Name: Ignorant Essays
Rating: 3 (19 reviews)
Author: Richard Dowling

зарубежная классика

Ignorant Essays

Miracle Gold: A Novel (Vol. 1 of 3)

The Weird Sisters: A Romance. Volume 2 of 3

The Last Call: A Romance (Vol. 3 of 3)

The Last Call: A Romance (Vol. 2 of 3)

The Last Call: A Romance (Vol. 1 of 3)

Under St Paul&apos;s: A Romance

Miracle Gold: A Novel (Vol. 3 of 3)

Tempest-Driven: A Romance (Vol. 2 of 3)

любовные романы

фэнтези

учебная и научная литература

современная русская литература

современные любовные романы

современная зарубежная литература

детективы

об истории серьезно

приключения

книги о приключениях

ужасы / мистика

учебники и пособия для вузов

cтихи, поэзия

книги по психологии

стихи и поэзия

гуманитарные и общественные науки

русская классика

мистика

боевики, остросюжетная литература

публицистическая литература

Короткая добрая история о роботе-пылесосе, которого боялась маленькая девочка. Но однажды помогла ему выбраться из беды, и с тех пор они подружились.
Сюжет рассказывает о доверии, преодолении страхов и зарождении дружбы, что делает его особенно близким для детей дошкольного возраста (2–5 лет) и их родителей.
Иллюстрации сгенерированы нейросетью Sora в приложении Syntx AI.

детская проза

сказки

детская психология

Робот по имени Пылик

Глава службы безопасности берется за расследование о причинах возникновения “киберпсихоза” у большинства биороидов. Все нити ведут в корпорацию Ксенос, что ставит под подозрение ее директора Эйдена Халлиса, связанного со сбежавшим Ричардом Рэймондом, который теперь находится в руках религиозной организации “Абсолют”.
Тем временем наши герои, укрывшиеся в весьма необычном заведении под названием “Белый кролик”, привлекают внимание штатного хакера, жаждущего выяснить правду об очаровательной компании, собравшейся в голове подозрительного биороида. Смогут ли они отразить атаку и защитить свою тайну?


киберпанк

детективная фантастика

руманга и рукомиксы

Биороиды. Глава 4. HOMO EX MACHINA

Mohan and Oliver have been very fortunate to have intimate views into the data challenges that face the largest organizations and institutions across every possible industry—and what they have been hearing about for some time is how the business needs to use data and analytics to their advantage. They continually hear the same issues, such as: We're spending valuable meeting time wondering why everyone's data doesn't match up. We can't leverage our economies of scale while remaining agile with data. We need self-serve apps that let the enterprise experiment with data and accelerate the development process. We need to get on a more predictive curve to ensure long-term success. To really address the data concerns of today's enterprise, they wanted to find a way to help enterprises achieve the success they seek. Not as a prescriptive process—but a methodology to become agile and leverage data and analytics to drive a competitive advantage. You know, it's amazing what can happen when two people with very different perspectives get together to solve a big problem. This evolutionary guide resulted from the a-ha moment between these two influencers at the top of their fields—one, an academic researcher and consultant, and the other, a longtime analytics practitioner and chief product officer at Teradata. Together, they created a powerful framework every type of business can use to connect analytic power, business practices, and human dynamics in ways that can transform what is currently possible.

зарубежная деловая литература

управление бизнесом

IT-менеджмент

The Sentient Enterprise. The Evolution of Business Decision Making

Proven principles for sustainable success, with new leadership insight PEAK is the popular, transformative guide to doing business better, written by a seasoned entrepreneur/CEO who has disrupted his favorite industry not once, but twice. Author Chip Conley, founder and former CEO of one of the world’s largest boutique hotel companies, turned to psychologist Abraham Maslow's Hierarchy of Needs at a time when his company was in dire need. And years later, when the young founders of Airbnb asked him to help turn their start-up home sharing company into a world-class hospitality giant, Conley once again used the principles he’d developed in PEAK. In the decade since this book's first edition, Conley's PEAK strategy has been developed on six continents in organizations in virtually every industry. The author’s foundational premise is that great leaders become amateur psychologists by understanding the unique needs of three key relationships—with employees, customers, and investors—and this message has resonated with every kind of leader and company including some of the world’s best-known, from Apple to Facebook. Avid users of PEAK have found that the principles create greater loyalty and differentiation with their key stakeholders. This new second edition includes in-depth examples of real-world PEAK companies, including the author’s own at Airbnb, and exclusive PEAK leadership practices that will take you—and your company's performance—to new heights. Whether you're at a startup or a Fortune 500 company, at a for-profit, nonprofit, or governmental organization, this book can help you and your people reach potential you never realized you had. Understand how Maslow's hierarchy makes for winning business practices Learn how PEAK drove some of today's top businesses to success Help employees reach their full potential—and beyond Transform the customer experience and keep investors happy The PEAK framework succeeds because it elevates the business from the inside out. These same principles apply in the boardroom, the breakroom, and your living room at home, and have proven to be the foundation of healthy, fulfilled lives. Even if you think you're doing great, you could always be doing better—and PEAK gives you a roadmap to the next level.

