Stryjan's notable study outlines a new theoretical perspective on self-managed organizations, which is also of considerable interest to students of conventional organizations. The work describes the functioning of, and the preconditions for, successful self-management and its reproduction. Examples deal primarily with worker cooperatives and, to a lesser extent, with worker-owned enterprises and Israeli kibbutzism. All three organizational types have clear, formally defined bodies of members who take part, actually or potentially, in making and implementing their organizations' decisions. Stryjan's perception is that, in this instance, theory-making should best proceed from organizational practices as they are applied in such organizations. The theoretical perspective he outlines is derived from a literal interpretation of the democratic model and assumes that superiors in self-managed organizations reside at the bottom, and have a permanent, hands-on commitment to shaping their organization. This is the starting point for a striking theoretical synthesis of elements taken from a variety of research traditions. The comprehensive introductory chapter provides a sound basis for the study, and the theoretical groundwork is laid for outlining a model organization capable of accommodating and being directed by what its members do. Chapter 2 surveys the limitations of the concept of worker ownership, and suggests a concept of membership as a more suitable core concept for a theory of self-management. Subsequent chapters review available theoretical tools within organizational research that can be of use in dealing with links between individuals and organizations, and between organizations and their environment. A simple static model of organizational reproduction in a formally democratic organization with stable membership is presented first. Stryjan gradually expands this model to accommodate implementation failures, dissent and conflict, demographic deterioration and regeneration. The task of refining the theoretical model to approximate reality-based scenarios is completed in a thorough discussion of the self-managed organization's interaction with its environment. Impossible Organizations is a distinguished and thought-provoking contribution to sociological literature; it will prove essential for students and researchers of organizations in general and of self-managed organizations in particular.

This hardcover version of "Expected End" presents a simple yet powerful model on how to better understand and improve culture on any level. Key elements of the model include mindsets, theories, application, balance and timeless principles. Author Mike Friesen uses a number of personal anecdotes to illustrate his points including many stories from his days as a U.S. F-15 and F-4 pilot. You will enjoy the common sense language and summarizing diagrams.

A collection of carefully edited papers selected for their range and diversity of topics, "New Dimensions in Marketing/Quality-of-Life Research" picks up where Samli's first Quorum book (1987) left off. Now Sirgy and Samli along with their contributors explore the latest measures and methods in QOL marketing research, the ways in which QOL concept is embodied in various functional areas of the marketing enterprise, and how it's appearing in different market segments and industries. The result is a cogent overview of how this emerging marketing concept is guiding the way goods and services are sold, and its impact on policy-makers. A wide-ranging discussion and information resource for teachers, students, and marketing practitioners.

A unique, practical guide to the power of simulation in the art of logistics management. Authors show better ways to manage complex logistics systems than seat of the pants decision making, and argue that information systems people must provide management with simulations that are timely and easily understood. In doing so, Nersesian and Swartz demonstrate the inadequacy of conventional quantitative methods in dealing with complex logistical systems, and show how simulation can address various logistics management issues. Important reading for logistics managers and computer staffs and for educators seeking better ways to make logistical decisions.

LEARNING & DEVELOPMENT in ORGANISATIONS: STRATEGY, EVIDENCE and PRACTICE provides a comprehensive and thematic overview of the thinking, research evidence and practice of strategic L&D in organisations. It covers both strategic and operational practice dimensions, to help students of L&D and HRM to acquire a deep understanding of the field and to inform the practice of L&D professionals by identifying the best available evidence on L&D practices and by providing them with guidelines for action. It builds on the core operational building blocks of L&D and goes beyond these to take a strategic perspective, emphasising the contribution of L&D to organisational and financial performance and the need to align formal and informal L&D with business objectives. Each chapter incorporates pedagogical features to enable the student or practitioner to apply the concepts to organisational life, link theory to practice and signpost readers to the best available evidence on L&D practices. Specifically: > Succinct and concise explanations of Key Concepts found within the field of L&D; > Critical Reflection exercises that help the reader to engage with key concepts and debates within the field; > A Best Available Evidence to Inform Practice feature to summarise the results of meta-analysis and systematic / integrative reviews in a manner that is accessible to practitioners; > Two Case Studies as examples of application to practice relevant to the chapter's content - and, the end of each chapter, a longer case study with questions that provide an opportunity for classroom-based and practitioner discussion; > Recommended Further Reading to allow the reader to enhance their understanding of the chapter content; > A Glossary to provide students and practitioners with easy access to definitions of the key concepts used throughout the book, as well as other important L&D terms. The book is divided into three key sections, which cover different aspects of L&D: > Section One: Concepts and Context of L&D in Organisations: Chapter 1 discusses the concepts of L&D, the external and internal context of L&D and the key dimensions of strategic L&D in organisations. Chapters 2 and 3 introduce readers to the key theoretical and conceptual foundations of strategic L&D, and its key components, including strategy processes, roles and resources; > Section Two: Theory and Practice of L&D: Chapters 4 to 14 explain the main theories, concepts, models and practices that underpin strategic L&D in organisations. This section covers a wide range of issues that L&D practitioners need to better understand the design, delivery and evaluation of L&D in organisations; > Section Three: Developing the L&D Professional and the Future Role of L&D: Chapters 15 and 16 cover the changing roles of L&D practitioners in organisations, their competence development, professional ethics and the future of ion, including potential new roles and forms of L&D. LEARNING & DEVELOPMENT in ORGANISATIONS: STRATEGY, EVIDENCE and PRACTICE is published in association with the Irish Institute of Training and Development and aims to set the agenda for L&D professionals in the future.

