Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys." The Observer Tied up in knots by KPIs? Confused by core competencies? Management doesn’t have to be this way. In fact, it shouldn’t be! One of today’ best-known and most controversial thinkers on management has joined forces with other leading business figures to provide a thought-provoking mix of writing on management. The cutting edge views depicted in this book are controversially the opposite of what is often held up as the truth in management. Management? Its Not What you Think! brings readers an unusual mix of perspectives to help stimulate more creative management thinking and more enjoyable, challenging and more productive ways to lead their teams. This is a book readers can dip into, a book they can savour, a book that won’t fail to get them reflecting on what management really is…
“Henry Mintzberg’s views are a breath of fresh air which can only encourage the good guys.” The Observer “My favourite management book of the last 25 years? No contest. The Rise & Fall of Strategic Planning.” Tom Peters, managment guru Strategy is the most prestigious but also the most confusing part of business. Managers are constantly bombarded with new jargon and the latest fads promising the magic bullet for every strategic problem. The world of strategy can seem to be an impenetrable jungle. Strategy Safari presents a powerful antidote to the dilemma of needing to know about strategy and yet not being able to find any comprehensible guidelines. This revised edition is a comprehensive, colourful and illuminating tour through the wilds of strategic management. In this provocative, jargon-free and extremely readable guide, top strategy authors Mintzberg, Ahlstrand & Lampel clearly set out and critique each of the ten major schools of strategic management thinking to help you grasp what you really need to know. Take the strategy safari – your business will thank you for it.
Swotted by strategy models? Crunched by analysis? Strategy doesn't have to be this way. 'Strategy Bites Back' brings you a provocative, imaginative and surprising mix of perspectives to help stimulate more creative strategic thinking and more enjoyable strategy making.
A array of childcare and preschool options blossomed in the 1970s as the feminist movement spurred mothers into careers and community organizations nurtured new programs. Now a small circle of activists aims to bring more order to childhood, seeking to create a more standard, state-run preschool system. For young children already facing the rigors of play dates and harried parents juggling the strains of work and family, government is moving in to standardize childhood. Sociologist Bruce Fuller traveled the country to understand the ideologies of childhood and the raw political forces at play. He details how progressives earnestly seek to extend the rigors of public schooling down into the lives of very young children. Fuller then illuminates the stiff resistance from those who hold less trust in government solutions and more faith in nonprofits and local groups in contributing to the upbringing of young children. The call for universal preschool is a new front in the culture wars, raising sharp questions about American families, cultural diversity, and the appropriate role of the state in the lives of our young children. Standardized Childhood shows why the universal preschool movement is attracting such robust support—and strident opposition—nationwide.
Wasserstein is widely recognized as the father of modern-day mergers and acquisitions... [He] explains what drives mergers and how they get done." - USA Today "Informative and entertaining." - Kirkus Reviews Big Deal is a penetrating look at the world of mergers and acquisitions by the legendary Bruce Wasserstein. Using compelling case studies, he reveals the inside story of the billion dollar deals that shape America's economy.
A “provocative, highly original” profile of Mount Rainier—capturing the majestic beauty and deadly allure of one of the largest active volcanoes in the U.S. (Jon Krakauer, author of Into Thin Air) Mount Rainier is one of the largest and most dangerous volcanoes in the country, both an awesome natural monument and a formidable presence of peril. In The Measure of a Mountain, Seattle writer Bruce Barcott sets out to grasp the spirit of Rainier through an exploratory, meandering, and deeply personal journey along its massive flanks. From forest to precipice, thinning air to fractured glaciers, he explores not only the physique of Rainier but the psychology and meaning of all mountains—and the deep connection that exists between humans and landscape. What he finds is a complex of moss-bearded hemlocks and old-growth firs, high meadows that blossom according to a precise natural timeclock, sheets of crumbling pumice, fractured glaciers, and unsteady magma. Rainier’s snow fields bristle with bug life, and its marmots chew rocks to keep their teeth from overgrowing. The mountain rumbles with seismic twitches and jerks, seeing one-hundred-thirty earthquakes annually . . . Rainier is an obsession, a temple that attracts its own passionate acolytes—from scientists and priests to rangers, and mountain guides—as well as a monument to death. Referred to by locals as simply “the mountain,” it is the single largest feature of the Pacific Northwest landscape—provided it isn’t hidden in clouds. Visible or not, though, Rainer’s presence is undeniable. Filled with adventure, poignant personal reflections, and fascinating mountain lore told by Indian chiefs, professional guides, priests, and scientists, The Measure of a Mountain is one man’s stirring quest to reconcile with a dazzling creation of nature, at once alluring and sometimes deadly.
