A PRESENCE CASTS A SHADOW UPON THE TOWN OF BONNER. Clever criminals plunder the innocent and unsuspecting people of this small university city in northern West Virginia making gain and profit by causing pain and misery promoting a self-perpetuating menace. Slave traffickers who go out into the towns and cities of every nation. The domineering and abasing who have a mindset of greed. Those who come to steal the hopes and beauty from everyday people an leave untold suffering and grief behind them.

We might think sustainable management is a new idea, created in the 1960s by enlightened modern scientists. We might think that it puts us on a new path, beyond what management was originally about. But this is not true. Sustainable management is as old as civilization and was a foundation stone of management science as it was formed in the first decade of the 20th century. Recovering this forgotten past provides deeper roots and greater traction to advance sustainable management in our own times. This book charts a history of sustainable management from premodern times, through the birth of management science as an offshoot of the conservation movement, to the present day. The authors argue that modern tools like Triple Bottom Line reporting and multiple Sustainable Development Goals may be less useful than a return to a more fundamental and holistic view of management.

Revitalising leadership connects leadership theory and practice with context. It argues that the universal prescriptions favoured by most leadership scholars ignore the reality that context always matters in leadership practice - and so it should matter in leadership theorizing too. Addressing this gap, the book offers a novel framework that enables the development of context-sensitive leadership theory and practice. This framework directs theoretical and practical attention to the key challenges for leadership in different organizational contexts. It involves developing a specific purpose for leadership in a given context, as well as formulating the values, norms and domains of action which should guide leadership efforts in that context. Determining these various matters then informs the role, responsibilities, rights, behaviours and attributes relevant to leaders and followers for that context, and the focus, purpose and boundaries of the leader-follower relationship. Deploying this framework, six in-depth illustrative theorisations are provided, showing how leadership practice might best take shape in the contexts of supervisory management; HR management; innovation and entrepreneurship; strategy; governance; and leadership studies itself. Revitalising leadership will appeal to diverse audiences, due to its theoretical novelty, its diversity of illustrative examples, its practice-focussed orientation and its clear, engaging style. These include leadership scholars concerned with the lack of attention being paid to context in leadership theorizing; organizational scholars wanting to learn how leadership thinking can be brought to bear on the different management functions the book explores; practitioners seeking leadership ideas that are tailored to the context they lead and follow in; and those involved in MBA or leadership development programmes who are looking to combine the personal reflection sought by such programmes with a tho

Revitalising leadership connects leadership theory and practice with context. It argues that the universal prescriptions favoured by most leadership scholars ignore the reality that context always matters in leadership practice - and so it should matter in leadership theorizing too. Addressing this gap, the book offers a novel framework that enables the development of context-sensitive leadership theory and practice. This framework directs theoretical and practical attention to the key challenges for leadership in different organizational contexts. It involves developing a specific purpose for leadership in a given context, as well as formulating the values, norms and domains of action which should guide leadership efforts in that context. Determining these various matters then informs the role, responsibilities, rights, behaviours and attributes relevant to leaders and followers for that context, and the focus, purpose and boundaries of the leader-follower relationship. Deploying this framework, six in-depth illustrative theorisations are provided, showing how leadership practice might best take shape in the contexts of supervisory management; HR management; innovation and entrepreneurship; strategy; governance; and leadership studies itself. Revitalising leadership will appeal to diverse audiences, due to its theoretical novelty, its diversity of illustrative examples, its practice-focussed orientation and its clear, engaging style. These include leadership scholars concerned with the lack of attention being paid to context in leadership theorizing; organizational scholars wanting to learn how leadership thinking can be brought to bear on the different management functions the book explores; practitioners seeking leadership ideas that are tailored to the context they lead and follow in; and those involved in MBA or leadership development programmes who are looking to combine the personal reflection sought by such programmes with a thoughtful analysis of the context in which their leadership practice takes place.

Conceived by Chris Grey, the Very Short, Fairly Interesting and Reasonably Cheap series offers an antidote to conventional textbooks. Each book takes a core area of the curriculum and turns it on its head by providing a critical and sophisticated overview of the key issues and debates in an informal, conversational and often humorous way. In Management Theory, Todd Bridgman and Stephen Cummings uncover enduring myths about famous theorists, from Adam Smith and Max Weber to Frederick Taylor, Mary Parker Follett, Abraham Maslow and Kurt Lewin. By exploring how these myths became cast as the foundations of management, this accessible and engaging book generates new ways of thinking about what management could be today and in the future. Students can head to YouTube to watch a selection of specially-curated, bitesize videos - 20 Insights on Management Theory - which explain key topics relating to management theory. Lecturers can visit https://study.sagepub.com/bridgman to access a range of PowerPoint slides that can be used in their teaching.

Existing narratives about how we should organize are built upon, and reinforce, a concept of 'good management' derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management's past. A New History of Management disputes these foundations. By reassessing conventional perspectives on past management theories and providing a new critical outline of present-day management, it highlights alternative conceptions of 'good management' focused on ethical aims, sustainability, and alternative views of good practice. From this new historical perspective, existing assumptions can be countered and simplistic views disputed, offering a platform from which graduate students, researchers, and reflective practitioners can develop alternative approaches for managing and organizing in the twenty-first century.

Existing narratives about how we should organize are built upon, and reinforce, a concept of 'good management' derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management's past. A New History of Management disputes these foundations. By reassessing conventional perspectives on past management theories and providing a new critical outline of present-day management, it highlights alternative conceptions of 'good management' focused on ethical aims, sustainability, and alternative views of good practice. From this new historical perspective, existing assumptions can be countered and simplistic views disputed, offering a platform from which graduate students, researchers, and reflective practitioners can develop alternative approaches for managing and organizing in the twenty-first century.

