This exciting new text fills the gap in the management literature on organizational change. It presents a balanced view, which raises questions about the imperative of change, who’s interests are being served, how change programmes impact on employees and why organizations continually engage in such programmes. It gives readers a comprehensive history of: change management literature types of change techniques over time (i.e. TQM, BPR, Balanced Scorecard, Six Sigma, etc.) the role of management gurus in the rise and fall of management fashions the impact of organizational change on organizational members. The authors provide case vignettes of companies from both sides of the Atlantic, which have undergone some of the better-known change techniques, and explore the reasons for their successes and failures. This is an innovative and important new text for students of organizational behaviour, organizational change, strategy and HRM.
At a time of corporate downsizing and bone-crushing international competition, how can executives reconcile their individual personalities and human needs with the equally compelling needs of the hard-driving organization? It is an existential dilemma, say Joe and Louise Kelly, and one with critical implications, not only for executives but for their organizations as well. The Kellys, by no means blithe theorists, take a hard look at this hard-edged problem by positing a three-pronged model for analysis based upon structure, process, and values. They synthesize these elements under an overarching concept of existentialism, in which the emphasis is on a search for meaning. And with that, they provide a clear-headed look at organizational behavior—its contributions to our understanding of how organizations work but, also its failures and, indeed, its frequent self-deceptions. A well-written, vigorous, far-ranging examination, not only for executives who need the kind of help the Kellys offer in their daily combats on the job, but also for their colleagues in the academic community who have their own organizational problems to deal with. The Kellys make clear that their book reflects a movement away from the academic-purist position, where the sole concern is with theoretically significant research, to a position which recognizes that organizational behavior is a crossroads subject where traffic [that comes] mainly from behavioral science, computer technology, and economics coalesces with the ideas streaming out of organizational practice. Aimed at professional managers and students, both undergraduates as well as those on the M.B.A. level, this book assumes little prior knowledge of behavioral science or organizational theory. Readers will get what they need of those subjects here, enough to follow Kelly's argument. They will see how behavioral and organizational research has helped (but sometimes hindered) executives as they attempt to deal with critical happenings in their jobs. With case study material woven into the text and with observations from his own experiences with business as well as academic organizations, the Kellys' book is a readable, engrossing argument for and against the orthodoxies of organizational behavior studies—and the assurance that whatever else it may or not be, organizational behavior is certainly not static.
Multiple grand slam tennis champion and entrepreneur, Venus Williams and 46 of her colleagues, friends, and mentors deliver a volume of invaluable wisdom, motivation, and inspiration. Come to Win demonstrates how the principles of competitive athletics translate into business success. With contributions from a wide range of men and women who reached the very top of their games—including former CEO and bestselling author Jack Welch, fashion designer Vera Wang, actor Denzel Washington, and former Secretary of State Condoleezza Rice—Venus Williams’s Come to Win is a book every aspiring professional, coach, and sports enthusiast should read.
The Dred Scott suit for freedom, argues Kelly M. Kennington, was merely the most famous example of a phenomenon that was more widespread in antebellum American jurisprudence than is generally recognized. The author draws on the case files of more than three hundred enslaved individuals who, like Dred Scott and his family, sued for freedom in the local legal arena of St. Louis. Her findings open new perspectives on the legal culture of slavery and the negotiated processes involved in freedom suits. As a gateway to the American West, a major port on both the Mississippi and Missouri Rivers, and a focal point in the rancorous national debate over slavery's expansion, St. Louis was an ideal place for enslaved individuals to challenge the legal systems and, by extension, the social systems that held them in forced servitude. Kennington offers an in-depth look at how daily interactions, webs of relationships, and arguments presented in court shaped and reshaped legal debates and public at-titudes over slavery and freedom in St. Louis. Kennington also surveys more than eight hundred state supreme court freedom suits from around the United States to situate the St. Louis example in a broader context. Although white enslavers dominated the antebellum legal system in St. Louis and throughout the slaveholding states, that fact did not mean that the system ignored the concerns of the subordinated groups who made up the bulk of the American population. By looking at a particular example of one group's encounters with the law--and placing these suits into conversation with similar en-counters that arose in appellate cases nationwide--Kennington sheds light on the ways in which the law responded to the demands of a variety of actors.
A revolutionary new business model to master the marketplace Playmaking is the essential skill for advancing ideas, controlling market discussions, positioning products, and beating all the competitors. In The Elements of Influence, pioneering strategy expert Alan Kelly lays out his groundbreaking system, the Playmaker’s Standard. This new framework of twenty-five plays—teamed with breakthrough online web tools—shows readers how to outsmart an opponent, control spin, orchestrate word of mouth, mobilize coalitions, and manage brands and reputations. Drawing on examples from the black belts of business, politics, and pop culture, the Playmaker’s Standard is a winning game plan to help CEOs and business leaders, strategists, marketers, PR professionals, political campaigners, bloggers, and activists alike gain and maintain the competitive edge.
The man who ruled daytime TV for two decades displays the same engaging style that made him so enormously popular--in a memoir bursting with terrific stories told with nostalgia, wit, and more than a touch of class. 100 photos throughout.
These interactive and educational resources include four levels of difficulty to ensure continued play among the whole family or class. Each colorful quiz is spiral-bound with a unique stand that allows for different quizzes to be displayed on either side with the answers displayed prominently foll
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