Organizational theory and behaviour Books

Book SynopsisWe need a new approach for solving tough problems in a complex world—we need to collaborate smarter.Market volatility. Sustainability demands. Hybrid working. Opportunities and hazards of fast-changing technology and regulations. Companies and nonprofits face more daunting challenges than ever. How can we collaborate in our organizations—and with outside partners—to solve problems, innovate, and succeed?Smarter Collaboration offers groundbreaking solutions. This indispensable new book lays out a pragmatic action plan blending rich stories, new empirical research, and loads of practical advice to help companies thrive by collaborating more effectively. As Harvard professor Heidi K. Gardner and senior executive Ivan A. Matviak show, firms that collaborate smarter consistently generate higher revenues and profits, boost innovation, strengthen client relationships, and attract and retain better talent. In this successor to Gardner's bestselling first book, Smart Collaboration, the authors expand their mandate, illustrating the fundamental dynamics of collaborating well across industries like financial services, health care, biotech/pharma, consumer products, automotive, and technology.Based on their research with thousands of executives from around the world, they share deep insights on how to implement smarter collaboration and avoid the potential pitfalls. They also help leaders troubleshoot thorny challenges like misaligned incentives, collaboration overload, and unintended consequences on diversity and inclusion. Complete with how-tos and cases, the book concludes with inspiring examples of groups harnessing smarter collaboration to tackle society's biggest challenges such as saving the oceans, eradicating diseases, and tackling global warming.Smarter Collaboration is the essential guide for forward-thinking leaders to transform their organizations, reshape the way they work, and increase impact and success.Trade Review"This is an essential guide for forward-thinking leaders who want to transform their organizations, reshape the way they work, and increase impact and success." — SHRM (Society of Human Resource Management)Advance Praise for Smarter Collaboration:"In the coming years, one of the most significant private-sector divides will be between companies that embrace collaboration, bridge-building, and collective action to help them thrive and those that remain limited by siloed thinking and poor partnership skills. Gardner and Matviak will help your business ensure it is on the right side of that line." — Paul Polman, former CEO, Unilever; business leader; campaigner; coauthor, Net Positive"The authors' deep grasp of the business world combines with expertise in the psychology underpinning our human foibles. The result is actionable advice for implementing smarter collaboration to capture its financial and human benefits." — Amy C. Edmondson, professor, Harvard Business School; author, The Fearless Organization"Gardner and Matviak provide leaders with a clear guide to making smarter collaboration happen. It's full of tips on today's most pressing topics, including hybrid working, inclusion, diversity and equity, and the role of technology and analytics. This is a must-read for any business leader." — Nhlamu Dlomu, Global Head of People, KPMG International"An organization's culture determines its destiny. Smarter Collaboration does an excellent job of showing you how to get a great one." — Ray Dalio, Founder, Bridgewater Associates; author, Principles"Everyone talks about collaboration, but relatively few people actually know how to do it effectively. Gardner and Matviak have written the go-to guide for doing collaboration right. Their use cases for smarter collaboration will resonate deeply with any business leader who's seeking to rev up innovation, profitability, and employee engagement." — Gunjan Kedia, Vice Chairman, U.S. Bank"With the scale and complexity of challenges facing business and society today, knowing how to collaborate—how to really collaborate—is one of the most important skills of our time. Through pragmatic insight and engaging examples, Gardner and Matviak illuminate a path for leaders that begins with truly valuing the wisdom people bring, and results in innovations beyond what any one group could create alone." — Sandy Speicher, former CEO, IDEO

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Book SynopsisFrom The New York Times best-selling author and host of Hidden Brain comes a counterintuitive, thought-provoking exploration of deception’s role in human success.

