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Medium 9781567263886

Chapter 12: Negotiated Procurements

Stanberry, Scott A. Berrett-Koehler Publishers ePub

What’s in this chapter?

    Exchanges with industry before proposal receipt

    Presolicitation notices

    The solicitation process

    Preparing your proposal

    Oral presentations

    Late proposals

    Proposal evaluation

    Source selection processes and techniques

    Changes and discussions

    Final proposal revision and award




When it is desirable to consider the technical superiority of a contractor’s products or services, the federal government uses negotiated procurement procedures. Unlike sealed bidding procedures, negotiated procurements permit bargaining and discussions with offerors before making a final source selection. They are the federal government’s most flexible acquisition method, but it is also the most complicated.

Negotiated procurement procedures take many forms. They may call for competitive proposals, involve restricted competition, or even be sole source. Eighty percent of the contracts that exceed the simplified acquisition threshold of $150,000 use negotiated procedures. They are ideal for R&D projects, for which each contractor takes a different approach to meet the government’s needs.

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Medium 9781576755761

10 Keep Your Own Score

Doty, Elizabeth Berrett-Koehler Publishers ePub

In 2006 George Foreman did an interview with the Wall Street Journal to discuss his personal investment philosophy after two boxing careers, becoming a minister, founding a series of youth centers, and launching several successful business ventures. I laughed out loud as I read about his investment goal: He wants to pay $1 billion in taxes.

As it turns out, Foreman defines investing slightly differently. “My approach now is to invest in society,” he told the reporter. He considers his best “investments” to be the money he has put into universities to fund scholarships. (Apparently, he never calls them “donations”) Just after 9/11 he put money into U.S. stocks to deliberately counter the atmosphere of fear. Of course, he also pays attention to balancing his portfolio and keeping a cushion, but basically he shoots high because he wants to give a lot back.

“Lyndon Johnson took a lot of us boys in 1965 into his Job Corps program [where Foreman discovered his skill at boxing]. We had nothing to offer society but trouble, and he took a chance, investing a lot of government dollars into it. I told my wife I would never be satisfied until I’m able to pay back $1 billion in taxes. Then I can say I’ve done something.”1

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Medium 9781605098753

Creating Your Own Vision: Guidelines and Application

Blanchard, Ken Berrett-Koehler Publishers ePub

We hope you enjoyed Full Steam Ahead! In this section weve summarized the core concepts and tools from the story to help you create your own vision. Whether you are looking to develop a personal vision, a team vision, or an organization-wide vision, these principles will apply.

Vision is knowing who you are, where youre going, and what will guide your journey.

Knowing who you are means being clear about your purpose. Where youre going is your picture of the future. What will guide your journey are your values.

Good leadership starts with vision; leadership is about going somewhere.

Vision helps you get focused, get energized, and get great results.

Vision keeps you going during times of adversity.

Yes. Vision can start anywhere. You dont have to wait for the rest of the company. If you are a team leader, you can help your team create a vision. Others in the company will begin to notice the sparkle on your team and will become curious. Meanwhile, lobby your boss and your peer group to create a vision as well. In other words, look 360 degrees—down, sideways, and up.

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Medium 9781605094656

Resource B: Audit Protocol

Mager, David Berrett-Koehler Publishers ePub

What follows is a protocol for performing your sustainability audit.

I. Policy

A. Do you have a sustainability policy statement?

B. Has it been approved by senior management?

C. Is it in the employee handbook? And visible tocustomers? Vendors? Stockholders? Other stakeholders (e.g., the community)?

II. Sustainability Aspects

A. Does the enterprise have a procedure to determine the company’s key aspects and impacts on sustainability? (See chapter 4 on metrics.)

B. Does the sustainability policy address these issues?

III. Legal and Other Requirements

A. Does the company have a procedure for knowing what federal, state, and local laws it must comply with?

B. Is the company in compliance with those laws?

C. Has the company voluntarily committed to comply with any other rules or principles (CERES, Natural Step, Trade Association of Ethical Standards, living wage, fair trade, organic, etc.)?

