"Over the past two decades, Nene has gained a reputation both locally and internationally as a thought-leader in diversity and inclusion, values-driven leadership and transformation. She has authored numerous publications, including contributing to the book Leadership Perspectives from the Front Line. She is a member of the Diversity Collegium, a think tank of globally-recognised diversity experts. She is an associate lecturer at GIBS on Global Diversity and Unconscious Bias, as well as an associate lecturer on Transformation Strategy for the Stellenbosch Business School. She is a sought-after speaker for conferences around the world."

"The ideas and experiences shared by author Nene Molefi speak directly to the troubling prejudices and inequities that persist in our world. Diversity and inclusion are more pressing than ever. Injustices and deep social divisions persist, personally and systemically. Racism, sexism, homophobia, and other forms of fear and hatred are not isolated. They remain embedded and they demand courageous, deliberate work. In this book, Nene uses her own story to cast a bright light on the transformation journey. Nene’s book quite vulnerably takes the reader on Nene’s personal journey. In addition to the deeply personal content, each chapter ends with practical guidelines on how to lead inclusively. Nene’s book offers hope and substance in our vision of a diverse and inclusive and just society." —Justice Edwin Cameron

GOOGLE Search: my job makes me...

- my job makes me miserable
- my job makes me depressed and anxious
- my job makes me cry
- my job makes me sick to my stomach
- my job makes me suicidal
- my job makes me feel worthless
- my job makes me angry
- my job makes me drink

YOU GOTTA BE KIDDING?!!! This was the authors' immediate reaction when they saw these prompts from Google (so many people had previously searched all of these that Google assumed they were going to as well). Consider how many millions of people need to have typed in these particular statements relating to their jobs for this to occur?

Are you feeling uncomfortable as you read them? Either because you feel the same way, or because you lead, own or work in a business full of people and if you’re brutally honest with yourself you may realise that this is quite possibly exactly how they feel. Do you have any tangible or quantifiable measure for how much this may be enhancing or diminishing your business bottom line? Most importantly, do you know what to do to meaningfully impact this? To create that work doesn’t suck! (step 1) And even better, is AWESOME! (step 2).

Brad Shorkend and Andy Golding are the co-founders of Still Human. They help businesses around the world remain relevant by creating exceptional employee experiences and being innovation-ready always, ultimately becoming Companies Behaving Awesomely.

Focus on Operational Management: A Generic Approach gives a general overview of management principles and the general management activities needed by the operational and first-time manager in the workplace today. These principles are important for the sustainability of an organisation.

The following topics are discussed:

• The new workplace environment
• The changing role of the operational and first-time manager
• Operational planning, operational decision-making and problem-solving, organizing operational resources, operational control and leadership
• Employment relations in the workplace
• Organisational culture, diversity management, business ethics, corporate social responsibility, organisational politics and change management in the workplace.

Change and the management of change have become some of the most urgently discussed topics of our time. Yet despite this, very few change management practices are premised on a thorough understanding of the change phenomenon and its costly impact.

Organisational change: theory and practice is based on the philosophy that a deeper understanding of change and its consequences is necessary to constructively manage change in organisations. The book recognises that change at the individual level is inextricable from change at the organisational level. The reader is encouraged to apply insights and principles gained from the book to both personal and work contexts.

The book has been developed around the why of change (change as a phenomenon), the what of change (a review of change paradigms; early and contemporary concepts of change; process perspectives; the experience and impact of change) and the how of change engagement and management. It sensitises the reader to the everyday implications of the multifaceted nature of change. In the final chapter, different perspectives on change and transformation are related to change levers and triggers, change management models, formulae and success factors, challenges of implementation, and guidelines for purposefully engaging with change in organisations.

Organisational change will be of great value to the advanced student, human resource practitioner, consultant or line manager who needs a deeper understanding of the change phenomenon and its impact, and to all who have to contend with significant change at work or home, or who are instrumental in bringing about change in a specific organisational or societal context.