This is a well researched and thoroughly readable work. As well as giving a comprehensive and clear history of organisations and their evolving forms, it manages to explain the implications of this to practitioners today. In particular the entire discussion of the value based organisation and what this means for the exploitation of knowledge, organisational learning and innovation are relevant to younger, knowledge based organisations. The world of work has changed for ever in the increasingly knowledge based economy and the way we manage and lead has to change with it. This book provides a good insight to those that need to lead the change. Bill Parsons, ARM Holdings plc A fascinating look at why organisations are the way they are and how we can improve them. This well-written and accessible book offers intelligence, insight as well as practical advice. This is essential reading for organisational theorists as well as practitioners. Binna Kandola, Senior Partner, Pearn Kandola, UK Hoag & Cooper s work is an important addition to our understanding of organizations. I think this book will be of wide interest not only to the academic and consultative community but also business practitioners that want to better understand the organizations they operate in. I appreciate the historical and systemic context they have been able to provide for the reader. Its informative style make it a must read this year. Robert Kovach, RHR International Company, UK Academics and practitioners will find that this book presents a novel theoretical perspective. It illustrates that many features of current practice, contrary to many gurus, are consistent with the status quo that highly limits progress. For example, the authors describe what they call the myths of rightsizing, competitive advantage and balanced scorecard. The authors present extensive illustrations of how their value-based perspectives can lead to new policies and practices in managing organizations. Chris Argyris, Harvard Business School, US An insightful and enjoyable book. Bruce Hoag and Cary Cooper first provide a concise history of work, organizations and management highlighting what has changed over time and why. Then emphasizing the value-based organization an organization committed to delivering value to all of its stakeholders they tackle the so what providing practical advice for organizations, managers and employees. It will make you think. Ronald J. Burke, York University, Canada Managing Value-Based Organizations argues that those who fail to understand management history are destined to repeat it. Research has shown that despite the prodigious output of management books, managers still have little idea why there is so much change in the world of work or what they can do about it. Most, it seems, are still waiting for the dust to settle, expecting instead that in the near future they will be able to go back to doing things the way they have always done them. This highly innovative and accessible book takes a historical look at how the organization and management of work has changed since before the Industrial Revolution and uses this as a basis to explain: how and why organizations and management behavior have evolved over the past 500 years the importance of understanding how organizations are changing today and what they will become in the future what new organizations will look like and how managers will have to change to be effective in them, and how managers can change their organization from one which is locked in tradition to one which is flexible enough to respond positively to constant change. Revealing both the practicalities and theories behind surviving upheaval in the workplace, academics, business managers and HR managers alike will find this book to be a fascinating and invaluable read.
This collection examines the evolution of the philosophy and practice of human resource management (HRM) and industrial relations (IR) over the twentieth century. By combining history, contemporary practice, and future trends, these well-known experts present both scholarly and practitioner perspectives. Drawing on in-depth interviews and surveys with HRM executives at leading corporations, the contributors explore key trends and issues facing global companies in such areas as equal opportunity, compensation practices, and expatriation programs. The book also takes an in-depth look at one particular player in the story - Industrial Relations Counselors, Inc., the first non-profit research and consulting organization dedicated to improved HRM/IR practices - which was founded by John D. Rockefeller in 1926, and has played a central role in the development of key labor legislation including the Social Security Act.
This indispensable guide for the creative manager takes readers on a powerful, comprehensive, and illuminating tour through the fields of strategic management. The result is a brilliant, penetrating primer on business strategy that is, at the same time, immensely readable and fun.
Comprehensive reference guide to over 200 of the most important business leadership principles, theories, tools, and techniques. Each entry features a brief, one-page summary of an influential theory or tool, followed by a worksheet or exercise.
Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys." The Observer Tied up in knots by KPIs? Confused by core competencies? Management doesn’t have to be this way. In fact, it shouldn’t be! One of today’ best-known and most controversial thinkers on management has joined forces with other leading business figures to provide a thought-provoking mix of writing on management. The cutting edge views depicted in this book are controversially the opposite of what is often held up as the truth in management. Management? Its Not What you Think! brings readers an unusual mix of perspectives to help stimulate more creative management thinking and more enjoyable, challenging and more productive ways to lead their teams. This is a book readers can dip into, a book they can savour, a book that won’t fail to get them reflecting on what management really is…
This landmark book by one of the world’s leading business thinkers is about managing, pure if not simple. It tackles the big questions managers everywhere face, such as: How is anyone supposed to think, let alone think ahead, in this frenetic job? Are leaders really more important than managers? Is email destroying management practice? Are managers the only ones who can, or should, manage? How are managers supposed to connect when the very nature of their job disconnects them from what they are managing? How can you manage it when you can’t reliably measure it? MANAGING MAKES SENSE OF WHAT MIGHT BE THE WORLD’S MOST IMORTANT JOB.
“Henry Mintzberg’s views are a breath of fresh air which can only encourage the good guys.” The Observer “My favourite management book of the last 25 years? No contest. The Rise & Fall of Strategic Planning.” Tom Peters, managment guru Strategy is the most prestigious but also the most confusing part of business. Managers are constantly bombarded with new jargon and the latest fads promising the magic bullet for every strategic problem. The world of strategy can seem to be an impenetrable jungle. Strategy Safari presents a powerful antidote to the dilemma of needing to know about strategy and yet not being able to find any comprehensible guidelines. This revised edition is a comprehensive, colourful and illuminating tour through the wilds of strategic management. In this provocative, jargon-free and extremely readable guide, top strategy authors Mintzberg, Ahlstrand & Lampel clearly set out and critique each of the ten major schools of strategic management thinking to help you grasp what you really need to know. Take the strategy safari – your business will thank you for it.
Bruce Nauman (1941 -) is arguably the most influential artist at work in the world today. His pioneering explorations of sculpture, performance, film, video, neon and sound art have seen him investigating areas of art practice years before his peers, providing inspiration for innumerable artistic careers. Nauman has always drawn on a wide range sources for his own work, including the philosophy of Wittgenstein, the music and writings of John Cage, Gestalt Therapy, and literary sources including Alain Robbe-Grillet, Elias Cannetti and Samuel Beckett. He has collaborated with a wide range of film-makers, musicians, dancers and artists including Jasper Johns, Richard Serra, Meredith Monk, Terry Allen and Merce Cunningham. In 1989 he married the artist Susan Rothernberg and moved his home and studio to a ranch in New Mexico, where he indulges an increasingly intense interest in training horses. He has exhibited internationally since the mid 1960s.
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