This book looks at the real and perceived differences between women and men in organizations. Unlike most books on organizations, it attempts to integrate the theories of feminism and organizational behavior. In so doing it demonstrates why the issues of sex and gender are central to understanding organizational behavior. It finds that despite advances made in recent years, women and men still work in sex-segregated occupations. Women workers on the average earn lower pay than men and have fewer opportunities to acquire power and status. Men workers, on the other hand, receive less support than women in their efforts to balance work and family conflicts. Efforts to help women to adapt to a work environment dominated by masculine values have proved less than successful because they fail to address the broader issues. Organizations that hope to maximize their use of all employees must bring about cultural change through a broad, top down approach.

The training and development function has made important contributions to the success of American corporations, but is it time now for an overhaul? Sims thinks it is. Not only does his book delineate the ways in which T&D has lost touch with the times, but it also identifies the ways in which it can--and must--be restructured and, indeed, reinvented. It must be more responsive to customer demands and interests, it must participate in and contribute directly to competitive corporate strategies. And it must find ways to measure concretely its performance and its contribution to the corporate bottom line. Sims' book is thus the first to take a corporate strategy approach to understanding and developing the T&D function. In doing so, it dissects T&D, chapter-by-chapter, and in each chapter provides practical guidance on how trainers can improve their performance and thus contribute clearly to the success of their organizations. Not only training and development people, but management in other areas will find this book thoughtful, provocative, and challenging.

To accomplish this task of becoming a more active strategic partner, this book calls for the reinvention of training. Reinvention means that training professionals and their training functions must take a strategic, customer, performance improvement and accountability orientation to add more value to their organizations. After discussing the importance of reinventing training, the book turns to a discussion of the importance of ensuring that, given the organization's strategic agenda, a needs analysis of training goals and employee development needs are derived from a comprehensive analysis of the organization's T&D needs. The book stresses the importance of aligning the organization's strategic agenda and the T&D programs developed by the training function to support the organization's objectives. The book next turns to a discussion on the developing and designing of training programs that will result in employee and organization learning necessary for achieving key business results. Sims offers a detailed discussion of training's need to improve its measurement of the contribution of training. The book concludes with a discussion of issues driving the need for training to continuously learn and work to improve its partnering with customers, delivery of just-in-time customized training, and take on a more proactive role in consulting with the organization on both training and nontraining interventions intended to help the organization meet its intended objective and sustain their competitive advantage.

"A gripping story that offers inspiration, hope, sustenance and personal redemption to the poor souls who see that they are caught up in an organization where the sands have shifted, and where the old evolutionary process and the old reward systems no longer support winning behaviors." Kim Morrison CEO, GrokChina, LLC NYC, New York "A really interesting page turner that underscores the importance of "voice of the customer" and offers some great tips on creative ways to get VOC into a company. As I read I wanted to see what happened next and loved the way that Steve and Geoff kept it real - the frank discussions about what worked and what didn't are practical lessons that all executives can learn from." Mark Ryski President & CEO, HeadCount Corporation Edmonton, Alberta, Canada "People issues are the biggest challenge facing public and private organizations today. This book gives you practical insight into changing people's behavior to achieve your business objectives." Daniel Deslatte Chief of Staff, Representative Bryan Hughes Texas House of Representatives Austin, Texas

The vital importance of the improved utilization and development of employee competence as part of a comprehensive strategy to improve the competitiveness of American business and industry is undisputed. In this book, European and American scholar/practitioners present a cross-cultural and interdisciplinary perspective on how to reorganize and re-design work activities aimed at developing workforce quality. Based on the premise that work itself is an important source of learning and competence development, the authors combine a sound conceptual framework with a practice-oriented guide to participatory processes that enhance both individual skill and competence and collective learning and organizational change. Placing the challenge of work and organization re-design within the macro context of the economic and industrial relations environment, the forces that foster or inhibit successful employee participation are brought into focus.

