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Stephan LamprechtStephan Lamprecht is a journalist and editor at Management-Journal.de. He has been working successfully as a specialist book author since the mid-80s and has specialized in IT, e-commerce and advice. In his professional career, the father of three has also held positions in middle and senior management in the finance and IT industries. He not only writes specialist articles and creates content for companies, but also develops communication concepts. The avid ice hockey fan has a pronounced preference for business and management books. As an editor at the Management Journal, he regularly reviews current specialist books.

The 3 Best Books on Mindfulness and Communication as a Means of Business Growth {Review}

Feel good and mindfulness can also make a big difference in companies, but they are often misunderstood. 3 books do away with prejudices.

Practical book for mindful organizations

Digitization, flexibilisation, automation are the buzzwords of the new world of work, and too often the well-being of employees is forgotten. However, in the future companies will increasingly differ about their employees. And it is important to pay attention to these.

Because: Companies that want to be successful in the future must look for solutions to keep their employees healthy and vital. The subject of “mindful organization” has therefore gained significantly in importance. A mindfully lived culture enables people to work vitally and healthily in the long term. This is how value is created through appreciation.

The desire for a new corporate culture is becoming increasingly clear, so that high sick leave figures can be avoided and progressive job density and demographic change can be effectively countered. One answer is the "mindful organization".

Basics and Best Practice

As editor, Claudia Härtl-Kasulke has sought out expert authors who impressively show how value can be used to create value in companies. Because mindfulness and resilience are more than newfangled frills from esoteric circles.

The authors want to promote mindfulness in companies and thus accompany them on the way to mindful organizations. To this end, the book first provides in an introductory part the theoretical foundations to arouse the understanding of the reader. This is followed by a whole series of instructive case studies from companies.

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Compendium of methods for practical implementation

The equally powerful third part of the book is a presentation of concrete methods that will help transform a company into a mindful organization. The individual mindfulness plays a role as well as their implementation in the team.

Each methodology or exercise is described briefly and succinctly and given tips for implementation. And, of course, from the point of view of executives, it is interesting to find out how much time should be planned for each exercise.

The editor and her authors have succeeded in creating an excellent mixture of basic scientific work, field reports and instruction book. The reading can therefore be recommended without hesitation to anyone who is interested in the subject of mindfulness in companies.

Does work have to be fun?

But the topic can be looked at even further: Digital giants like Google, Apple and Amazon are showing how it is done, others are doing it more or less well: Classic medium-sized companies have recognized that employees want more than the monthly wage transfer. Work should also be fun.

Not so new is the realization that customers also want to be happy. A new specialist book is devoted to the topic “Happiness in Business” and shows what Feel Good Management can do at all levels.

Where luck and business meet

In our minds, the terms happiness and economy differ widely, we locate them in different living environments. Happiness sounds like fulfillment, love and family. Economy is hard business where facts and figures speak. But: “Every day people are looking for happiness. And every person is in some way an actor in the economy, ”explains the team of authors from“ Glück im Business ”.

It consists of the Zen teacher and mental trainer André Daiyû Steiner, the graduate psychologist Carolin Hefele and the EconomicsProfessor Christian Schmidkonz. The latter also offers its students courses such as “Success Factor Happiness” or “Conscious Business”. Those who use luck in business correctly hit the nerve of employees and customers alike.

Happy product marketing: selling luck

From a management perspective, happiness is a valuable asset: people want to buy their happiness. If the juice promises me that I will eat healthier and more vital with it, it will feed my happiness. The sweater conjures up five kilos less? Bring it on! If you look around in supermarkets and the current advertising landscape, you will encounter amazingly often "happiness products".

"Of course, this form of linking consumption and happiness is extremely superficial, and yet it speaks to consumers in its own way," said the authors. In their specialist guide, they show how happy advertising messages affect consumers and how marketing campaigns with the PME Happiness Model are processed in a particularly promising manner.

Investment in happiness is worthwhile for companies

From an employer's point of view, investing in happy employees is also worthwhile: those who lead a happy life are more productive and more balanced. So when companies make their employees feel comfortable and valued, they can maximize value creation. But this has less to do with the accumulation of material goods.

So, if companies randomly provide kickers, booths, and coffees, then the idea has not come right. With such measures, employees can be satisfied at short notice during working hours.

Happy employees do not need a company car

To make them happy, employees have to feel valued and picked up. Happy to come to work, successfully complete projects and maintain friendly relationships with colleagues - that is what matters. "In fact, the company as a whole has to fit you with its values, its culture and its employees - and you for it," the authors explain.

Happiness management for companies starts with choosing the right employee and employer and goes all the way to team maintenance. But it's worth it - this is also shown by the success of companies with an appreciative employee culture. The guidebook “Glück in Business” shows with impressive best practices the whole range of fields of happiness in our life:

From personal tools such as meditation and mindfulness, to happiness as a marketing message to happiness as a management tool. On top of that, there are 19 exercises for (everyday) work.
Growth hacking is on everyone's lips, but what makes companies really successful in the long term? How do they become resilient and also emerge stronger from crises? How does healthy and sustainable growth come about? Growth expert Oliver Wegner answers these questions in his practical guide “The Growth Formula”.

We are growing - are they all there?

But as a decision maker have you done everything for the success of your company and still not reaping the fruits of your work? The latest software has been purchased, a well-known agency takes care of the PR machine, which never stands still, and the canteen has just recently undergone a particularly extensive renovation in order to make the stay as pleasant as possible for the growing number of employees.

That's fine, but does your team feel like they've been picked up and integrated into the change process? Did you even think about asking your employees what they want?

So check what's about to grow: growth requires inner strengths

Often, decisions about how to grow a business are taken from a bird's eye view. Every effort is made to financially and materially equip a company so that it can go with the competitor and withstand a comparison.

This is especially the case when the company is growing and structurally changing. But: A healthy growth process can not be imposed on a business from the outside. Companies have to grow from within.

The growth formula for sustainability and resilience

“People are the key factor in generating growth,” says Wegner, who advises companies worldwide that want to grow sustainably. In his guide, he gives the reader 11 “Weg.WEISER”, which he has gained from his experience as a consultant.

One of the experiences he wants to pass on is the fact that employees need to be taken along on the path of structural and very real changes that a growth process entails for healthy growth.

From the 11 rules results the growth formula

Growth = people x (organization + leadership culture)

If the hardware is very important for growth, the soft factors must also be taken into consideration, because without them, a growth process quickly turns into a blind trap - which in the worst case bursts.

Practical examples from the middle class

Wegners can look deeply into practical examples. They show that in many medium-sized and even larger companies the awareness of healthy growth-oriented corporate governance has yet to be created.

"As a decision-maker and responsible person, ensure that your managers and employees develop an awareness of growth", recommends Wegner, "then all those involved understand that growth must be controlled in order to be able to use the opportunities associated with it". The growth guide shows through many best practice examples how companies stand in the way of their own growth and which internal changes are needed in order to grow healthily.

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