D. Is the company in compliance with these other rules it volunteered to comply with?

IV. Environmental Management System

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Medium 9781576755761

1 The Compromise Trap

Doty, Elizabeth Berrett-Koehler Publishers ePub

You have to interview me again,” said a voicemail from Jim, a sales manager I had interviewed eighteen months earlier when I was beginning my research for this book. “My story has changed.”

Jim was the first of the fifty-two businesspeople I have interviewed over the past four years. These conversations were all part of a quest I embarked on in 2005 to understand how business-people see their personal values connecting to their work.

I met Jim at a conference on sustainable product design, where his company’s innovative carpeting and flooring products were featured (among other things, they made carpet squares that were recyclable). We agreed to meet at a local pub several weeks later for an interview. He arrived almost an hour late, just as I began to wonder if I was insane to venture into such idealistic territory. But then he rushed in, breathless and eager to explain that he was late because he had had the chance to tell his company’s “sustainability story” to a new customer.

“Initially, these interior designers can’t believe they can do something good without hurting their business,” he said. “The idea that they can get cutting-edge flooring designs without all the chemicals that leach into the landfill from broadloom carpeting is electrifying to them. I think it is a relief because they want to do the right thing while meeting their business objectives.” Jim had been slow to get on board with the new product line himself, initially thinking it was just marketing spin. Then he did some research and found out how remarkable his company’s products really were. “Previously, I didn’t understand the issue or what we were doing about it. Shame on me. Now I preach this story every day. I’m on a mission.”

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Medium 9781576754375

12 A Blue Sky Wrap Up

Song, Mike; Halsey, Vicki; Burress, Tim Berrett-Koehler Publishers ePub

Harold and I sat on tall stools at a small table in the Blue Sky Café. This was our final Hamster Revolution meeting and we were toasting Harold’s excellent progress. Harold took a celebratory swig from his cup of espresso. Although the cup was small, it seemed rather large in his little paws. The staff, who knew Harold as a regular, seemed nonplussed to be serving coffee to a hamster. But many of the customers stared in disbelief. It was easy to ignore their gawking: After all, we had important things to discuss.

“It’s been an amazing week,” said Harold. “I converted everything to COTA and I’ve never been more organized. You were right about email and filing being interrelated.”

“How does it feel?” I asked.

Harold paused, “Calm and focused. That’s how I feel. On the email side, I’m sending and receiving clear, concise, and necessary messages. Just about everyone’s agreed to use the 1-2-3 and A-B-C Email Tools. And COTA has eliminated a lot of the uncertainty in my life. Now I can quickly find the documents I need to get things done. I’m still learning and I still have some fine-tuning to do, but I finally have a plan that simplifies the management of all my information. It’s a huge step forward for me.”

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Medium 9781780645230

10: Social Network Tools as Guides to Religious Sites

Edited by Razaq Raj and Kevin Griffin CABI PDF


Social Network Tools as Guides to Religious Sites

Lluís Prats,* Silvia Aulet and Dolors Vidal

University of Girona, Spain


Religious sites, when viewed from the perspective of tourism, are resources that can also be offered to tourists interested in history and culture (Olsen,

2006). Within that group lie many tourist types, motivated by incentives such as religion, religious tourism or pilgrimage.

Shackley (2001) affirms that the nature of the experience a sacred space offers its visitors is highly complex, intangible and includes elements such as nostalgia, divine proximity, atmosphere and spiritual merit. Religious tourists venerate and respect sacred sites; they are in search of an experience which brings them close to divinity and transcendence. However, they share religious sites with other tourist types, and unless the values and expected behaviour from tourists are made explicit by the site, attitudes held by pilgrims and religious tourists and those of other tourists can be conflictive.

