Please wait a few seconds while your cart is being loaded.

Login to see membership pricing and/or to see items you may have added using another computer or device

Please Wait...

To view or add items to your Wish List, please log in.

Not yet an ATD registered user? Click here to register.
Already registered? Click here to log in.

Filtered By: X (remove/delete) 2003   Clear All

Not Funny Ha Ha Funny peculiar

Haidee E. Allerton | December 01, 2003 | TD Magazine Archive

The article focuses on the vacation time that a U.S. citizen gets among the other countries in the industrialized world. An average of 8.1 days after a year on the job and 10.2 days after three years, according to the U.S. Bureau of Labor Statistics. In fact, reports a survey conducted by the online travel company, U.S. workers will be taking 10 percent less vacation time than they did last year. In the state of Washington, 17 percent of workers get no paid leave. A grass-roots campaign is under way to lobby for a law mandating a minimum of three weeks of paid leave.

TD Readers Are Also Reading

December 01, 2003 | TD Magazine Archive

The article presents information about books that are being read by readers of the periodical "T + D." Some of them are namely, "Five Patterns of Extraordinary Careers," by James M. Citrin and Richard A. Smith. Authors of this book have explored five characteristics and behavioral patterns that separate extraordinary from average employees. "Leaders: Strategies for Taking Charge," 2nd ed., by Warren Bennis and Burt Nanus. In this updated version of the management classic, Bennis and Nanus describe the four competencies demonstrated by great leaders. "Re-Imagine!," by Tom Peters. The management guru advocates a revamp of strategy to succeed in the changing business climate.

Admiral Leadership

Josh Bersin | December 01, 2003 | TD Magazine Archive

The role of a U.S. Navy admiral is equivalent to a CEO. Executive education stands alone as a critical and widely varied training challenge. As leaders, executives demand a high level of collaboration, coaching, and resources to be effective. Yet, their basic skills are also critical to success. The U.S. Navy is one of the world's largest global organizations with responsibility for nearly 1 million people and many billions of dollars of resources. The top 600 leaders at the Navy are admirals and the civilian equivalent.

Crucial Conversations

Joseph Grenny | December 01, 2003 | TD Magazine Archive

Every time a person is stuck, there's a crucial conversation keeping him or her there. One's ability to handle controversial discussions determines how influential one is one's career and personal lives. Years of studying opinion leaders have taught people that the people who are most admired and listened to by their co-workers are masters of crucial conversations. Their ability to speak up and be heard and make it safe for others to do the same sets them apart from everyone else. The key to getting unstuck is to ask oneself, what are crucial conversations he or she was either not holding or not holding well? Crucial conversations require observable and learnable skills. One should talk about the real issue rather than diving into the heart of the issue.

Ethics Update

December 01, 2003 | TD Magazine Archive

The article focuses on a study conducted by Walker Information Inc. according to which almost half of employees still believe their companies aren't completely on the up-and-up. The study shows that employee loyalty is driven in part by workers' perception of fair and ethical behavior by the organization. Employees are loyal when they believe their company has ethical practices, is a good corporate citizen and shows concern for workers. Around 54 percent respondents said their senior leaders are people of high integrity. Only 41 percent said they felt comfortable reporting misconduct.

Admiral Leadership December 2003

Josh Bersin | December 01, 2003 | TD Magazine Archive

When a U.S. Navy ship captain is promoted to admiral, he suddenly finds himself in a position that requires him to negotiate, collaborate, administer and lead. To prepare its leaders for that transition, the Navy developed FLAG University, a multiyear program designed to offer officers the chance to acquire skills, competencies and personal feedback. Instead of hiring a team to monitor operations, the Navy chose to manage the program virtually. The FLAG University Web site manages the Senior Leader Learning Plan, handles the self-assessment process, serves as a facility for feedback and lets executives select courses.

ASTD Store Top Ten Bestsellers

December 01, 2003 | TD Magazine Archive

The article presents information about the top ten bestselling books of 2003 by the ASTD Store that are read by training practitioners. The ASTD Store Bestsellers list is based on sales generated through 10/3/03. Some of the ASTD titles that were hot topics this year were namely, "Telling Ain't Training," by Harold D. Stolovitch and Erica J. Keeps; "Project Management for Trainers" and "Leadership Training," by Lou Russell, "Beyond Free Coffee and Donuts," by Sophie Oberstein with Jan Alleman and "New Supervisor Training," by John Jones and Chris Chen.

Formerly

Haidee E. Allerton | December 01, 2003 | TD Magazine Archive

The article focuses on the cover story of the December 1, 2003 issue of the periodical T+D. This cover story was prepared by Pat Galagan, managing director of content at American Society for Training and Development (ASTD). The article is based on the future of training as a profession. Galagan has watched the field evolve and she knows its players— founding and newcomers— she knows what's going on. Readers of this periodical are advised to read this article for its informative value. The article also announces the commemoration and celebration of the 60th anniversary of the ASTD. The article also informs readers about the fact that the issue incorporates changes based on reader feedback.

Correction

December 01, 2003 | TD Magazine Archive

Presents corrections to the Working column published in the December 2003 issue of the periodical "T+D."

Meaningful Work

Neal Chalofsky | December 01, 2003 | TD Magazine Archive

The article focuses on classic theories and new studies on why people need meaningful work and implications for organizations. Subsequent articles will discuss meaningful learning and humane workplaces. Most people have been led to believe that companies are in business expressly to make a profit. Profit is what they need to function in an economic system, but it's not usually described as a goal. If one asks people why they work, many will say it's for the money. But money is to individuals what profit is to businesses. They need it to function in the economic system, but it's not what motivates people to work. With the need for knowledge workers increasing in the continued volatility of the economy and projected labor pool shortage in the next 10 years, the demand for employee loyalty and commitment have come back into vogue.

Please Wait

Please wait while we are getting your account information.