For one-semester, undergraduate and graduate level courses in Organizational Behavior. Unique and current insight on the everyday processes and phenomena of OB. Behavior in Organizations shows students the real world of OB through its blend of cutting-edge research and practical applications. This text then challenges students to take theory one step further by having them put the concepts into action. The many changes in the tenth edition reflect the authors' never-ending mission to present a balance between knowledge and application, while including coverage on the latest advances in the field.

During the middle and late 1960s, public concern about the environment grew rapidly, as did Congressional interest in addressing environmental problems. Then, in 1970, a dramatic series of bipartisan actions were taken to expand the national government's efforts to control the volume and types of substances that pollute the air, water, and land. In that year, President Richard Nixon signed into law the National Environmental Policy Act, which established for the first time a national policy on the environment and created the Council on Environmental Quality (CEQ). Additionally, President Nixon created, with Congressional support, the Environmental Protection Agency (EPA), and he signed into law the Clean Air Act of 1970, which had overwhelming bipartisan support in Congress. The strong bipartisan consensus on the need to protect environmental and human health began to erode, however, during the middle and late 1970s as other domestic and foreign policy problems rose to the top of the public and legislative agendas. Ronald Reagan's election to the Presidency in 1980 marked a dramatic shift in both environmental policymaking and administration. Over the thirty years that followed Reagan's election, environmental politics and administration became increasingly polarized. In this book, James K. Conant and Peter J. Balint examine the trajectory of environmental policy and administration in the United States by looking at the development of the CEQ and EPA. They look at changes in budgetary and staffing resources over time as well as the role of quality of leadership as key indicators of capacity and vitality. As well, they make correlations between the agencies' fortunes and various social, political, and economic variables. Conant and Balint cautiously predict that both agencies are likely to survive over the next twenty years, but that they will both experience continuing volatility as their life histories unfold.

This two-volume set examines the need for a consciousness-based view of leadership, which emphasizes universal human flourishing, as opposed to a resource-based view, which focuses on sustaining a competitive advantage. This approach is built around three main principles: 1) Paradigm (Consciousness is primary including complementary existence of opposites), 2) Interpersonal (focusing on empathy and compassion), and 3) Individual (experiencing Oneness and expressing creativity). Volume One is divided into three sections. The first section focuses on Consciousness-based approaches to Inclusive, Purposeful, Quantum, and Vedic leadership. The second section focuses on leadership principles from Vedic scriptures such as Ramayana and Vedanta. The third section includes leadership principles from other scriptures such as Buddhism, Confucianism, Daoism, and Thirukural. Aligning leadership practices with the notion of unbounded consciousness, this edited collection will extend the literature on organizational culture, leadership, and sustainability, contributing to solving the grand challenges facing humanity.

Jacob Kinnard offers an in-depth examination of the complex dynamics of religiously charged places. Focusing on several important shared and contested pilgrimage places-Ground Zero and Devils Tower in the United States, Ayodhya and Bodhgaya in India, Karbala in Iraq-he poses a number of crucial questions. What and who has made these sites important, and why? How are they shared, and how and why are they contested? What is at stake in their contestation? How are the particular identities of place and space established? How are individual and collective identity intertwined with space and place? Challenging long-accepted, clean divisions of the religious world, Kinnard explores specific instances of the vibrant messiness of religious practice, the multivocality of religious objects, the fluid and hybrid dynamics of religious places, and the shifting and tangled identities of religious actors. He contends that sacred space is a constructed idea: places are not sacred in and of themselves, but are sacred because we make them sacred. As such, they are in perpetual motion, transforming themselves from moment to moment and generation to generation. Places in Motion moves comfortably across and between a variety of historical and cultural settings as well as academic disciplines, providing a deft and sensitive approach to the topic of sacred places, with awareness of political, economic, and social realities as these exist in relation to questions of identity. It is a lively and much needed critical advance in analytical reflections on sacred space and pilgrimage.

