What would it mean to be 'conservative' in Britain before such terminology was even used? What is the relationship between the Jacobitism or Toryism of the early eighteenth century and the ideology of loyalist Englishmen of the latter Georgian period. This 1993 book confronts these questions in discussing an evolving right-wing mentalité.
In Human Resources Business Process Outsourcing, Edward E. Lawler III, Dave Ulrich, Jac Fitz-enz (the foremost experts in the human resource field) and James C. Madden V (the CEO of the top HR outsourcing firm), clearly show how outsourcing offers an effective, low-cost alternative to traditional administration and provides HR managers with new opportunities to contribute directly to their companies' overall strategy and business performance. Step by step, the authors explore how the HR function in corporations is structured and include a template for analyzing a HR department’s value, value added, and cost-to-serve. In this important resource, the authors explain new approaches organizations can take to improve HR administration and demonstrate how HR functions can be best organized.
In The Making and Unmaking of Empires P. J. Marshall, distinguished author of numerous books on the British Empire and former Rhodes Professor of Imperial History, provides a unified interpretation of British imperial history in the later eighteenth century. He brings together into a commonfocus Britain's loss of empire in North America and the winning of territorial dominion in parts of India and argues that these developments were part of a single phase of Britain's imperial history, rather than marking the closing of a 'first' Atlantic empire and the rise of a 'second' eastern one.In both India and North America Britain pursued similar objectives in this period. Fearful of the apparent enmity of France, Britain sought to secure the interests overseas which were thought to contribute so much to her wealth and power. This involved imposing a greater degree of control overcolonies in America and over the East India Company and its new possessions in India. Aspirations to greater control also reflected an increasing confidence in Britain's capacity to regulate the affairs of subject peoples, especially through parliament.If British objectives throughout the world were generally similar, whether they could be achieved depended on the support or at least acquiescence of those they tried to rule. Much of this book is concerned with bringing together the findings of the rich historical writing on both post-Mughal Indiaand late colonial America to assess the strengths and weaknesses of empire in different parts of the world. In North America potential allies who were closely linked to Britain in beliefs, culture and economic interest were ultimately alienated by Britain's political pretensions. Empire wasextremely fragile in two out of the three main Indian settlements. In Bengal, however, the British achieved a modus vivendi with important groups which enabled them to build a secure base for the future subjugation of the subcontinent.With the authority of one who has made the study of empire his life's work, Marshall provides a valuable resource for scholar and student alike.
How can every management class be a dynamic, unforgettable experience? This much-needed book distils over half a century of the authors' combined experience as university professors, consultants, and advisors to corporate training departments. In a lively, hands-on fashion, it describes the fundamental elements in every learning situation, allowing readers to adapt the suggestions to their particular teaching context. It sparks reflection on what we do in the classroom, why we do it, and how it might be done more effectively. The chapters are broadly organized according to things you do before class, things you do during class, and things you do in between and after class, so that every instructor, whether newly-minted PhDs facing their first classroom experience, experienced faculty looking to polish their teaching techniques, consultants who want to have more impact, or corporate trainers wishing to develop in-house teaching skills, can benefit from the invaluable advice given.
This text focuses on providing skills necessary for a foundation in enterprise risk management, particularly as these risks pertain to information systems and relevant business processes.
America is a target; the homeland is under threat. While Americans have been targets of terrorist attacks for quite some time, September 11, 2001, awoke the nation to the reality that we are vulnerable in our homes, our places of work and worship, and our means of public transportation. And yet, we must continue to function as best we can as the world's most vibrant economic and political community. The current threat environment requires greater engagement with the public, as the necessary eyes and ears of the nation's homeland security infrastructure. However, to be effective, the public must be equipped with the knowledge of where and why specific locations and activities may be a terrorist target, what is being done to protect those targets, and how they can help. This three-volume set answers that need. The chapters of each volume of Homeland Security revolve around a core of central questions. Are we safer today than we were pre-9/11? What steps have been taken in all these areas to protect ourselves? What are the threats we face, and what new threats have developed since 9/11? Are we staying one step ahead of those who wish to do us harm? In 2002, more than 400 million people, 122 million cars, 11 million trucks, 2.4 million freight cars, and 8 million containers entered the United States. Nearly 60,000 vessels entered the United States at its 301 ports of entry. Clearly the amount of activity this represents will require a long-term commitment to innovation, organizational learning, and public vigilance to complement an already overstretched network of government agencies and security professionals.
The Pulitzer Prize–winning historian explores history’s most daring and transformational intellectual movement, the European and American Enlightenment. In this engaging, provocative history, James MacGregor Burns illuminates the two-hundred-year conflagration of the Enlightenment, when audacious questions and astonishing ideas tore across Europe and the New World. They transformed thought, overturned governments, and inspired visionary political experiments. Fire and Light brings to life the revolutionary leaders who, armed with a new sense of human possibility, created the modern world. Burns traces the origins of a distinctive American Enlightenment to men like Benjamin Franklin, John Adams, Thomas Jefferson, and James Madison, and their early encounters with incendiary European ideas about liberty and equality. It was these thinker-activists who framed the United States as a grand and continuing experiment in Enlightenment principles. Today the same principles have taken on new urgency around the world: in the turmoil of the Arab world, in the former Soviet Union, and in China, as well as in the United States itself. What should a nation be? What should citizens expect from their government? Who should lead, and how can leadership be made both effective and accountable? What is happiness, and what can the state contribute to it? Burns’s exploration of the ideals and arguments that formed the bedrock of our modern world shines a new light on these ever-important questions. Praise for Fire and Light “With this profound and magnificent book, Burns takes us into the fire’s center. . . . Essential for deciphering the challenges of the world we will live in tomorrow.” —Michael Beschloss, New York Times–bestselling author of Presidential Courage “James MacGregor Burns is a national treasure, and Fire and Light is the elegiac capstone to a career devoted to understanding the seminal ideas that made America—for better and for worse—what it is.” —Joseph J. Ellis, Pulitzer Prize and National Book Award–winning author of Revolutionary Summer “[A] captivating tale. . . . Briskly and beautifully told. . . . Superb.” —Publishers Weekly
Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line. Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner—the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing. HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans. This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.
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