The Three Faces of Leadership takes readers inside the minds of CEOs who have been celebrated by the Harvard Business Review over the last decade of the twentieth century. Drawing on interviews with these famous CEOs, Mary Jo Hatch, Monika Kostera and Andrzej K. Kozminski demonstrate how business leaders today use aesthetics, specifically storytelling, dramatizing and mythmaking, to lead their companies successfully. They look at how they inspire organizations through their creativity, virtue and faith, and thus show the faces of the artist and priest alongside the technical and rational face of the manager. The Three Faces of Leadership features clear and accessible explanations of the aesthetic philosophy of management: as applied to the concepts of creativity, imagination, courage, virtue, inspiration, faith and ethics. It presents techniques for developing these qualities as an essential part of leadership; together with the capacity to communicate them to others. Aesthetic leadership practices are linked to organizational culture, change, vision, values and identity. In this way, the book encourages students and executives to align the creative and spiritual aspects of business with their technical training and practice.
This book presents the Balanced Development Index (BDI), measuring socioeconomic development in twenty-two European OECD member countries in a period 1999-2017. Compared to other composite measures of development, BDI looks beyond traditional development indicators, such as GDP, to create an index which gives equal weight to social, economic, objective, and subjective aspects of development. The BDI aggregates forty-two detailed indicators into four composite middle-level indexes: external economic (characterizing functioning of national economies in their international surroundings), internal economic (characterizing various aspects of domestic economic conditions), social expectations (public hopes and fears concerning economic, political and social conditions), and current social condition (including both objective and subjective social indicators)—which are, in turn, aggregated into the general BDI index.
The aim of this book is to justify the importance of economic knowledge for every human being in a country with an economic system based on the market mechanism, and to explain and debunk the myths and stereotypes related to economic education and its effectiveness, particularly among young people. The book offers a comparative analysis of the economic education of young people in Poland and throughout the world. It examines the historical emergence of economies and economic thinking and decision-making as well as the different philosophies and educational systems in the EU and the USA. It thoroughly investigates the economic knowledge of Polish youth via an annual study, which the authors have conducted since 2012. The book outlines both the formal and informal methods of economic education, from education programs in general secondary schools and economic technical schools, as well as in vocational schools, and also examines school Business Incubators. It concludes with a summary, reviewing the implementation of research goals and issues and outlining directions for future research. The authors break down complex topics and provide readers with a base knowledge of economics at the micro and macro levels. The book will serve as a useful and practical guide for students and researchers, as well as policymakers concerned with rethinking the education system. Additionally, it will be a helpful resource for those wanting to acquire the knowledge needed to conduct a business, as the authors maintain that entrepreneurship can be learned.
This book shows how organizational frame-breaking changes can be used in order for an organization to learn from its own experience and continually improve.
Longtime management scholar, educator, consultant, and businessman Andrzej Kozminski has drawn on his extensive, practical experience to provide this comparative analysis of recent changes in management in Central and Eastern Europe and in highly developed, Western countries. He provides numerous, concrete examples of enterprises operating in Russia, Poland, Hungary, and Czechoslovakia, including joint ventures and Western enterprises. Strategies, management cultures, and managers are compared as Kozminski formulates viable strategies and business opportunities for Western companies.
A Polish writer's experience of wartime France, a cosmopolitan outsider's perspective on politics, culture, and life under duress When the aspiring young writer Andrzej Bobkowski, a self-styled cosmopolitan Pole, found himself caught in occupied France in 1940, he recorded his reflections on culture, politics, history, and everyday life. Published after the war, his notebooks offer an outsider's perspective on the hardships and ironies of the Occupation. In the face of war, Bobkowski celebrates the value of freedom and human life through the evocation--in a daringly untragic mode--of ordinary existence, the taste of simple food, the beauty of the French countryside. Resisting intellectual abstractions, his notes exude a young man's pleasure in physical movement--miles clocked on country roads and Parisian streets on his trusty bike--and they reveal the emergence of an original literary voice. Bobkowski was recognized in his homeland as a master of modern Polish prose only after Communism ended. He remains to be discovered in the English-speaking world.
Contemporary supply chains operate under the pressure of customer requirements, increasing price competition, sudden increases or decreases in demand, unforeseen obstacles and new threats. The right way to improve the functioning of the flow of material and accompanying information is not only the continuous collection of data but also their collection, analysis, inference and decision-making with the use of decision support systems, expert systems and artificial intelligence. Such procedures make it easier for logisticians not only to forecast processes but also to predict (forecast) and identify potential problems and facilitate the implementation of optimal modern solutions, paying attention to current trends in the supply chain market. An important issue that affects the quality, efficiency and availability (continuity) of the processes implemented within the supply chain is security. This is an area that is not clearly defined. This book uses theoretical and practical knowledge to define security in the supply chain as a state that gives a sense of certainty and guarantees the flow of material goods and services (in accordance with the 7w rule) as well as a smooth flow of information for the planning and management of logistics processes. Tools and instruments used to ensure the security of the supply chain contribute to the protection and survival in times of dangerous situations (threats) and adaptation to new conditions (susceptibility to unplanned situations). When analyzing the needs and structure of the 21st century supply chains, in the context of their security, it is impossible to ignore the problem of their digitization, which enables the determination of optimal routes and the anticipation of possible threats (crisis situations). Automatic data exchange between various departments of the company along the upper and lower part of the supply chain improves the functioning of the warehouse management through, among others, automation, robotization and pro-activity. It also contributes to efficient, good communication and market globalization. Automation also brings new, extremely attractive business models with regard to occupational safety, ergonomics and environmental protection. To meet the needs of creating modern supply chains, the book analyzes and presents current and future solutions that affect security and the continuity of supply chains.