Social capital theorists have shown that inequality arises in part because some people enjoy larger, more supportive or otherwise more useful networks. But why do some people have better networks than others? Unanticipated Gains argues that the answer lies less in people's deliberate "networking" than in the institutional conditions of the colleges, firms, gyms, and other organizations in which they happen to participate routinely. The book introduces a model of social inequality that takes seriously the embeddedness of networks in formal organizations, proposing that what people gain from their connections depends on where those connections are formed and sustained. It studies an unlikely case: the experiences of mothers whose children were enrolled in New York City childcare centers. As a result of the routine practices and institutional conditions of the centers-from the structure of their parents' associations, to apparently innocuous rules such as pick-up and drop-off times--many of these mothers dramatically increased their social capital and measurably improved their wellbeing. Yet how much they gained depended on how their centers were organized. The daycare centers also brokered connections to other people and organizations, affecting not only the size of mothers' networks but also the resources available through them. Social inequality then arises not merely out of differences in skills or deliberate investments - as the conventional social scientific and political wisdom would have it - but also out of the differences in the routine organizations in which people belong. In addition to childcare centers, Small also identifies the social forces at work in many other organizations, including beauty salons, bath houses, gyms, and churches.

Organisations are essentially social entities whose effectiveness depends on the contribution and affective commitment of people. Successful organisations do not develop by chance, but are rather the result of carefully planned interventions into their structure, leadership and management orientations, culture, processes and behaviours. Organisational behaviour: a contemporary South African perspective provides a solid and scientific foundation for understanding, predicting, evaluating and managing individual and group behaviour in organisations. Organisational behaviour explores the expectations that organisations and employees have of each other. It addresses contemporary issues related to business ethics, systems psychodynamics, engagement, performance excellence, changing communication technology, transformational and authentic leadership, diversity and globalisation. It contains encounters, discussion questions, practical exercises and case studies to stimulate self-study, debate and reflective thinking. Updated lecturer support material is also available. Organisational behaviour is aimed at aspiring as well as established managers and business owners, irrespective of their field.

The issue of gender in organizations has attracted much attention and debate over a number of years. The focus of examination is inequality of opportunity between the genders and the impact this has on organizations, individual men and women, and society as a whole. It is undoubtedly the case that progress has been made with women participating in organizational life in greater numbers and at more senior levels than has been historically the case, challenging notions that senior and/or influential organizational and political roles remain a masculine domain. The Oxford Handbook of Gender in Organizations is a comprehensive analysis of thinking and research on gender in organizations with original contributions from key international scholars in the field. The Handbook comprises four sections. The first looks at the theoretical roots and potential for theoretical development in respect of the topic of gender in organizations. The second section focuses on leadership and management and the gender issues arising in this field; contributors review the extensive literature and reflect on progress made as well as commenting on hurdles yet to be overcome. The third section considers the gendered nature of careers. Here the focus is on querying traditional approaches to career, surfacing embedded assumptions within traditional approaches, and assessing potential for alternative patterns to evolve, taking into account the nature of women's lives and the changing nature of organizations. In its final section the Handbook examines masculinity in organizations to assess the diversity of masculinities evident within organizations and the challenges posed to those outside the norm. In bringing together a broad range of research and thinking on gender in organizations across a number of disciplines, sub-disciplines, and conceptual perspectives, the Handbook provides a comprehensive view of both contemporary thinking and future research directions.

From Millennials With Love is a collection of personal stories about how young professionals around the globe see an experience work. Those stories touch on topics such as the challenges and opportunities of starting to work at a time of important economic turmoil, what we wish, as young professionals, to get from our work, our manager, our CEO and organisation; how do we think about what is means to work, or how do we envisage the world of work evolving tomorrow. We do not pretend to give any general truths, but rather personal perspectives. Those narratives are very much grounded in experience. Our hope is that, in sharing our stories, we may open-up a conversation and help the advancement of our collective thinking about the world of work today.