PEAK. How Great Companies Get Their Mojo from Maslow Revised and Updated

A practical, real-world training manual for mid-level management Managing to Make a Difference presents a leadership guide for those in the middle. The C-suite has a wealth of resources for leadership guidance, but middle managers face a quandary: often given little guidance on how to excel, they are also under enormous pressure to do a variety of things other than «lead.» This book provides much-needed tools and techniques for building a high-performing team—without letting your other duties suffer. Organized around a coherent philosophy and based on solid research, the discussion offers a roadmap to engagement, talent development, and excellence in management. From difficult situations and organizational challenges to everyday motivation and inspiration, these techniques help middle managers achieve the goals of their organization while empowering their workers to achieve their own. Talent development is probably not your full-time job—yet it drives the engagement that results in high performance. This book shows you how to hit the «sweet spot» of middle management, with a host of tools and strategies to help you help your team shine. Motivate, inspire, and lead your team with confidence Manage through challenges and overcome obstacles Develop key talent and maintain high engagement Adopt practical management tools based on substantiated research Most organizations direct the majority of their development resources to the C-suite, but still expect their mid-level managers to attract, engage, retain, and develop talent; but successfully juggling everyday duties while maintaining team performance and leading around roadblocks leaves little room for management planning. Managing to Make a Difference offers the solution in the form of tools, techniques, and practical strategy for a high performing team. 

управление персоналом

Managing to Make a Difference. How to Engage, Retain, and Develop Talent for Maximum Performance

A practical guide for providing exceptional client service Most advertising and marketing people would claim great client service is an elusive, ephemeral pursuit, not easily characterized by a precise skill set or inventory of responsibilities; this book and its author argue otherwise, claiming there are definable, actionable methods to the role, and provide guidance designed to achieve more effective work. Written by one of the industry's most knowledgeable client services executives, the book begins with a definition, then follows a path from an initial new business win to beginning, building, losing, then regaining trust with clients. It is a powerful source of counsel for those new to the business, for industry veterans who want to refresh or validate what they know, and for anyone in the middle of the journey to get better at what they do. 

маркетинг, PR, реклама

работа с клиентами

клиентский сервис

The Art of Client Service. The Classic Guide, Updated for Today's Marketers and Advertisers

Entering a new leadership role? Leading a reorganization or integrating teams? Get better results faster by building and implementing your 100-Day Action Plan Your first 100 days in a new leadership position are critical, as they set the foundation for your team's success going forward. The New Leader's 100-Day Action Plan helps you start gaining traction even before your first day in a new job. The playbook gives you a concrete strategy for getting a fast start—engaging the culture, setting direction, aligning the team, avoiding common missteps, and delivering results. This new fourth edition has been updated with new graphics and downloadable tools, and expanded with new information learned from real-world clients over the past twelve years. Many organizations, regardless of size, industry, or geography, realize that it is strategically imperative to effectively onboard leaders into new roles and combine teams during M&A and reorganization. New thinking for new teams provides ways to get quick results with key business initiatives, and new discussions on cultural fit and evolution to help you better contribute to your organization's success. Updated stories and case studies provide real-life glimpses at how successful leaders navigate tricky situations, and extensive online tools point you toward additional resources as the need arises. 40 percent of new leaders fail within the first eighteen months on the job. When a new leader drops the ball, it's at the expense of the team, the organization, and the leader's track record. Successful leaders start leading and delivering immediately. This book shows you how to start getting results right away and dramatically increase your chances for success—by systematically shaping your leadership with intent. Take control from the start Expect the surprises and avoid the mistakes Manage your message and shape culture Set direction and build an aligned leadership team Fuel momentum and deliver results Your new leadership role begins the moment you accept the offer, the deal is done, or the re-organization is announced. The New Leader's 100-Day Action Plan gives you a concrete framework for successful leadership and a clear roadmap to the critical first 100 days. 

The New Leader's 100-Day Action Plan. How to Take Charge, Build or Merge Your Team, and Get Immediate Results

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