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Medium 9781576757659

University of Navarra

Aspen Institute,, The Berrett-Koehler Publishers PDF

A Closer Look at:

University of Navarra

IESE Business School / Barcelona, Spain http://www.iese.edu/en/home.asp


Since its founding, IESE has always treated ethics and social responsibility as essential to the training of future business leaders. The hallmark of the IESE experience is the school’s dedication to the individual development of each and every participant in our programs. Central to our aim is that students leave the school with a sense of corporate and personal responsibility.


NOTE: All information is self-reported data submitted to the Center for Business Education


Accounting (1)

Economics (3)

HR Management (4)

International Management (1)

General Management (5)

Marketing (1)

Organizational Behavior (1)

Strategy (2)



Global Economics

This course has a particular focus on how the free market affects the distribution of wealth within and between countries, and especially how societies with a high level of poverty can become richer by embracing trade, in turn increasing the consumer base and middle class and alleviating poverty.

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Medium 9781576750322

Chapter 2 From Hierarchy to Enterprise: Internal Markets Are the New Form of Organization Structure

Halal, William E. Berrett-Koehler Publishers ePub

Internal Markets Are the New Form
of Organization Structure

It has become a cliché to note that business schools are notorious for their poor management. Mine was no exception. An especially irksome problem was getting the copy center to work properly. Professors thrive on paper, yet we couldn’t seem to get copies made in less than a week. We knew that our local Kinko’s could get them done in a day, but we would have to pay. Since the copy center was free, we kept using it despite bad service. In fact, that’s one reason why the service was bad: we overused this free good, clogging the system. Repeated attempts to get the copy center to improve its operations and the faculty to curb their excessive usage had little effect.

The problem was that we were relying on a hierarchical assignment of tasks that were too complex for this approach. We needed good service. We needed faculty accountability. We needed a copy center manager who was motivated to help us. We needed a choice of providers. In short, we needed a market.

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Medium 9781523093984

2. Characteristics of Servant Leaders

Blanchard, Ken; Broadwell, Renee Berrett-Koehler Publishers ePub


In the late 1960s, I had the privilege of spending the weekend with Robert K. Greenleaf shortly after he retired from AT&T and began writing about servant leadership. I was on the faculty of Ohio University in Athens, Ohio, at the time. Several years later I got to know Larry Spears, who, during his time as director of the Robert K. Greenleaf Center for Servant Leadership, became the premier student of Greenleaf’s writings. When you read Larry’s essay about the ten characteristics of a servant leader, you will see why his participation in this book was a must. —KB

THE WORDS SERVANT and leader are usually thought of as being opposites. In deliberately bringing those words together in a meaningful way in 1970, Robert K. Greenleaf, a retired AT&T executive, gave birth to the paradoxical term servant leadership. In doing so, he launched a quiet revolution in the way in which we view and practice leadership. In the decades since then, many of today’s most effective managers and top thought leaders are writing and speaking about servant leadership, as exemplified in this book.

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Medium 9780874252187

Activity 8 Focus on Coaching Skills

Donna Berry HRD Press PDF

Activity 8

50 Activities for Coaching/Mentoring


Step 1: Introduce the activity.


Review the objectives.

Explain that participants will be working in small groups.

Step 2: Divide the group.


Set up small groups of three to seven participants.

Step 3: Distribute one copy of Exercise 8.1 to each participant.


Review the exercise and answer any questions participants have.

Step 4: Conduct the activity.


Have participants fill in the top row of Exercise 8.1 with information about themselves.

Have participants share with other people in their group what they have filled in on their exercise. Participants should fill in their exercises with information from other participants.

As they fill in the information, they should discuss each person’s responses.

Allow groups 30 minutes to discuss the questions and complete the exercise.

Step 5: Review the activity.


Reassemble the group.

Discuss the exercise by reviewing the questions.

Give participants the opportunity to find others in the larger group who share similar strengths and weaknesses.

