A. NOTARNICOLA, THE BROKEN COMPANY. MOTIVATING EMPLOYEES AFTER AN EMERGENCY: STRENGTH, UNITY AND TRUST, MILAN, FRANCO ANGELI, 2019 (IN ITALIAN)
A.Notarnicola, Global Inclusion, Milan: Franco Angeli, 2014 (in Italian), 2015 (in English)
A.Notarnicola, M. Berlino, Helping: Managerial Development. A Person-Centered Approach, Milan: Franco Angeli, 1998
A. Notarnicola, On Becoming Change Managers, Milan: Franco Angeli, 1999
A.Notarnicola, F. Steinbach Palazzini, And Companies Produce TV, Milan: Franco Angeli, 2002
A.Notarnicola, “Business TV” in The New Frontiers of Corporate Culture, Milan: Etas, 2004
A.Notarnicola, M. Berlino, Helping, Education and Drama. A Person-Centered Approach, Milan: Franco Angeli, 2004
A.Notarnicola, M. Berlino, Helping, Education and Drama. A Person-Centered Approach, Milan: Franco Angeli, 2004
A.Notarnicola, “Customer Relationship in Retail” and “Experience Marketing in Retail” in Handbook of Store Management, Milan: Edizioni 24 Ore, 2008
A.Notarnicola, P. Pavanini, M. Morga, Once Upon a Time the Convention, Milan: Edizioni 24 Ore, 2008
A.Notarnicola, Abbabusiness, Rome: edizioni Croce, 2009
A.Notarnicola, Satyricompany, Milan: Edizioni 24 Ore, 2010
A. Notarnicola, A. Fedel, M. Targa, Successful Public Speaking, Milan: Giunti Editore, 2011
A.Notarnicola, “Motivating Sales People” in Handbook of Sales Management, Milan: edizioni 24 Ore, 2011
Sales Academy 24, Milan: edizioni 24 Ore, 2012 Project coordinated by A. Notarnicola
MASTER 24 in Business Strategy and Management, Milan: edizioni 24 Ore, 2008 Project coordinated for Newton by A. Notarnicola
L’IMPRESA – Monthly management publication issued by 24 Ore Articles by Andrea Notarnicola appear in every issue from 2006 to 2013.
A. NOTARNICOLA, THE BROKEN COMPANY. MOTIVATING EMPLOYEES AFTER AN EMERGENCY: STRENGTH, UNITY AND TRUST, MILAN, FRANCO ANGELI, 2019 (IN ITALIAN)

A country’s default, financial upheavals, civil disorder, acts of terrorism, natural catastrophes, and pandemics are external emergencies that may destroy a company.  Internal emergencies, such as environment disasters, accidents with casualties and scandals, can destroy trust capital. These can crush an organisations’ operations and undermine employee morale.

Once first aid has been provided, all corporate functions are required to step up to address an unprecedented business situation: from those who manage production, logistics and sales continuity to the financial and legal departments responsible for administrative resilience and the team involved in restoring the company’s reputation.

The emergency generates a sense of impotence and fragility. How do we deal with workers’ demoralisation and a sense of impotence after a sudden crisis? This book focuses on the importance of mobilising and getting employees involved in the recovery and renewal stages. The solution that saves the organisation will necessarily come from the hard work of the people who decide to stay with the company; from the commitment of those who take on managerial or commercial roles in a company whose future, after being hit hard, is uncertain; and from the ideas of the community that helps relaunch it.

Using specific examples, the author guides the reader to discover the inclusive approaches that help engage people and support the professional community in the reconstruction process of its own strengths. After a serious crisis, not only can the organisation and people’s jobs be saved, but the experience can also be used to “build a better company together”.

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, Helping: Managerial Development. A Person-Centered Approach, Milan: Franco Angeli, 1998

A.Notarnicola, M. Berlino, Helping: Managerial Development. A Person-Centered Approach, Milan: Franco Angeli, 1998 (published in Italian: A. Notarnicola, M. Berlino, L’helping per la formazione manageriale. L’approccio centrato sulla persona – Milano, 
Franco Angeli, 1998)

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, 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, I and Mr. Berlino present a practical way to recognise and understand the emotional dimensions of every work group.

A. Notarnicola, On Becoming Change Managers, Milan: Franco Angeli, 1999

A. Notarnicola, On Becoming Change Managers, Milan: Franco Angeli, 1999 (published in Italian: A. Notarnicola, Changing: diventare manager del cambiamento, Milano, Franco Angeli, 1999)

In a global economy, businesses require professionals who are competent in change leadership. In this book, I describe some tools for those who have an implicit or explicit mandate to bring about change in their organization. I describe the basic principles of the managerial approach, and discuss the real-life experiences of several managers (in the form of interviews) and my own experiences (in the form of case studies).
This book is not about the functional role, the contractual description of the job and the hierarchical position of the change leader. Instead, the manager who seeks change is anyone with a simple or complex managerial role who is strongly motivated to give a new meaning to the process. I strip away all the idealized attributes of managers, viewing them as catalysts, instead.
Change does not derive from the things that are changed, but from people who are committed to bringing about change. “Changers” are distinguished by their personal abilities to construct reality, abilities that are difficult to define, yet very effective for increasing opportunities and corporate resources.