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Book Synopsis Liberate yourself by understanding and mastering power dynamics All social relations are laden with power. Getting out from under dominant power relations and mastering power dynamics is perhaps the most essential skill for change agents across all sectors seeking to ignite positive change in the world.This concise action manual explores major concepts of power, with a focus on the dynamics of domination and liberation, and presents methods for shifting power relations and enacting freedom. The Power Manual: Clearly distills the major theories of power from post-modern and feminist theory to business management and developmental psychology, and beyond Examines key ways that power is deployed and transformed in society Presents a new theory of power based on enactment-the bringing of something to life through one''s actions Explains how to refuse powerless identities and enact powerful ones Helps readTable of ContentsIntroduction Section OnePOWER + IDENTITY | Refusing Powerless Identities Power + Identity Intro 1 | Effective InteractionsSupremacist Power and Liberator Power 2 | Interaction PatternsPatterns of Domination and Patterns of Resistance 3 | Transmission of AffectLife-affirming and Life-draining Affects 4 | The Sources of Power RelationsDevelopmental Stages and Mind Forms 5 | Powerless and Powerful IdentitiesHegemony and Supreme Power Section TwoPOWER + CHOICE | Triggering Choice Power + Choice Intro 6 | Decision and ChoiceThe Efficient Unconscious and the Effort of Intention 7 | The Social Aspects of ChoiceParticipation in Decision Making 8 | Supreme ChoiceMastery Over Inner Experience Section ThreePOWER + THRESHOLDS | Creating the Self Power + Thresholds Intro 9 | Rites of PassageSelf Formation in Liminal Space 10 | Theater as Interaction and Identity CreationHigh Status and Low Status Characters Section FourPOWER + GAMES | Playing with Power Power + Games Intro 11 | The Purpose of PlayPlay As Evolution 12 | The Structure of GamesOrdering Interactions 13 | The Party GameSign Reading 14 | The Stand, Sit, Kneel GameDeconstruction 15 | The Tongue Twister GameReconstruction 16 | The Meisner GameReconstruction 17 | The Yes, But/Yes, And GameSign Reading, Deconstruction 18 | The Circle GameReconstruction 19 | The Lane GameReconstruction 20 | The Body Language GameSign Reading 21 | The Switching GameReconstruction 22 | The Status Master GameSign Reading, Deconstruction, Reconstruction 23 | The Scene Study GameDeconstruction 24 | The Character Study GameReconstruction ReferencesIndexAbout the AuthorA Note about the Publisher

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Book SynopsisThis book spans seventy years of theory from Max Weber''s seminal writings on bureaucratic organization to the latest management thinking represented by Handy, Peters and Waterman. Covering three main areas of interest, those of the structure of organizations, management and decision making, as well as that of organizational behaviour, this thoroughly revised and updated edition contains a vast amount of new contributions. It is a widely acknowledged text in its field, and an essential handbook for all those it concerns. It has also been announced as a core text for Open University courses from January 2008.