Following the introduction of a conceptual model of competence development through work activity, a succinct historical overview of the evolution of different work design concepts in this century is presented. The relationship between work design for competence development and the challenges faced by today's enterprise become evident in the discussion of examples of currently emerging work design alternatives. Three case studies from the manufacturing and service sector illustrate the practical application of a framework for how to think about and approach work and organizational change. A variety of analytical tools and exercises are offered, among them a step-by-step procedure for initiating a participatory change process that avoids the pitfalls of many short-lived employee involvement programs. Issues of how to gain supervisor support and the role of unions in employee competence and skill development and implications for traditional compensation practices are addressed. Both a conceptual and a practical tool, this book is an important resource for executives, consultants, union leaders and human resource development scholars in search of ways to create competent organizations while protecting and enhancing employees' standard of living and quality of work life.

Allcorn and Diamond argue that the workplace has become ever more threatening to employees, and that they respond by creating psychological defenses that make the workplace ever more dysfunctional. To keep organizations competitive and sustain the value of their stock, management demands constant improvements in their employees' performance, but often the result is just the opposite of what management wants. Allcorn and Diamond explore this process in depth, and introduce a comprehensive and internally consistent, psychologically informed model of human development and behavior, one that explains for the first time the nature of the psychologically defensive workplace. In doing so, they challenge readers to think systematically about the psychological side of the workplace and to understand the importance of dealing effectively with employee defensiveness. The result is an authoritative study with valuable lessons and immediate benefits for corporate executives, and for scholars and researchers in organizational behavor in the academic community.

Allcorn and Diamond's model is applicable to understanding five aspects of the workplace: first, how individuals respond to its stresses and anxieties; second, the psychologically defensive nature of interpersonal relationships at work; third, what the psychologically defensive group processes are; fourth, the dynamics of psychological defenses; and fifth, how the model is used to understand the connection of all organizations to the larger society in which they are imbedded. The authors' goal is to help management understand what actually is going on in today's workplace, the consequence of downsizing and other cost-reduction initiatives, and how important it is for management for relieve the problems they cause.

There is very little material available that provides practical, hands-on assistance for the CI professional who is providing CI to one client—his or her employer—and who constitutes the largest single group of CI practitioners in existence. This book meets that need by serving as a desk reference for CI managers to help them understand their own circumstances and determine what works best for them. Competitive intelligence (CI) is now becoming a mature profession. With that maturation comes the need to develop and understand the how's and why's of managing CI, as distinguished from understanding how CI works. There is very little material available that provides practical, hands-on assistance for the CI professional who is providing CI to one client—his or her employer—and who constitutes the largest single group of CI practitioners in existence. This book meets that need by serving as a desk reference for CI managers to help them understand their own circumstances and determine what works best for them. In addition to providing hints on diagnosing individual situations, many forms and checklists that the manager can use immediately are included.

Most of what passes for strategic planning is not strategic at all. It is long-range planning or comprehensive planning, or in some cases just program or project planning. The result is a relinquishment of control to external conditions and circumstances, the perpetuation of obsolete systems, and organizational fragmentation and internal conflict. The opportunity to create new possibilities and realities--the ultimate object of strategy--is lost. Cook maintains that even to attempt strategy there must first be a strategic system, a system that deals with strategic issues, decision-making, and strategic action, which is preceded by strategic thinking. Cook combines these three aspects of strategy into a coherent, powerful concept that reinvigorates strategy with its original forceful meaning: strategos--to lead an army. In this way strategy becomes the means by which communities continuously create artifactual systems to serve extraordinary purposes. His book contains sound, pragmatic theory, original insights into strategic issues, and detailed hands-on guidance on all phases of strategic thinking, planning, and action.