A.Notarnicola, F. Steinbach Palazzini, And Companies Produce TV, Milan: Franco Angeli, 2002

A.Notarnicola, F. Steinbach Palazzini, And Companies Produce TV, Milan: Franco Angeli, 2002 (published in Italian: A. Notarnicola, F. Steinbach Palazzini, E l’azienda fa la tv, Milano, Franco Angeli, 2002)

A silent revolution is changing the communication plans of companies. Video, internal communication, training, entertainment, customer loyalty: the convergence of television and multimedia are the means used by companies to create new emotions, as documented and discussed in this book. Marketing, external communication, internal communication and education 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 communication approach is directed towards different audiences, including communities of current or potential customers, sales networks and the internal organization.

A.Notarnicola, “Business TV” in The New Frontiers of Corporate Culture, Milan: Etas, 2004

A.Notarnicola, “Business TV” in The New Frontiers of Corporate Culture, Milan: Etas, 2004 (published in Italian: A. Notarnicola, “La business tv” in Le nuove frontiera della cultura d’impresa, Milano, Etas, 2004)

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. An alternative view of management is needed, one that is adapted to the continuous flow of a company.
The book 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 the world is 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 theater, and makes use of innovative tools such as multimedia networking, business television and edutainment, which are discussed in my contribution.

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

A.Notarnicola, M. Berlino, Helping, Education and Drama. A Person-Centered Approach, Milan: Franco Angeli, 2004 (published in Italian:
A. Notarnicola, M. Berlino, Helping, formazione, teatro. L’approccio centrato sulla persona, Milano, Franco Angeli, 2004)

The 2004 Intercultural Business Theatre Awards in Venice signaled the launching of drama as a learning methodology seven years after Maddalena Berlino and I defined it in our publication, Helping.
On that occasion, Maddalena Berlino and I published a new release of the 1996 book on the use of drama in European business. The book includes an introduction about our recent experiences.

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

A. Notarnicola, Corporate Television and Drama, Using New Languages to Innovate Corporations, Milan: Etas, 2006 (published in Italian: A. Notarnicola, Televisione e teatro in azienda, Usare nuovi linguaggi per innovare le imprese, Milano, Etas, 2006)

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 mobilizing people by offering new emotions. The experiences of personal, organizational 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 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 program 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, “Customer Relationship in Retail” and “Experience Marketing in Retail” in Handbook of Store Management, Milan: Edizioni 24 Ore, 2008

A.Notarnicola, “Customer Relationship in Retail” and “Experience Marketing in Retail” in Handbook of Store Management, Milan: Edizioni 24 Ore, 2008 (punlished in Italian: La gestione della relazione con il cliente nel punto vendita and Il marketing dell’esperienza nel punto vendita, Guida allo store management, Milano, Edizioni 24 Ore, 2008).

In two articles, I discuss 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, Once Upon a Time the Convention, Milan: Edizioni 24 Ore, 2008

A.Notarnicola, P. Pavanini, M. Morga, Once Upon a Time the Convention, Milan: Edizioni 24 Ore, 2008 (published in Italian: A. Notarnicola, P. Pavanini, M. Morga, C’era una volta la Convention, Milano, Edizioni 24 Ore, 2008)
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 mobilize 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, organizational paradoxes and inconsistencies of several corporate events, Piero Pavanini, Massimo Morga and I guide the reader towards a new approach for conceiving, planning and managing communication events.

A.Notarnicola, Abbabusiness, Rome: edizioni Croce, 2009

A.Notarnicola, Abbabusiness, Rome: edizioni Croce, 2009 (published in Italian: A.Notarnicola, Abbabusiness, Roma, edizioni Croce, 2009)
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. In the process they 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, Satyricompany, Milan: Edizioni 24 Ore, 2010

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

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, I strive to bring readers out of their discontent, finding the will to put themselves on the line and the energy to bring about change in companies and work. A learning organization is enriched by a language whose depth lies in its lightness –tragedy’s time is up, 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, Successful Public Speaking, Milan: Giunti Editore, 2011

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

From meetings with colleagues to conventions and speeches during a seminar to project or product presentations, how to be persuasive when speaking in public now needs new methods, techniques and “languages.” 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 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, “Motivating Sales People” in Handbook of Sales Management, Milan: edizioni 24 Ore, 2011

A.Notarnicola, “Motivating Sales People” in Handbook of Sales Management, Milan: edizioni 24 Ore, 2011 (published in Italian: A.Notarnicola, “La motivazione della forza vendita” in Guida del 24 Ore alla vendita, Milano, edizioni 24 Ore, 2011)

In this guide, I 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. I 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. I devote a chapter to the topic of motivating the sales force.

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

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

This 15-unit course in Italian 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 program 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… “how to keep hurting yourself”. The video is accompanied by a book of notes on the lessons, enriched with in-depth scholarly texts.

MASTER 24 in Business Strategy and Management, Milan: edizioni 24 Ore, 2008 Project coordinated for Newton by A. Notarnicola

MASTER 24 in Business Strategy and Management, Milan: edizioni 24 Ore, 2008
Project coordinated for Newton by A. Notarnicola

Master24 Management and Business Strategy is a general management course in Italian designed for managers, entrepreneurs and professionals who want to accelerate their career path and acquire the knowledge and tools necessary for 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 personalized 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 internationalization

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