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Book SynopsisThis book reveals the power dynamics and interpersonal politics that lie at the heart of professional organizations. Drawing on the latest academic theory, and based on interviews with over 500 senior professionals, it analyses how professionals come together to create 'leadership'. It explains how change happens and why leaders so often fail.Trade ReviewThe book is a rich treasury of research and insight... It offers plenty of important lessons for leaders in any knowledge business. * Andrew Hill, Financial Times *This is a landmark study of the issues around leading professionals. The lessons are crucial to leaders of any organization that depends on highly talented, highly motivated, highly demanding individuals. They hold as true in the worlds of media and culture as they do in the traditional professions. * Lord Hall, Director General of the BBC *Empson's eloquent and superbly researched book is essential reading for anyone who wants to understand the challenges of organizing knowledge work and of leading knowledge workers through influence and inspiration rather than authority. * Professor Paul Adler, Marshall School of Business, University of Southern California *The higher reaches of the knowledge industry are difficult places to work. And if working in these organizations is tough, leading them is even tougher. How do you lead, cajole, and win the respect of these highly motivated, skittish, and suspicious people? Laura Empson has spent years pondering these questions and Leading Professionals is the highly revealing and accomplished result. * Michael Skapinker, Contributing Editor and Columnist, Financial Times *Laura Empson has written a deeply engaging and enlightening book about the critical leadership challenges facing professional service firms. Based on extensive research and experience, this book is required reading for anyone who aspires to lead these increasingly large and diverse organizationsand for everyone who understands the central role that professionals occupy in the global economy. * Professor David Wilkins, Harvard Law School *Laura Empson tackles a hugely complex phenomenon: the nature of leadership in professional service firms, where no one wants to be a follower and leaders only survive through the consent of their colleagues. She has created a truly fascinating portrait of what it means to be a leader in such settings. The book is full of rich insights engagingly told, and often revealed in the words of the professional leaders themselves. This portrait will resonate strongly with practising and aspiring professional leaders who will find much to learn from the stories she tells and the insights she develops. Scholars of management will appreciate her work, not only for its significant contribution to academic knowledge, but also because it speaks to us directlywe are, after all, professionals and struggle with similar issues of leadership in our own working lives. * Professor Ann Langley, HEC Montréal *A richly detailed analysis of the complexities of modern professional organizations. The observations, based on more than twenty years of research, show a deep understanding of the tensions inherent in all successful firms. For those of us who lead or aspire to lead such firms, the lessons and conclusions are telling and valuable. * Philip Davidson, Managing Partner, KPMG UK *Professor Empson has made a major contribution to the literature on how professional services firms work and how they are best led. This is very well-researched and insightful analysis, based on a wealth of interviews, and written in a very readable style. All in all, a must on the reading list. * Edward Braham, Global Senior Partner, Freshfields Bruckhaus Deringer *This is an exciting and challenging book. It manoeuvres extremely well between what we know, academically, about professional leadership, and the concerns of thinking practitioners. The central ideas of plural leadership, leadership constellations, and ambiguity challenge all of us to re-evaluate our notions of leading professionals. Professor Empson has made an important contribution. * Professor C. R. (Bob) Hinings, University of Alberta *Partnerships play a vital role in the modern economy. The spirit of partnership is a mystery to those who have not experienced it directly and also sometimes to partners themselves. This book is a highly readable explanation of what makes professional firms work and, importantly, how they are successfully led. * Sir Gerry Grimstone, Chairman of Standard Chartered, Deputy Chairman of Barclays *This is a must-read for anyone wondering why it is so challenging to lead in professional environments and how to do it more effectively. Empson masterfully brings together findings from research with the lived experiences of those she has studied to provide in-depth and detailed analysis of what it takes to survive and thrive in these politicized, but highly rewarding, work environments. * Professor Mary Uhl-Bien, Neeley School of Business, TCU *It's accepted wisdom that leading a professional services firm is different from other leadership roles, but very few have been able to explain why and in what ways. Laura Empson unravels this mystery, shining light deep into the underlying challenges leaders face and explaining ways to navigate them. An important book in a neglected and misunderstood area. * Hugh Verrier, Chairman, White & Case *Professor Empson has done an exceptional job making theory understandable and relevant to those actually involved in leading professional organizations whilst helping those more interested in the theory better understand how the real world works. Leading a professional organization can be lonely and Lauras research insights will help those grappling with the challenges of leadership to realize that they are not alone. * Jeremy Newman, Former Global CEO, BDO *Empsons latest book lifts the lid on the idiosyncrasies, paradoxes, and tensions of leadership in professional services firms. Featuring insights drawn from hundreds of interviews, Leading Professionals offers invaluable guidance to current / future leaders and management professionals alike. * Wim Dejonghe, Global Senior Partner, Allen & Overy *A modern global management consultancy practice contains a complex mix of people from differing backgrounds with different cultures and aspirations. Leading them is a daunting task but a task which is helped significantly by the insights within the book. I wish I could have read this book fifteen years ago. * Mike Cullen, Former Global Managing Partner (Talent), EY *

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Book SynopsisStrategy, an ancient pursuit, has evolved through the centuries and in today''s business environment applies to all organizations, across all sectors and geographies. The Strategist''s Handbook is a collection of the best materials, insights, tools, and templates that comprise the core Strategy course taught in the undergraduate, MBA, Executive MBA, and Post-graduate Diploma programs at the Saïd Business School, University of Oxford. Each of the best practices, pitfalls to avoid, tools and templates presented in this book has been field-tested and refined for over three decades while working with for profit, not-for-profit, and government organizations, across multiple industries around the globe to help them develop and implement their strategies. The guidance and tools can be applied in small, mid-sized, and large organizations; their application just needs to be scaled accordingly. While this is a practical how to book, the tools and approaches presented are based on a solid foundat

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Book SynopsisStrategy, an ancient pursuit, has evolved through the centuries and in today''s business environment applies to all organizations, across all sectors and geographies. The Strategist''s Handbook is a collection of the best materials, insights, tools, and templates that comprise the core Strategy course taught in the undergraduate, MBA, Executive MBA, and Post-graduate Diploma programs at the Saïd Business School, University of Oxford. Each of the best practices, pitfalls to avoid, tools and templates presented in this book has been field-tested and refined for over three decades while working with for profit, not-for-profit, and government organizations, across multiple industries around the globe to help them develop and implement their strategies. The guidance and tools can be applied in small, mid-sized, and large organizations; their application just needs to be scaled accordingly. While this is a practical how to book, the tools and approaches presented are based on a solid foundation of well-established theory and extensive research that is also highlighted within each chapter. The contents can benefit those new to strategy as well as seasoned strategy professionals, current and aspiring senior managers, middle- and front-line managers, functional experts, and strategy consultants.

