues the tradition of blending the most recent sales management research with the real-life "best practices" of leading sales organizations and sales professionals. Reflecting today’s emphasis on analytics and customer experience (CX), this edition focuses on the importance of employing different data-based selling strategies for different customer groups, as well as integrating corporate, business, marketing, and sales-level strategies and plans.Sales Management includes coverage of the current trends and issues in sales management, along with real-world examples from the contemporary business world that are used throughout the text to illuminate chapter discussions. The new 11th edition includes:Emphasis on data-driven decision making, ethics, the use of artificial intelligence, the customer experience, leadership, sales enablement technology, and new communication technologies;Updated end-of-chapter cases with application questions, along with skill-building experiential exercises with discovery investigations and focused role plays, which place students in the role of sales manager;Updated ethical dilemmas for students to practice ethical decision making;Revised ‘Sales Management in Action’ boxes;Multiple vignettes embedded in each chapter featuring sales management professionals and well-known companies discussing key topics from that chapter. This text is core reading for postgraduate, MBA, and executive education students studying sales management.An updated online instructor’s manual with solutions to cases and exercises, a revised test bank, and updated PowerPoints is available to adopters.
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Management Control Systems, Decision-Making, and Innovation Development : The CDI Model
The systematic approach to innovation development today is one of the world’s most prominent scientific fields, and with good reason.When applied correctly, such system produces regular outcomes, which consistently drive lasting competitive advantage.Unfortunately, as much as it is beneficial, the orchestration of an undisturbed flow of multiple complex, dynamic, and flexible innovation development processes is structurally demanding. In this book, a recognised innovation management specialist sets the record straight, offering a comprehensive approach to the improvement of innovation efficiency with the use of management control system.Unlike other books on the subject, it proposes original representation – the CDI model – of the relationships between management control system, decision-making quality, and innovation system efficiency and explains why management control is fundamental to innovation management.In addition to that, inside the reader will find several original developments.These include: the info-deficiency (I-D) model, depicting the various parameters hindering decision-making in innovation development; the product innovation development (PID) system, offering the original function-based approach to innovation management; and the composite innovation index – specially designed tool intended to evaluate the efficiency of an innovation development system. It will be of interest to researchers, academics, practitioners, and advanced students in the fields of management, strategy, and innovation. Chapter 4 of this book is freely available as a downloadable Open Access PDF under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license available at http://www.taylorfrancis.com
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Software Architecture and Decision-Making : Leveraging Leadership, Technology, and Product Management to Build Great Products
Leverage leadership knowledge to make better software architecture decisions.Think deeply but implement slowly. The overarching goal of software systems (hence, for software architecture) is to build systems that meet quality standards and that provide the highest return on investment (ROI) in the long run or within a defined period of time. A great product requires a combination of technology, leadership, and product management (including UX).Leadership is primarily about managing uncertainty and making the right judgment.To build great products, technical leaders need to combine technology, leadership, and product management knowledge, and make the right decisions.Many technical mistakes come from the gap between knowledge about these three items and judgment. In Software Architecture and Decision-Making, Srinath Perera explains principles and concepts that software architects must understand deeply and how to employ those principles to manage uncertainty.The questions and principles discussed in this book help manage uncertainty while building software architecture and provide a framework for making decisions.This book is for all technical leaders in the software industry who make holistic judgments about the systems they build and for future leaders learning the craft. Understand the importance of strong decision making with examples from great technical leaders such as the Wright brothers and Kelly JohnsonLeverage five key questions and seven important principles to understand uncertainties during the design process and make strategic architectural decisionsApproach the design systematically, first at the macro level and then the individual service level This definitive guide explains principles and concepts--technical and non-technical alike--that software architects, senior software engineers, and technical leads must understand to manage the inevitable uncertainty involved in building software systems and to drive success of the products for which they are responsible. Register your book for convenient access to downloads, updates, and/or corrections as they become available.See inside book for details.
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Nonverbal Neutrality of Broadcasters Covering Crisis : Not Just What You Say But How You Say It
Offering a critical and sensitive reflection on journalists’ nonverbal behaviors during their coverage of school shootings in the U.S., this book shows how individual- and social-level factors predict broadcasters’ nonverbal neutrality.Nonverbal behaviors have the ability to transmit bias, influence audiences, and impact perceptions of journalists.Yet journalists report receiving little to no training on nonverbal communication, despite often being placed in emotional, chaotic situations that affect their ability to remain neutral during coverage.This book provides theoretical and methodological contributions, as well as applicable advice, to assist researchers’, instructors’, and journalists’ understandings of ongoing boundary negotiations of this rarely discussed but highly impactful aspect of objectivity.Through the proposal of the Nonverbal Neutrality Theory, it outlines predictive patterns and routines that contribute to the variability of nonverbal neutrality, and equips readers, including industry professionals and journalism educators, with examples of best practice to help better plan for crisis coverage.The work draws on journalists’ reflections on professional norms and conceptualizations of nonverbal neutrality, vicarious traumatization, and social- and organizational-level influences. As one of the first to explore nonverbal neutrality, its predictive factors, and patterns across crisis events, this book provides a much-needed insight into the nonverbal behaviors of broadcast journalists at a time when the media relies ever more on visual delivery on television, digital, and social media networks.
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Why do public broadcasters not work?
Public broadcasters may not work for a variety of reasons, including lack of funding and resources, political interference, and competition from commercial media outlets. Additionally, public broadcasters may struggle to attract and retain audiences due to changing media consumption habits and the rise of online streaming platforms. In some cases, public broadcasters may also face challenges in maintaining editorial independence and providing diverse and unbiased content.
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Why are public broadcasters so woke?
Public broadcasters are often seen as "woke" because they have a mandate to serve the public interest and promote diversity, equity, and inclusion. They aim to reflect the diverse perspectives and experiences of their audience, which includes marginalized communities. Additionally, public broadcasters are funded by the public and are accountable to a wide range of viewers, so they strive to be socially responsible and address important social issues. Finally, public broadcasters often have a commitment to journalistic integrity and ethical reporting, which can lead them to cover stories and perspectives that may be considered more progressive or "woke."
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Have public-service broadcasters suddenly disappeared?
No, public-service broadcasters have not suddenly disappeared. While they may face challenges in the rapidly changing media landscape, many public-service broadcasters continue to operate and provide valuable programming to the public. These broadcasters play a crucial role in providing unbiased news, educational content, and cultural programming to their audiences. While they may need to adapt to new technologies and audience preferences, public-service broadcasters remain an important part of the media landscape.
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Why are public broadcasters getting worse?
Public broadcasters may be getting worse due to a variety of factors, including budget cuts leading to reduced resources for quality programming, increased competition from private media outlets, and political interference affecting editorial independence. Additionally, changing audience preferences and consumption habits, such as the rise of streaming services, may also be contributing to a decline in the quality of public broadcasting content. These challenges make it difficult for public broadcasters to maintain the same level of excellence and relevance that they once had.
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