Cook explains that stragetics can be expressed as thinking, planning, and action. Strategic thinking will always embrace five arenas: the definition of strategy, the meaning of leaders and leading, the distinction between condition and cause, the nature of systems, and the characteristics of organizations. Strategic planning, as a currently popular management practice, is not what it was originally. The definition has changed. The only definition that captures the original intent is: the means by which a community of people create artifactual systems to serve extraordinary purposes. Dr. Cook points out that strategic action is seldom included in any contemporary intepretation or application of strategy, yet action is both the realization of strategy and the creation of new possibilities beyond strategy. In that sense, strategic action is the end and the beinning of strategics. Thus, Cook takes the traditional idea of strategic planning, infuses it with strategic thinking, and carries it to strategic action. Instead of merely improving what already exists, organizations can create new systems that are capable of what he calls constant emergence--always vital, always creative.

A turnaround expert offers a practical management guide to surviving a recession or any other tough business environment, from an industry downturn to getting blindsided by competitors. Theo van Dijk has spent a lifetime getting companies out of difficulties. In Managing When Times Are Tough he shares his expertise, offering practical advice on honing management skills and employing simple techniques that are highly effective in helping companies weather nearly any storm. Urging managers to rediscover that business is a team sport, and he argues that the key to success in tough times is to ignore the "big gloom and doom picture" and concentrate on the issues a manager can and must control. In a text interspersed with anecdotes from his own experiences, van Dijk teaches managers and business owners how to concentrate on real cash flow, emphasize product differentiation, implement marketing tools without adding expense, and practice the technique of "inverse marketing." Stressing that management requires personal commitment and great attention to detail, he demonstrates a "lean and mean" approach, enforcing practical skills that will work now—and prepare the team for the opportunities to come.

Negotiations and other business maneuvers are like chess: every move generates a plethora of potential next moves. In Chess and the Art of Negotiation, a world-renowned chess master and a CEO of a global company join forces and apply the principles of chess to illuminate the dynamics of competition and negotiation—from angling for a promotion to landing the sale. In a colorful interview format, the authors argue that strategy drives tactics, and understanding the motivations behind your opponent's strategy will help you navigate your way through the labyrinth of possibilities. Drawing from their own experiences in chess and business, as well as many historical and contemporary examples, the authors offer insight into the strategic mindset and how to apply it to any kind of negotation or competitive situation. Not for the faint of heart, Chess and the Art of Negotiation assumes that in business, as in any game, there are winners and losers, and aims to help you prepare for combat and emerge victorious, not vanquished. Chess is like an intellectual labyrinth; whenever you open a door, you find yourself facing ten new doors. Negotiations and other business maneuvers are similar; each decision or action generates new opportunities. And, like chess, it is more important to determine the paths not taken. As Richard Nixon taught us: Always know ahead of time what you don't want. In Chess and the Art of Negotiation, a world-renowned chess master and a CEO of a global company combine forces and apply the principles of chess to illuminate the dynamics of competition, strategy and negotiation, whether angling for a promotion, beating your arch rival to a lucrative contract, or landing the sale. In a colorful interview format, the authors argue that it is not enough to be well prepared or well informed, nor is it sufficient to be trained in only the tactical aspects of engagement. Strategy drives tactics, and understanding the motivations behind your opponent's strategy will help you navigate your way through the labyrinth. Drawing from their own experiences in chess and in business, as well as many historical and contemporary examples, the authors offer insight into the strategic mindset and how to apply it to any kind of negotiation or competitive situation. Not for the faint of heart, Chess and the Art of Negotiation assumes that in business, as in any game, there are winners and losers, and aims to help you prepare for combat and emerge victorious, not vanquished.

As we move through the 1990s, the role of HRM is becoming ever more demanding. HRM issues are replacing capital resource issues as the guiding force for today's and tomorroW's organizations. HRM professionals must respond to changes in the economy, government and legal influences, new organizational forms, and changing employee expectations. They must also anticipate changes in global competition and training requirements. In the future, HRM professionals must work to become equal strategic partners in their organization, if they are to add value to the company. Here is an in-depth discussion of current and future challenges and issues for HRM professionals and scholars of human resource managers.

The authors present these challenges, with specific examples of individual HRM managers and their department's responses to these problems. The authors discuss steps that HRM professionals need to take to become more efficient and productive with limited human resources. Cultivating ethical behavior, trust and teamwork, as well as the use of information systems are also addressed. Special attention is given to the need of HRM professionals to increase their competency in their expanding role of providing strategic advice to senior executives and line managers.

This book will help you get in-touch with your motivational abilities and past motivational experiences and thoughts.

