Otros libros que te pueden interesar

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  SOFR Futures and Options - A...

  Christian Schaller, Doug...

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  SOFR Futures and Options is the practical guide through the maze of the transition from LIBOR. In the first section, it provides an in-depth explanation of the concepts involved: the repo market and the construction of SOFR; SOFR-based lending markets and the term rate; the secured-unsecured basis; SOFR futures and options and their spread contracts; and margin and convexity. Applying these insights, the second section offers detailed worked-through examples of hedging loans, swaps, bonds, and floors with SOFR futures and options. 
   
   
   
  The gold standard resource for professionals working at financial institutions, SOFR Futures and Options also belongs in the libraries of students of finance and business, as well as those preparing for the Chartered Financial Analyst exam.

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  National Underwriter Sales...

  William H. Byrnes

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  Time is the most critical resource every insurance professional must learn to manage. Getting maximum results from your time and maximizing your profit requires learning time and agency management techniques.  By examining and carefully evaluating your work styles and habits and making needed changes, you can achieve maximum results in your agency.   Practical and easy-to-implement, Managing Your Agency will help you eliminate time-wasters and show you how to effectively manage your business for the greatest productivity possible.

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  What You Really Need to Lead -...

  Robert S. Kaplan

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  WHAT MAKES A LEADER? CAN YOU REALLY LEARN TO LEAD? You might believe that leaders are born, not made. Perhaps you think that you need to hold an important job to be a leader-that you need permission to lead. Leadership is one of the most important aspects of our society. Yet there is enormous disagreement and confusion about what leadership means and whether it can really be learned. As Harvard Business School professor Robert Steven Kaplan explains in this powerful new book, leadership qualities are not something you either have or you don't. Leadership is not a destination or a state of being. Leadership is about what you do, rather than who you are, and it starts with an ownership mind-set. For Kaplan, learning to lead involves three key elements: - Thinking like an owner - A willingness to act on your beliefs - A relentless focus on adding value to others Kaplan compellingly argues that great organizations are built around a nucleus of people who think and act with an ownership mind-set. He believes that leadership is not a role reserved only for those blessed with the right attributes or situated in the right positions of power. Leadership is accessible to each of us-today. It requires a process of hard work, willingness to ask questions, and openness to learning. This book aims to demystify leadership and outlines a specific regimen that will empower you to build your leadership skills. Kaplan tells real-life stories from his own experience of working with various types of leaders seeking to improve their effectiveness and make their organizations more successful. He asks probing questions, provides exercises, and suggests concrete follow-up steps that will help you develop your skills, create new habits, and move you toward reaching your unique leadership potential. What You Really Need to Lead will help you develop your capacity to lead by unlocking your power to think and act like an owner.

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  Doing Agile Right -...

  Darrell K. Rigby, Sarah Elk,...

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  For decades business leaders have been painfully aware of the huge chasm between their aspiration for a nimble, flexible enterprise and the reality of silos, sluggishness, and frustrated innovation. Today, agile is being hailed as the essential bridge across that chasm. Agile, say its enthusiasts, can transform your company, catapulting you to the head of the pack. 
   
   
   
  Not so fast. In this clear-eyed and indispensable book, Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's growth—the idea that it can reshape your organization all at once, for instance, or that it should be used in every function and for all types of work. They affirm and illustrate that agile teams can indeed transform the work environment, make people's jobs more rewarding, and turbocharge innovation—but only if the method is fully understood and implemented the right way. 
   
   
   
  Agile, done well, frees and facilitates vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to get its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise.

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  Staffing Skills IT Managers Must...

  Dr. Jim Anderson

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  All too often we find ourselves in the position of being an IT manager with little or no training on what it takes to correctly staff a team. This is a critical skill for us to have. Ultimately, the success of an IT manager rests on how his / her team preforms.
   
  What You’ll Find Inside:
  
  “YOU’RE FIRED!” (HOW TO LET PEOPLE GO WITH CLASS)
  MANAGING IT TALENT IN THE 21ST CENTURY: GROW OR BUY?
  WHAT SHOULD AN IT MANAGER LOOK FOR WHEN HIRING EMPLOYEES?
  GOOGLE’S STAFFING PROBLEMS CAN TEACH IT LEADERS A LOT
  
   
  You might think that staffing is all about hiring the right people to come and join your team. It turns out that there is a lot more to this. Staffing involves attracting and retaining the right people. However, it also deals with knowing when it is time to let the wrong members of your team go.
   
  Knowing what to look for when it comes time to staff your team is a critical IT manager skill. You need to understand how important flexibility is because, as with all such things in life, everything continues to change over time. The best IT team members can come from unusual places and you need to know where to look for them.
   
  IT managers have to deal with the classic dilemma: should you be looking for the smartest people or the people who have the best ideas? They are not necessarily the same group of people. While you are at it, will you be doing anything to solve the problem of there being too few women in IT?
   
  We can all take heart in the fact that we are not alone in facing the challenges of creating a highly effective IT team. Even at companies as big and successful as Google they are struggling with this challenge and we can learn a lot from how they are tacking it.
   
  This book has been written to provide you with the skills that you are going to need in order to be able to attract, hire, retain, and motive a group of workers who will ultimately make your manager career a success. We’ll investigate what you need to be looking for in new staff members and how you can get the most out of the team members that you already have.

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  Tactical Transparency - How...

  Shel Holtz, Lynne D. Johnson,...

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  Tactical Transparency is based largely on interviews with  leaders and communicators in companies that have achieved  measurable success though the implementation of transparency  strategies. This book is written for those executives and  professional communicators who are looking to learn about and  create a transparency strategy for their organization in order to  remain competitive.   This book will:      Help organizations determine their readiness for transparency  and the steps that need to be taken to get ready    Explain the business rationale for transparency and explore the  risks inherent in maintaining a non-transparent relationship with  constituent audiences  Provide "how-tos" to show how a company can effectively  communicate its transparency   Identify aspects of blog/new media netiquette--an  important but often misunderstood part of engaging in  transparency.

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