Bibliography

A.Notarnicola, Global Inclusion, Milan: Franco Angeli, 2014 (in Italian), 2015 (in English)

Inclusion and innovation are the new recipe for growing. A global outlook encourages the best companies to see inclusion as the new fundamental competitive leverage not just for survival, but also for successful innovation. The numbers speak for themselves. These days, markets reward the open companies that successfully combine ethics and financial performance. In my book Global Inclusion based on my own personal experience, I explore the new strategies adopted by companies to highlight and take advantage of the uniqueness of their employees’ talents and to fight conformism. I use case studies to tell the story of those Italian companies that adopted this strategy by promoting GLBT inclusion to create a fertile and authentic work environment for everybody. I present the practices of IKEA, IBM, Microsoft, Barilla, Deutsch Bank, Telecom Italia, Johnson&Johnson, Clifford Chance, Citi, Consoft Sistemi, Lexellent, Lilly, Roche, Linklaters, Costa, Newton and others.

Introduction by Ivan Scalfarotto.

A.Notarnicola, M. Berlino, L’helping per la formazione manageriale. A Person-Centered Approach, Milan: Franco Angeli, 1998 (in Italian)

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In recent years, with the collapse of the typical pyramidal structures of complex societies and the appearance of new intermediary professional roles, companies have become more and more aware of the need for human resources development and good employee interaction as the key to company growth.

Increasingly, the new managers have to combine their professional skills with the ability to manage relationships with their peers and coworkers to build a collaborative environment, by measuring and managing their instinctive perceptions and feelings. This approach makes the company more competitive and more prepared to manage change.

Even learning professionals are convinced that professional development of key people is possible when they nurture personal maturity towards others, but first of all towards themselves.

This book, fruit of an experimental work at MIB -Master International Business in Trieste, highlights a learning technique based on the methodology of global engagement (Rogers’ Person Centered Approach).

After touching on some theoretical principles in the first part, the authors present a potential practical way to recognise and understand the emotional dimensions of every work group.

A.Notarnicola, Changing: diventare manager
 del cambiamento, Milan: Franco Angeli, 1999 (in Italian)

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In a global economy, businesses require professionals who are competent in change management. In this book, the author describes a few tools for those who have an implicit or explicit mandate to bring about change in their organisation. The author describes the basic principles of the managerial approach and discusses the real-life experiences of several managers (in the form of interviews) and of the author himself (in the form of mini case studies). Within this definition, the functional role, the contractual description of the post and the hierarchical position are not what make the difference. For the purposes of this work, the manager who seeks change is anyone with a simple or complex managerial role who is strongly motivated to generate meaning.

The author therefore strips away all the idealised attributes of the position of manager, viewing it instead from a generative perspective. According to the main idea of this book, change does not derive from the things that are changed but from the person who is committed to bringing about change. The “changer” is thus distinguished by his or her personal ability to construct reality, an ability that is difficult to define yet very effective for increasing opportunities and corporate resources.

A.Notarnicola, F. Steinbach Palazzini, E l’azienda fa la tv, Milan: Franco Angeli, 2002 (in Italian)

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A silent revolution is changing the communication plans of companies. Video, internal communications, training, entertainment, customer loyalty – this book offers a history, examples and a discussion of the prospects of a convergence of television and multimedia, or rather the means used by companies to create new emotions. Marketing, external communications, internal communications and skills development find new connections and associations through creative methods that are represented by different genres: infotainment (information through entertainment), edutainment (education through entertainment) and live events. This integrated communications approach is directed towards different audiences, including communities of current or potential customers, sales networks and the internal organization.

A.Notarnicola, “La business tv” in Le nuove frontiera della cultura d’impresa, Milan: Etas, 2004 (in Italian)

A spectre is haunting the business world – humanistic management. This new way of doing business diverges from the traditional tenets of scientific management, which are no longer capable of offering valid interpretations and effective operational tools for running today’s changing companies. It is therefore necessary to produce an alternative view of management. Rather than a new paradigm, what is needed is a new type of discourse that is adapted to the continuous flow of a company. A discourse that discusses how to take advantage of the new, how to learn to learn, how individuals are shaped by the world to which they belong and how, at the same time, the world is (also) affected by our actions.

In this book, leading personalities from the world of management and culture attempt to formulate an alternative view, offering a “Humanistic Management Manifesto” based on the great tradition of European Humanism. This approach is open to ideas from areas that are usually excluded from the corporate realm, including philosophy, literature, cinema and theatre, and makes use of innovative tools such as multimedia networking, business television and edutainment, which are discussed in the text by Andrea Notarnicola.

A.Notarnicola, M. Berlino, Helping, Education and Drama. A Person-Centered Approach, Milan: Franco Angeli, 2004 (in Italian)

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The 2004 Intercultural Business Theatre Awards in Venice signaled the launching of drama as a learning methodology seven years after its definition by Andrea Notarnicola and Maddalena Berlino.

On that occasion, the authors published a new release of the 1996 book on the use of drama in European business. The book includes an introduction about their recent experiences.

A. Notarnicola, Televisione e teatro in azienda, Usare nuovi linguaggi per innovare le imprese, Milan: Etas, 2006 (in Italian)

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In the twenty-first century, there has been a shift from an industrial to a creative economy. Various expressive languages are being used as a means of translating materials that are often only available in written form (manuals, teaching materials, product and services presentations, reports, catalogues, etc.) into experiences that can be seen, heard and felt. Companies come out on top if they succeed in involving and mobilising people by offering new emotions. The experiences of personal, organisational and social change proposed in the form of edutainment are already affecting various sectors and hundreds of companies, involving professionals from the fields of strategic consulting, television, theatre, training, communication and the internet.