Kaufman and Owsley discuss the restructuring of companies that are in financial distress, in terms of key players and advisors, strategies, equity and enterprise valuation, debt capacity, fraudulent conveyance, maintaining the status quo, third party options, and internal plans of reorganization. The book is aimed at attorneys, accountants, crisis

Manana in Cuba is a comprehensive analysis of contemporary Cuba with an incisive perspective of the Cuban frame of mind and its relevancy for Cuba's future. Part one of the book critically explores the mindset Cubans have developed living under a totalitarian system and introduces modern concepts of choice architecture and governance that can be employed Manana in Cuba to foster a democratic civil society. Part two turns to a discussion of the principles that should guide sociopolitical and economic transition policies in line with Cuban culture and history. Manana in Cuba offers a sophisticated analysis of the challenges and opportunities that will be present in post-Castro Cuba with an eye to intelligent, nuanced, and often "outside the box" solutions to aid business and government policymakers interested in Cuba's future. A unique aspect of this book is that it does not seek to unnaturally mend a decimated civil society, but rather, it offers policy approaches anchored on current Cuban ethos and society. This is a book about finding ways to facilitate the Cuban transition from totalitarianism and a centrally planned economy to liberal democracy and a free-market economic system. As the author argues, the alternative visions presented for Cuba's future matter because one of them will crystallize into the sociopolitical and economic narrative of the country for generations to come.

It takes strength to compete. Becoming a well-known and well-regarded brand enhances a company's strength. Internal branding-especially in service industries-is essential for longevity, great competitive strength, and high financial value. Driven by a shared, authentic corporate culture and guided by top management, employees will build brand value in all their actions and interactions every day. Create a Brand That Inspires: How to Sell, Organize, and Sustain Internal Branding effectively addresses three core brand management challenges in readers' organizations: selling the brand to senior management, organizing the brand on all management levels, and living the brand within each of the company's internal communities. The book includes sixteen international case studies complete with pictures, interviews and examples from a wide range of industries. The long-term, hands-on experience of the co-authors and their unique perspectives on how to successfully develop and manage internal branding make this study a rewarding read for executives, managers and team leaders.

Minority women who have made it to the top offer tips and advice to others who wonder what it takes to succeed in careers in both the for-profit and nonprofit worlds. To gain the invaluable insights in Advice from the Top: What Minority Women Say about Their Career Success, Valencia Campbell reviewed research on career success, then interviewed 14 extraordinary minority women, each of whom shared stories about the path(s) to the top of her field. But this book goes beyond the usual superficial profiles of women achievers. Rather, it shares their views on what constitutes success, the factors they consider important to their success, and the obstacles they encountered and overcame. The book also provides concrete action steps designed to help readers vault the hurdles encountered by the women profiled, and to do so with aplomb. And it offers insider advice on how to overcome bias to reach goals. Perhaps most important, Advice from the Top will inspire minority women who want to advance their careers, leaving a lasting legacy for all those who care about improving the status of women in our society.

This book is for all those who strive for customer satisfaction as if it were a holy grail; one that could provide everlasting success. It is for those who want to do more than plaster billboards with seductive slogans, print logos on the pages of newspapers, broadcast slick TV commercials, or babble empty promises over the radio.

Career Year is a story about an intellectual who mentors a professional baseball player. The book is an entertaining blend of self-improvement, philosophy, business, and baseball. This is a self-help book not afraid to poke fun at its own advice. Coaches, teachers, athletes, mentors, business executives, entrepreneurs, sales professionals, musicians, and baseball fans will benefit from this short and easy-to-read book. The story includes a collection of practical ideas to help you personally and professionally. The characters are fictional, but the challenges facing them are real. The fable has plenty of "what if" scenarios and thought-provoking material you can discuss with friends, co-workers, and colleagues. Baseball fans will love Career Year.

Who can you turn to when you see financial troubles on the horizon? Who has experienced the effects of the law and its unintended consequences on you and your family? What bills should you deal with first to minimize the damage? Who can show you how to delay judgments and/or foreclosure without an attorney? Who can explain what steps you should take so you can plan for the worst? Who can show you the details of a bad loan sold to you by greedy mortgage companies? Paul Stemborowski is that person! Paul has spent the last ten years restructuring finances for thousands of people, helping them avert financial catastrophe. He has also helped thousands after they went bankrupt. In his attempt to solve every problem for everyone, he listened to all the stories in an attempt to learn from clients past experience. The outcome was a person with the knowledge and negotiating skills everyone facing financial issues wanted to talk to.