“Kissinger opted for a strategy of accommodation with Moscow, while Brzezinski, claiming that the very nature of Soviet ideology and policies prevents stability, sought strategies for undermining the Soviet system. . . . In retrospect, Brzezinski was proven right and Kissinger was wrong.” —Shlomo Avineri in the preface Zbigniew Brzezinski, widely regarded as a key actor in the last half-century of American foreign policy, remains a high-profile commentator on current events and an influential critic of some policies of subsequent administrations. His intellect and eloquent wit have made him an irreplaceable and controversial part of the American scene. He continues to fascinate historians, journalists, and conspiracy theorists. This is not a conventional doorstop biography. Instead, Zbig focuses on Brzezinski’s critical and underappreciated contribution to the collapse of the Soviet Union—his lifelong mission. Utterly free of illusions about the nature of Communist power, Brzezinski advocated “peaceful engagement” as the best tactic for exploiting systemic Soviet vulnerabilities. His stand on human rights and his tutelage of and influence on President Jimmy Carter had a profound effect on the course of the Cold War. Zbig also compares Brzezinski with his Harvard rival, Henry Kissinger—a strong proponent of realpolitik. Brilliant as Kissinger is, he did little to change American perceptions of the world in a lasting way. Brzezinski did.
Longtime management scholar, educator, consultant, and businessman Andrzej Kozminski has drawn on his extensive, practical experience to provide this comparative analysis of recent changes in management in Central and Eastern Europe and in highly developed, Western countries. He provides numerous, concrete examples of enterprises operating in Russia, Poland, Hungary, and Czechoslovakia, including joint ventures and Western enterprises. Strategies, management cultures, and managers are compared as Kozminski formulates viable strategies and business opportunities for Western companies.
The Three Faces of Leadership takes readers inside the minds of CEOs who have been celebrated by the Harvard Business Review over the last decade of the twentieth century. Drawing on interviews with these famous CEOs, Mary Jo Hatch, Monika Kostera and Andrzej K. Kozminski demonstrate how business leaders today use aesthetics, specifically storytelling, dramatizing and mythmaking, to lead their companies successfully. They look at how they inspire organizations through their creativity, virtue and faith, and thus show the faces of the artist and priest alongside the technical and rational face of the manager. The Three Faces of Leadership features clear and accessible explanations of the aesthetic philosophy of management: as applied to the concepts of creativity, imagination, courage, virtue, inspiration, faith and ethics. It presents techniques for developing these qualities as an essential part of leadership; together with the capacity to communicate them to others. Aesthetic leadership practices are linked to organizational culture, change, vision, values and identity. In this way, the book encourages students and executives to align the creative and spiritual aspects of business with their technical training and practice.
The Three Faces of Leadership takes readers inside the minds of CEOs who have been celebrated by the Harvard Business Review over the last decade of the twentieth century. Drawing on interviews with these famous CEOs, Mary Jo Hatch, Monika Kostera and Andrzej K. Kozminski demonstrate how business leaders today use aesthetics, specifically storytelling, dramatizing and mythmaking, to lead their companies successfully. They look at how they inspire organizations through their creativity, virtue and faith, and thus show the faces of the artist and priest alongside the technical and rational face of the manager. The Three Faces of Leadership features clear and accessible explanations of the aesthetic philosophy of management: as applied to the concepts of creativity, imagination, courage, virtue, inspiration, faith and ethics. It presents techniques for developing these qualities as an essential part of leadership; together with the capacity to communicate them to others. Aesthetic leadership practices are linked to organizational culture, change, vision, values and identity. In this way, the book encourages students and executives to align the creative and spiritual aspects of business with their technical training and practice.
Winning provides a theory of how and when to use various types of teamwork in a continuous improvement program. These include self-managed, cross-functional, benchmarking, outside linking and breakthrough teams. Also discussed are team leadership, team strategy, and examples of teamwork tools and outcomes. The book teaches how to win through continuous improvement programs.
This book presents the Balanced Development Index (BDI), measuring socioeconomic development in twenty-two European OECD member countries in a period 1999-2017. Compared to other composite measures of development, BDI looks beyond traditional development indicators, such as GDP, to create an index which gives equal weight to social, economic, objective, and subjective aspects of development. The BDI aggregates forty-two detailed indicators into four composite middle-level indexes: external economic (characterizing functioning of national economies in their international surroundings), internal economic (characterizing various aspects of domestic economic conditions), social expectations (public hopes and fears concerning economic, political and social conditions), and current social condition (including both objective and subjective social indicators)—which are, in turn, aggregated into the general BDI index.
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