Discover What Makes Family Businesses Beat the Odds and Thrive over Generations Families are complicated; family businesses even more so. Like other companies, family-run enterprises must develop leadership and entrepreneurial skills. But they must also manage family dynamics that rarely mirror the best practices in the latest Harvard Business Review. Allan Cohen and Pramodita Sharma, scholars with deep professional and personal roots in family businesses, show how enterprising families can transmit the hunger for excellence across generations. Using examples of firms that flourished and those that failed, they describe the practices that characterize entrepreneurial individuals, families, and organizations and offer pragmatic advice that can be tailored to your unique situation.
The Egalitarian Conscience pays tribute to the highly influential work of Professor G. A. Cohen. Professor Cohen is a philosopher of international stature and tremendous achievement, who has been vital to the flourishing of egalitarian political philosophy. He has a significant body of work spanning issues of Marxism and distributive justice, consistently characterized by original ideas and ingenious arguments. The high standard of rigour he sets for progressive thinkers,particularly himself, has been a source of inspiration for colleagues and students alike.The volume honours Professor Cohen with first-rate essays on a number of significant and fascinating topics, reflecting the wide-ranging themes of Professor Cohen's work, but united in their concern for questions of social justice, pluralism, equality, and moral duty. The contributors are scholars of international stature: Joshua Cohen, Jon Elster, Susan Hurley, Will Kymlicka, Derek Parfit, John Roemer, T. M. Scanlon, Samuel Scheffler, Hillel Steiner, and Jeremy Waldron. There is an afterwordby G. A. Cohen.
In organizations today, getting work done requires political and collaborative skills. That’s why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the “currencies” they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources.
The authors of the classic Influence Without Authority explain the unique challenges of influencing powerful people Learn to overcome your difficulties with a boss who is uninterested in your concerns, or resistant to giving needed support. Or discover how to win the cooperation of senior managers who are hard to reach, and hard to sell on your ideas, products, or services. In their classic book, Influence Without Authority, Allan Cohen and David Bradford provided a universal model of how to influence someone you don't control. Influencing Up applies those ideas to problematic bosses and other powerful people, with sophisticated tactics for building partnerships with them. If you're afraid of retaliation or just unclear as to how to change a senior person's behavior, don't stay paralyzed. Influencing Up gives you the tools to bridge the power gap. Offers practical advice about how to turn your relationship with your boss into a partnership in which both parties benefit Explains what powerful people care about Shows how to overcome power gaps by developing more partner-like relationships Learn what a great partnership with your boss can do for your career—and your mental health!
First published in 1978, this book rapidly established itself as a classicof modern Marxism. Cohen's masterful application of advanced philosophicaltechniques in an uncompromising defence of historical materialism commandedwidespread admiration. In the ensuing twenty years, the book has served as aflagship of a powerful intellectual movement - analytical Marxism. In thisexpanded edition Cohen offers his own account of the history, and the furtherpromise, of analytical Marxism. He also expresses reservations abouttraditional historical materialism, in the light of which he reconstructs thetheory, and he studies the implications for historical materialism of the demiseof the Soviet Union.
Managern der mittleren Führungsebene zeigt dieses Werk auf, wie die Strategien und Ideen der Unternehmenschefs in ihren Abteilungen mit Leben erfüllt werden können. Anhand des Modells "Manager als Entwickler" lernen Sie, wie Sie ihre Mitarbeiter motivieren können, ihre Aufgaben mit Kreativität und Eigenverantwortung umzusetzen.
This book presents G. A. Cohen's Gifford Lectures, delivered at the University of Edinburgh in 1996. Focusing on Marxism and Rawlsian liberalism, Cohen draws a connection between these thought systems and the choices that shape a person's life. In the case of Marxism, the relevant life is his own: a communist upbringing in the 1940s in Montreal, which induced a belief in a strongly socialist egalitarian doctrine. The narrative of Cohen's reckoning with that inheritance develops through a series of sophisticated engagements with the central questions of social and political philosophy. In the case of Rawlsian doctrine, Cohen looks to people's lives in general. He argues that egalitarian justice is not only, as Rawlsian liberalism teaches, a matter of rules that define the structure of society, but also a matter of personal attitude and choice. Personal attitude and choice are, moreover, the stuff of which social structure itself is made. Those truths have not informed political philosophy as much as they should, and Cohen's focus on them brings political philosophy closer to moral philosophy, and to the Judeo-Christian ethical tradition, than it has recently been.
Defenders of capitalism claim that its inequality is the necessary price of the freedom that it guarantees. In that defense of capitalist inequality, freedom is self-ownership, the right of each person to do as he wishes with himself. The author shows that self-ownership fails to deliver the freedom it promises to secure. He thereby undermines the idea that lovers of freedom should embrace capitalism and the inequality that comes with it. In the final chapter he reaffirms the moral superiority of socialism, against the background of the disastrous Soviet experiment.
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