After the traumatizing finale of volume one, everything has changed for our supernatural teens. Who is Ohara and how does she fit into the great pattern of destiny and power that will change Japan forever? Jim Zub (Conan/Red Sonja, Samurai Jack) and Steve Cummings (Deadshot, Legends of the Dark Knight) continue their supernatural spectacle that combines the camaraderie and emotion of shows like Buffy with Japan's engaging culture and mythic monsters. This volume includes design artwork by artist Steve Cummings and profiles on mythical creatures by noted monster researcher Zack Davisson. Collects Wayward #6-10.

Homeopathy is a natural, safe, inexpensive, and highly effective complement to conventional medicine. By triggering the body's own self-healing abilities, homeopathic remedies effectively treat everyday ailments of mind and body. Everybody's Guide to Homeopathic Medicines provides a clear and comprehensive guide to the use of homeopathic remedies for quick relief for colds, headaches, allergies, children's illnesses, women's health problems, and many other common conditions. Written by a physician and by the leading homeopathic educator in the United States, this revised and expanded edition of Everybody's Guide has been updated to include the most detailed and comprehensive information available on the increasingly popular practice of homeopathy. You'll learn how to assess illnesses and identify clues that point to the right medicine, individualize homeopathic treatment, decide when professional medical treatment is required, and gain access to leading homeopathic organizations and resources.

A PRESENCE CASTS A SHADOW UPON THE TOWN OF BONNER. Clever criminals plunder the innocent and unsuspecting people of this small university city in northern West Virginia making gain and profit by causing pain and misery promoting a self-perpetuating menace. Slave traffickers who go out into the towns and cities of every nation. The domineering and abasing who have a mindset of greed. Those who come to steal the hopes and beauty from everyday people an leave untold suffering and grief behind them.

Experience the riveting, dystopian Uglies series seen as never before--through the eyes of Shay, Tally Youngblood's closest and bravest friend, who refuses to take anything about society at face value.
"From the moment we are born, we are considered threats in need of 'special' management. We are watched and shaped and exploited by a force most of us never see. . . . All to keep us "safe." . . . Do you feel safe? Or do you feel like you're in a cage?"--Shay
In "Pretties, " Tally Youngblood and her daring best friend, Shay, both underwent the operation that turned them from ordinary Uglies into stunning beauties. Now this thrilling new graphic novel reveals Shay's perspective on living in New Pretty Town . . . and the way she sees it, there's more to this so-called paradise than meets the eye.
With the endless parties and custom-made clothes, life as a Pretty should be perfect. Yet Shay doesn't feel quite right. She has little to no memory of her past; it's as if something in her brain has inexplicably changed. When she reunites with Tally and the Crims--her rebellious group of friends from Uglyville--she begins to recall their last departure to the wild, and the headstrong leader she used to be. And as she remembers the truth about what doomed their escape, Shay decides to fight back--against the status quo, against the mysterious Special Circumstances, even against her own best friend.

`In this intriguing book [Cummings] claims to be surprised that academics critical of management theory don't critique its history, and proposes a kind of liberation theology in response, but this is not as doctrinaire. It's more like replacing some well-justified habits with a refreshing originality of approach. The outcome is stimulating.... The author offers a cogently argued deconstruction of some well-known frameworks in strategy, and delivers his own reinterpretation of strategic discourse. There are five longer case studies in the book and several shorter vignettes scattered throughout early chapters, as well as pedagogical aids at the end of each chapter' - Best of Biz, The Business Information Site

`Do you worry about organizations becoming slaves to markets? Do you wish that organizations had the nerve to build their own ethos rather than just grubbing for profit? Do you aspire to inspiration rather than perspiration? Why does management practice get in the way of thinking and creativity? Stephen Cummings provides insight and guidance in a book of genuine scholarship and creativity' - John McGee, President of the Strategic Management Society, USA

`Management courses need more of what Stephen is offering. He wants us to go on an `unlearning curve', one which leads to fresh thinking about strategy and the emerging roles and responsibilities of business and companies. This book not only tells us where we are coming from but, more importantly, it inspires us to think profoundly about where we could go. It's also a very good read' - Josephine Green, Director of Trends and Strategy, Philips

`I thoroughly recommend the book as a way of teaching strategy in a new and invigorating way' -Stewart Clegg, University of Technology, Sydney

`ReCreating Strategy provides a challenging examination of the emergence of management which combines postmodern and orthodox perspectives. Stephen Cummings is able to provide not only a fresh treatment of strategy and ethics but also to engage with a variety of potential audiences. He provokes and informs in equal measure' - Richard Whipp, Cardiff University

'A truly eclectic approach to strategy! Intellectually capturing, the book is great fun to read at the same time. A must for those who want to discuss management beyond styles, fads and fashions' - Hubert Wagner, Qonsult

ReCreating Strategy is written for students of strategy, change management and more general management and organization theory courses. It will provide a better understanding of how to bring together and apply the many analytical frameworks relating to the organization as a whole.

Stephen Cummings challenges the view that there is never one best framework and shows why the latest theory is not necessarily better than earlier ones.

The textbook includes short and long case studies, interesting pictorial aids and examples, and a generally more participative and rewarding approach than that offered by more mainstream texts. The book also offers more scope for individual lecturers who wish to encourage students to question assumptions and think creatively about strategy and management.