Complexity Unravelled examines how change agents in different regions of the world initiate change within the public, private and voluntary sectors. The chapters illustrate different types of change interventions and challenge main stream approaches to strategic implementation and turnaround efforts. A uniting perspective is the ongoing reflections of the change agents and their practice in relation to evaluating and continually improving their style, methods and tools. What can you learn from these personal journeys? A comfortable and safe environment for open communication and information sharing A straight line is not always the shortest route Find drivers for change in the most unlikely places Achieve collective action and a common identity in a disparate environment Temper a target-oriented approach with inclusive methods to achieve greater success Dare to enable bottom-up change leadership Raise our inner consciousness to become better change leaders

The ability to communicate effectively is one of the most important life skills a person can possess. It can pave the way to success, not only in terms of career but also in every other aspect of life where communication plays a role. Advanced communication skills focuses on essential communication skills and competencies for all aspects of the world of work. Advanced communication skills takes an integrated theory and practical approach to learning. It is designed to foster workplace communication in order to benefit interpersonal relationships, which in turn leads to personal enrichment, greater job satisfaction and increased productivity. The final chapter contains a selection of case studies with questions to assist in the evaluation of communication skills. Advanced communication skills is aimed at managers, personal assistants, professional secretaries and all those studying towards certificates, diplomas or degrees in colleges and universities. It fully covers the syllabus for Communication N5/N6 at technical and vocational education and training colleges, and will prepare students for the national examinations in these subjects.

Organisations affect all aspects of human existence. They operate under immense pressure to offer their goods and services efficiently, economically and at the right time, all within the confines of the domestic and international laws which govern their trading. To meet these challenges in today's ever-changing global environment, the dealings within and between organisations need to be constantly monitored. Organisational analysis and intergovernmental relations: a South African perspective discusses how organisations work, how to conduct organisational analysis and how organisations can benefit from the advantages of intergovernmental relations in order to maximise productivity, effectiveness and profitability. Organisational analysis and intergovernmental relations: a South African perspective provides an overview of organisations, and the organisational design and structures applicable to both the private and public sectors. It equips managers with the knowledge to analyse the status of their organisations and decide what approaches to employ in responding to change (whether planned or unplanned). The book also explores how the relations between the spheres of government are affected by the shifting political environment in South Africa.

Equity is the tool to achieve diversity and inclusion that will help eliminate injustice and fairly distribute the benefits of an equitable environment to everyone. Corporate culture around the world has already stated efforts for sustainable development through corporate social responsibility (CSR) initiatives in rural areas. This infrastructure must be strengthened so that the rural community can become an active part of changing the world of work. Diversity, Equity, and Inclusion Efforts of Businesses in Rural Areas evaluates growth trajectories and educational opportunities in rural areas. It further explores the inclusion efforts of marginalized groups in rural society. Covering topics such as the construction industry, rural populations, and workplace inclusivity, this premier reference source is a valuable resource for policymakers, investors, professionals, business leaders and managers, economists, sociologists, students and educators of higher education, librarians, researchers, and academicians.

One of the most inspiring and impactful books ever written, The 7 Habits of Highly Effective People has captivated readers for nearly three decades. It has transformed the lives of presidents and CEOs, educators and parents--millions of people of all ages and occupations. Now, this 30th anniversary edition of the timeless classic commemorates the wisdom of the 7 Habits with modern additions from Sean Covey.

The 7 Habits have become famous and are integrated into everyday thinking by millions and millions of people. Why? Because they work!

With Sean Covey's added takeaways on how the habits can be used in our modern age, the wisdom of the 7 Habits will be refreshed for a new generation of leaders.

They include:
Habit 1: Be Proactive
Habit 2: Begin with the End in Mind
Habit 3: Put First Things First
Habit 4: Think Win/Win
Habit 5: Seek First to Understand, Then to Be Understood
Habit 6: Synergize
Habit 7: Sharpen the Saw

This beloved classic presents a principle-centered approach for solving both personal and professional problems. With penetrating insights and practical anecdotes, Stephen R. Covey reveals a step-by-step pathway for living with fairness, integrity, honesty, and human dignity--principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.