The blending of languages thus gives rise to new forms of managerial action. In this book, work models and real-life experiences are described from a narrative and scientific perspective. Organized by topic, it presents a selection of cases relating to leading international businesses, which were experienced first-hand by the author in his role as a programme manager and consultant. The book clearly reveals that “access to pleasure” is a model for the development of a new economy based on experience and change.

A.Notarnicola, “La relazione con il cliente nel punto vendita” e “Il marketing dell’esperienza nel punto vendita” in Guida del 24 Ore allo store management, Milan: Edizioni 24 Ore, 2008 (in Italian)

In two articles, the author discusses the main issues regarding customer experience management in the point of sale, explaining the central role that engagement of the personnel plays in the continuous improvement of customer relations.

A. Notarnicola, P. Pavanini, M. Morga, C’era una volta la Convention, Milan: Edizioni 24 Ore, 2008 (in Italian)

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Rhetorical, worldly, festive, exaggerated – business conventions made history and were already in decline before the crisis. What remains of these events today? How can languages be innovated to really mobilise the energy of professional and business communities, as well as company stakeholders?
Today, meetings and events must focus on content, giving more importance to the audience and less to a leader who can rouse the crowd. These events must generate ideas and solutions, be consistent with the needs of social responsibility and be receptive to the simultaneous involvement of different targets.

Taking an entertaining look at the common errors, organisational paradoxes and inconsistencies of several corporate events, Piero Pavanini, Massimo Morga and Andrea Notarnicola (authors of “C’era una volta la convention”) guide the reader towards a new approach for conceiving, planning and managing communication events.

A.Notarnicola, Abbabusiness, Rome: edizioni Croce, 2009 (in Italian)

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Abbabusiness is a new style, managerial and operational method and symbol of a culture that begins with valuing LGBT resources and then permeates the entire company, spreading the seeds of tolerance, conversation and dialogue. Moving beyond the secrecy of the past, these workers are increasingly coming out in the company, openly demonstrating a positive and collaborative attitude and a different way of thinking in the everyday work environment.
They therefore become the allies of those who seek change, a true mantra out of the morass of crisis that is as real as it is perceived. The result is a new corporate profile that respects all people as an enhancement and creation of value – for the company’s own culture and, more importantly, for business. Abbabusiness is the construction of a model for the optimum management of company talent. The best European companies have decided to value people for what they are.

A.Notarnicola, Satirazienda, Milan: Edizioni 24 Ore, 2010 (in Italian)

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When a company faces complex problems, is there nothing left to do but laugh? For very serious reasons, companies have decided to use satire in training and internal communications – the objective is to laugh at their own weaknesses in order to strengthen their abilities.

In this book, the author strives to bring the reader out of his or her discontent, finding the will to put oneself on the line and the energy to bring about change in companies and work. A learning organisation is enriched by a language whose depth lies in its lightness – enough with tragedy, it is time to act.

The publication includes two original scripts for corporate satire, one for the theatre and the other for video, allowing the reader to experience this type of business language first-hand.

A. Notarnicola, A. Fedel, M. Targa, Parlare in pubblico con successo, Milan: Giunti Editore, 2011 (in Italian)

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How to be persuasive when speaking in public – methods, techniques and “languages”. From meetings with colleagues to conventions, from speeches during a seminar to project or product presentations. A public speaking opportunity can be the moment of truth for our professional growth path. Public speaking often provides a decisive chance to convince others of the validity of an idea, change or our way of working. That initial fear of exposing oneself is not unfounded – public speaking is a risk. Advance preparation is therefore essential to gaining the trust of our audience. Dozens of cases and studies confirm that people become excellent public speakers by making use of certain models, tools and languages. And, naturally, as is true in any field, by putting in a great deal of practice.

A.Notarnicola, “La motivazione della forza vendita” in Guida del 24 Ore alla vendita, Milan: edizioni 24 Ore, 2011 (in Italian)

In this guide, the authors discuss the characteristics of a salesperson, the tools a company should use in recruitment, the factors that govern hiring and the contractual work relationship, as well as development methods. The authors highlight the roles of the players in the sales process – the sales manager and his or her characteristics, the skills to develop and the governance mechanisms to use. A. Notarnicola devotes a chapter to the topic of motivating the sales force.

Sales Academy 24, Milan: edizioni 24 Ore, 2012 Project coordinated by A. Notarnicola

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This 15-unit course covers all the challenges of building and maintaining customer relationships during a time of crisis – from technological innovation to market changes, from contact management to the social styles of customers, from contractual and legal aspects to social media management and public speaking. The course also reviews the classics of the profession, supporting the sales professional along an ideal career path that leads towards a managerial role. The programme includes lessons given by instructors and guest speakers from the corporate world. The most important topics are also dealt with by a team of experts in a satirical way by using the Zzzoot sitcom, a parallel corporate world filled with dysfunctional mental attitudes and practices – the traps that losers fall into or “how to keep hurting yourself”. The video is accompanied by a book of notes on the lessons, enriched with in-depth scientific texts.

MASTER 24 in Gestione e Strategia d’Impresa, Milan: edizioni 24 Ore, 2008 Project coordinated for Newton by A. Notarnicola

Master24 Management and Business Strategy is a general management course designed for managers, entrepreneurs and professionals who want to accelerate their career path and acquire the knowledge and tools necessary for the main corporate departments in order to properly manage corporate governance. An essential feature of Master24 is the new teaching methodology, which uses a training mixture based on distance learning combined with classroom lessons, work groups, case studies, simulations, testimonials and a personalised virtual classroom where students can consult a virtual library and have discussions with instructors.

  • Module 1: Managerial skills
  • Module 2: The business system
  • Module 3: SMEs: Managing family businesses and transferring power to new generations
  • Module 4: Guide to Europe and business internationalisation

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