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Medium 9780749471217

07 Virtuality

Taylor, Peter Kogan Page ePub

Chapter Seven


The growing project world of multiple resource locations and the associated virtualization of project management came in at number two for the full respondent community, second only and of course closely connected to communication. It appeared much less of a concern for the young project managers, at number six, but still figured reasonably high in their thoughts. It is possible that this lower level of concern might relate to the fact that younger, less experienced project managers will tend to be in charge of less complex projects, where virtualization on a significant scale is less of an issue. However, virtual teams are here to stay and therefore project managers need to know how to be good virtual team managers in order to get the best from remote resources.

Location, location, location

The days of single location or co-location of project teams are long gone as organizations extend their reach around the world and take advantage of more economic resources and distant skills, and this is why projects need to act in a ‘virtual’ way.

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Medium 9780874257618

Chapter 2: What Is Diversity?

Edward E. Hubbard HRD Press PDF

Chapter 2

What Is Diversity?

Definition and Terms

Any useful discussion of the topic of diversity must start with a fundamental clarification of the term. The term diversity itself has a number of different interpretations. Diversity can be defined as a “collective mixture characterized by differences and similarities that are applied in pursuit of organizational objectives.” Diversity management then can be defined as “the process of planning for, organizing, directing, and supporting these collective mixtures in a way that adds a measurable difference to organizational performance.”

Diversity and its mixtures can be organized into four interdependent and sometimes overlapping aspects: Workforce diversity, behavioral diversity, structural diversity, and business diversity.

Workforce diversity encompasses group and situational identities of the organization’s employees (i.e., gender, race, ethnicity, religion, sexual orientation, physical ability, age, family status, economic background and status, and geographical background and status). It also includes changes in the labor market demographics.

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Medium 9781626564145

Epilogue: What’s Next for Leaders?

Weisbord, Marvin R. Berrett-Koehler Publishers ePub

WISHING OTHERS WOULD BE BETTER LEADERS IS LIKE praying for a miraculous rescue from a bottomless pit. You will be disappointed. Making yourself into a better leader seems like a surer bet. It can be trial, a challenge, or a joy. It means traveling a road without end. You could visit places you have never been. You might find hidden parts of yourself. You might even come to accept parts you once denied or despised. You could achieve greater satisfaction, more freedom, greater self-confidence, and a growing ability to accept others as they are. That is the road we have been on. This book is our travelogue. Along the way we learned that advanced skills are any that enable us to do things we could not do before. Usually, that means turning convention upside down.

So, what’s next for you?

The honest answer is that we cannot predict the future, especially of leadership in a world of nonstop change. We can tell you how we answer the “What’s next?” question for ourselves. We are going to overturn convention whenever what we used to do no longer serves us. It can be something simple, taken for granted, that may have far-reaching consequences. Years ago we decided we would avoid windowless meeting rooms whenever possible. We attribute a great deal of our success to seeking out spaces that people like to be in. That is something we control anytime we can. It has nothing to do with “leadership style” except that we behave better with people who like their workplaces.

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Medium 9781567264012

CHAPTER 23: Evaluating Past Performance

Solloway, Charles D. Berrett-Koehler Publishers ePub

In evaluating past performance, members of the evaluation team, often a separate performance risk assessment group, have some specific FAR guidance to take into account. FAR 15.305 requires the following:

• The government shall consider information obtained from an offeror, as well as information obtained from any other sources, when evaluating the offeror’s past performance.

• The contracting officer/source selection authority (SSA) shall determine the relevance of past performance information.

• The evaluation should take into account past performance information regarding predecessor companies, key personnel who have relevant experience, or subcontractors that will perform major or critical aspects of the requirement when such information is relevant to the instant acquisition.

• If the case of an offeror that does not have a record of relevant past performance, or for whom information on past performance is not available, the offeror may not be evaluated favorably or unfavorably on past performance.

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