For an extraordinary fifty-seven-year period, one of the nation's largest and fastest-growing companies was run by two men who were flesh and blood. The chief executives of the International Business Machines Corporation from 1914 until 1971 were Thomas J. Watson and Thomas J. Watson, father and son. That great corporation bears the imprint of both men -- their ambitions and their strengths -- but it also bears the consequences of a family that was in near-constant conflict. Sometimes wrong but never in doubt, both Watsons had clear -- and farsighted -- visions of what their company could become. They also had volcanic tempers. Their fights with each other combined with their commitment to leadership and excellence made IBM one of the most rewarding, yet gut-clutching firms to work for in the history of American business. We are accustomed to describing professional behavior as if men and women leave their emotions and vulnerabilities at home each day. In the case of the Watsons, filial and sibling strife could not be excluded from the office. In closely studying the desires and frustrations of the Watson family, eminent historian Richard S. Tedlow has produced something more than a family portrait or a company history. He has raised the nearly forbidden issue of the role of emotion in corporate life. This book explores the interplay between the person- alities of these two extraordinary men and the firm they created. Both Watsons had deeply held beliefs about what a corporation is and should be. These ideas helped make "Big Blue" the bluest of blue-chip stocks during the Watsons' tenure. These very beliefs, however, also sowed the seeds for IBM's disasters in the late 1980s and early 1990s, when the company had lost sight of the original meaning behind many of the practices each man put into place. Tracing the family's idiosyncratic ability to cope with each other's weaknesses but not their strengths, The Watson Dynasty is a book for every person who ever went to work but didn't want to check his personality at the door.
The Digital Puritan" is a quarterly digest of carefully selected Puritan works which have been gently modernised to render the text more readable, while still retaining much of the flavour and character of the original text. Helpful notes and Scripture references (in the English Standard Version) are included as end-notes; no internet connection is needed. Settle down by the fireplace to enjoy the following articles in this winter 2013-2014 edition: The Saint’s Hiding Place in the Evil Day - In which Richard Sibbes explains that though trouble is promised to come into the believer's life, yet he has a quiet hiding place to retreat into until the storm passes. On Christian Cheerfulness and Society - Thomas Watson teaches why Christians have no reason to be of a bitter or dour disposition. Look Out of Your Graves Upon the World - Joseph Alleine. A letter written by Alleine from prison, to his friends in Taunton. The Glorious Enjoyment of Heavenly Things by Faith - Jeremiah Burroughs' sunny exposition on Hebrews 11:1, "Now faith is the substance of things hoped for, the evidence of things not seen." Chastisements For Sin - Samuel Bolton. An extract from his larger work The True Bounds of Christian Freedom, which seeks to answer the question, 'Are Christians punished for their sins, or does the grace of Christ obviate this?' The Puritans in Verse: Christ’s Sermon on the Mount in Verse by John Bunyan.
This book provides a set of integrated frameworks—capital, systems, and objects—that transcend managerial or technology hype by focusing on the long-term fundamentals that sustain organizational success, and it contains cases from South East Asia to elaborate this concept. Many organizations are currently addressing two important transformational issues: ecological sustainability and digitization. Sustainability is a goal, an end, and digitization is a process, a means to achieve a goal. This book introduces a flexible model that can be applied to current and future organizational challenges, including sustainability and digitization, because the fundamentals are constant. This book is designed to serve two purposes for the readers: first, to present three conceptual foundations for designing and operating organizations (capital, systems, and objects (section 1)); and second, to provide a reference source for implementing these ideas in your organization (sections 2 and 3). The first section of the book, chapters 1 through 7, sets forth the conceptual foundations. The chapters mix concepts and practical examples to give a new way of thinking about the setting in which one may work many days each year. The second section provides details and associated examples of every one of the thirty-six forms of capital conversion. It also illustrates how the five foundational systems support capital conversion in a variety of ways. Finally, the third section is about measuring capital and systems. The book covers measurement of all types of capital and systems performance and has been written for current and future organizational leaders to change the game and play it more effectively. The book will thus resonate with students of organizational behaviour and leadership strategy, organizational leaders, industry experts, and general readers.
Thank you for visiting our website. Would you like to provide feedback on how we could improve your experience?
This site does not use any third party cookies with one exception — it uses cookies from Google to deliver its services and to analyze traffic.Learn More.