Based on her research of 800 biotechnology companies and 3,200 biotechnology executives, Harvard Business School professor Monica Higgins discovered that one firm–Baxter–was the breeding ground for today’s most successful biotechnology ventures. This phenomena of one organization spawning an industry has also been seen in the high-tech (Hewlett-Packard) and semiconductor industries (Fairchild). However, until now there has been no suitable explanation of why and how these organizations were able to create the next generation of industry leaders. Career Imprints shows why Baxter was so successful in spawning senior executives and offers an understanding of what it takes for an organization to produce leaders that will dominate an industry for years to come. In this important book, Higgins shows that an organization’s "career imprint"¾the result of company systems, structure, strategy, and culture¾that employees take with them throughout their careers is the key to creating great leaders. By understanding these factors, staff, human resource executives, and CEOs can analyze their own organization’s career imprint and develop leaders.
A hands-on homeowner guide to working with design and construction pros on remodeling projects Details how to hire the right contractor and avoid construction delays and budget overruns Comprehensive strategies for success, from planning to punch list
An incisive account on the underrepresentation of women, especially women of color, in positions of leadership in K–12 schools and how to correct this bias. Education Lead(her)ship exposes the systemic obstacles that impede the professional advancement of women in K–12 education and offers readers the tools to recognize and combat these inequities. In this rousing work, educational leadership scholars Jennie Weiner and Monica Higgins investigate patterns of gender bias in the profession, prompted by the observation that, although the great majority of classroom educators are women, disproportionately few women inhabit leadership positions such as principal, superintendent, or school administrator. Through candid interviews with more than 200 women educational leaders, Weiner and Higgins pinpoint implicit and explicit means of repression and highlight the resources that these leaders have marshaled to punch through systemic barriers. The interviewees recount the many forms of sexism and racism they have confronted in the workplace, including microaggressions, stereotypes about women's work, and the expectation of uncompensated emotional labor. Taking aim at the widespread gender and racial discrimination in school systems, Weiner and Higgins identify paths to empowerment for women in education. They advocate solidarity, collective action, and leveraging networks of allies to push for the re-engineering of our educational organizations, environments, and cultures to sow a more balanced and equitable leadership landscape.
Achieving Coherence in District Improvement focuses on a problem of practice faced by educational leaders across the nation: how to effectively manage the relationship between the central office and schools. The book is based on a study of five large urban districts that have demonstrated improvement in student achievement. The authors—all members of Harvard University’s Public Education Leadership Project (PELP)—argue that there is no “one best way” to structure the central office-school relationship. Instead, they say, what matters is whether district leaders effectively select and implement their strategy by achieving coherence among key elements and actors—the district’s environment, resources, systems, structures, stakeholders, and culture. The authors examine the five districts’ approaches in detail and point to a number of important findings. First, they emphasize that a clear, shared understanding of decision rights in key areas—academic programming, budgeting, and staffing—is essential to developing an effective central office-school relationship. Second, they stress the importance of building mutually supportive and trusting relationships between district leaders and principals. Third, they highlight the ways that culture and the external environment influence the relationship between the central office and schools. Each chapter also provides relevant “Lessons for Practice”—actionable takeaways—that educational leaders from any district can use successfully to improve the central office-school relationship.
Most homeowners are uninformed and ill-prepared for big-ticket remodels. The knowledge they do have often comes from reality-TV home makeover shows that gloss over the ingredients essential to success. This book by a construction management pro gives homeowners increased confidence in making remodeling decisions, and peace of mind. Learn the six biggest mistakes people make when building a remodeling dream team, painless ways to shave the budget, what to do when your contractor isn't listening, and where to find financing. In the coming years, home remodeling activity is projected to accelerate, maintaining a growth rate above its long-term trend, according to Harvard University's Joint Center for Housing Studies. Use the guide's exercises and checklists to help you develop and articulate your remodeling goals, make decisions that align with your vision, and manage details, relationships, and budget.
This book examines how standards and expectancies affect judgments of others and the self. Standards are points of comparison, expectancies are beliefs about the future, and both serve as frames of reference against which current events and people (including the self) are experienced. The central theme of the book is that judgments can be characterized as either assimilative or contrastive in nature. Assimilation occurs when the target of evaluation (another person, the self) is pulled toward or judged consistently with the standard or expectation, and contrast occurs when the target is differentiated from (judged in a direction opposite) the comparative frame. The book considers factors that determine whether assimilation versus contrast occurs, and focuses on the roles of contextual cues, the self, and stereotypes as standards for judging others, and the roles of internalized guides, stereotypes, and other people for judging the self.
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