APPA Publications Transform, Inform, and Inspire
[Print] Operational Guidelines for Educational Facilities: Custodial
Fully revised and updated. Recalculated times for 33 standard room categories; 21 chapters; 7 appendices, including an extensive glossary and room/time matrices. Recognized by the U.S. Green Building Council - 1 point toward LEED for Existing Buildings, Operations & Maintenance.
Please see the APPA Custodial Guidelines/CleanOpsStaff Package which includes a free copy of this publication!
[Print] New! Operational Guidelines for Educational Facilities: Grounds
Fully updated with current and vital information on staffing, service levels, and technological advances, while emphasizing sustainabilty, and using real-world examples you can use at YOUR facility! Please see the APPA Guidelines/GroundsOpsStaff Package which includes a free copy of this publication!
Building Commissioning Handbook, Third Edition
[Print] Operational Guidelines for Educational Facilities: Maintenance
Fully revised and updated. Includes 13 chapters and 3 appendices, including an extensive glossary and bibliography.
Please see the Maintenance Guidelines/MainOpsStaff Package which includes a free copy of this publication!
Growing Weeders into Leaders
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Thought Leaders Report 2019: Innovation in an Age of Disruption [PDF]
How do you think outside the box? In other words, how do you approach thinking differently about the world around you and your institutional and organizational challenges? More importantly, how do you go beyond just thinking differently to actually seeing things differently?
This question is what drove the entire 2019 APPA Thought Leaders symposium as they explored the mechanics of innovation. They drew on the experience of experts in innovation and entrepreneurship and discussed ways to protect experimentation and creativity from institutional forces dedicated to the status quo. They practiced developing innovative strategies for addressing the challenges facing higher education. And they learned that creativity must be fostered and encouraged within an institution, by modeling the entrepreneurial mindset to instill a curiosity to innovate.
Download this publication for the key takeaways from this thorough and engaging report.
NEW! Deploying Disruptive Technologies with a Disruptive Approach to Leadership.
Apple. Disney. Lego. These names are well-known to us all. But the names of many other organizations could also be added to this list. What they all have in common is that they have “disrupted” their traditional business models and (some would argue) their respective industries by introducing game-changing technologies. They are preparing for the future, or in Simon Sinek’s words, “playing the infinite game.” In this sense, “disruption” is not necessarily bad; it can include positive and unprecedented responses to unforeseen circumstances that threaten to undermine business-as-usual.
The many articles written about the companies listed above make it clear that at the core of their respective responses has been a commitment to reinvigorate the corporate culture in a way that not only encourages innovation but also—and more importantly—develops leaders who can foster a higher level of trust within the workforce. Senior executives, managers, supervisors, team captains, etc., are encouraged to rethink and exemplify a different approach to their respective roles as leaders within the organization, reenvisioning their roles by focusing more on serving the workforce and responding to workplace needs as identified by the workers themselves. This approach acknowledges that the workers are also vital stakeholders in the organization’s mission and success.
This monograph proposes that one of the keys to managing disruption is to invest in the organization’s culture of work, as well as in the technologies required for progressive change, in order to develop a community of leaders at all levels—leaders capable of planning, of reacting quickly and flexibly, and of promoting operational excellence to match an accelerating pace of disruptive change. This differs from conventional leadership by recognizing the importance of empowering all employees at every level to provide some degree of leadership. This requires an agreement between supervisors and workforce subordinates to operate on the basis of mutual trust, building relationships geared to maximize everyone’s individual strengths.
NOTE: Digtital format books are accessed via the APPA Website. They are not downloadable or printable.
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