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Book SynopsisUnderstanding Social Networks explains the big ideas that underlie social networks, covering fundamental concepts then discussing networks and their core themes in increasing order of complexity.Trade ReviewIntegrates the history, theories, and substantive applications of social network analysis... should be especially accessible to neophytes... Despite the nontechnical treatment, Kadushin encompasses deep analytic coverage and broad empirical research...The final chapter summarizes the conceptual tour de force in 'Ten Master Ideas of Social Networks. * David Knonke, Contemporary Sociology *Finally! A sociologically informed and compelling introduction to social network analysis by one of the giants of the field. While there has been dramatic recent growth in the study of networks, new entrants often miss much of the rich history and compelling social theory that has been the field's foundation. This book represents an introduction to networks for social scientists and students looking to learn the 'why' of social network analysis, rather than computational detail. An all-around gem that should take a canonical place in social network courses. * James Moody, Duke University *Social networks are more than Facebook or a set of methods. Charles Kadushin is a veteran in thinking about what social networks do and what they mean. This thoughtful book provides a host of knowledge about how social networks operate in small groups, organizations and throughout society. Kadushin's ten master ideas distill the essence of social networks. * Barry Wellman, S.D. Clark Professor of Sociology, University of Toronto *In Understanding Social Networks Charles Kadushin dispels the myth that social network research is simply methodology. The book is chock full of ideas that lay out vast terrains ripe for future research and exploration. All of the ideas are buttressed with historical documentation and developed within the context of existing social, psychological, economic, and other theories. Bravo! * Thomas Valente, University of Southern California *Charles Kadushin is one of the sociologists who pioneered social network analysis and he has continued to make stimulating, thoughtful contributions. His new book provides a lucid, revealing introduction to the basic ideas and findings of the social networks field. * Claude S. Fischer, University of California, Berkeley *Table of ContentsPreface ; 1) Introduction ; -Getting Connected ; -Networks as Information Maps ; -Leaders and Followers ; -Networks as Conduits ; -The Point of View ; 2) Basic Network Concepts, Part I: Individual Members of Networks ; -Introduction ; -What Is a Network? ; -Sociological Questions about Relationships ; Connections ; Propinquity ; Homophily ; Individual-Level Homophily ; Homophily and Collectivities ; -Dyads and Mutuality ; -Balance and Triads ; -Where We Are Now ; 3) Basic Network Concepts, Part II: Whole Social Networks ; -Distributions ; Dyads and Triads ; Density ; Structural Holes ; Weak Ties ; -"Popularity" or Centrality ; -Distance ; Size of the Interpersonal Environment ; The "Small World" ; -Multiplexity ; -Roles and Positions ; Named Positions and Relationships ; Informal Positions and Relationships ; Informal Relations and Hierarchies ; Embeddedness of the Informal within Instituted or Named Networks ; Observed Roles ; -Summary ; 4) Basic Network Concepts, Part III: Network Segmentation ; -Introduction ; -Named and Unnamed Network Segments ; Primary Groups, Cliques, and Clusters ; -Segmenting Networks from the Point of View of the Observer ; Segmenting Groups on the Basis of Cohesion ; Resistance to Disruption ; Structural Similarity and Structural Equivalence ; Core/Periphery Structures ; -Where We Are Now ; 5) The Psychological Foundations of Social Networks ; -Getting Things Done ; -Community and Support ; -Safety and Affiliation ; -Effectiveness and Structural Holes ; -Safety and Social Networks ; -Effectiveness and Social Networks ; -Both Safety and Effectiveness? ; -Driving for Status or Rank ; -Cultural Differences in Safety, Effectance, and Rank ; -Motivations and Practical Networks ; -Motivations of Corporate Actors ; -Cognitive Limits on Individual Networks ; -Where We Are Now ; 6) Small Groups, Leadership, and Social Networks: The Basic Building Blocks ; -Introduction ; -Primary Groups and Informal Systems: Propositions ; -Pure Informal Systems ; -How to Find Informal Systems ; -Asymmetric Ties and the Influence of the External System ; -Formalizing the System ; -Where We Are Now ; 7) Organizations and Networks ; -The Contradictions of Authority ; -Emergent Networks in Organizations ; The Factory Floor ; -Information-Driven Organizations ; -Inside the Box, Outside the Box, or Both ; -Bridging the Gaps: Tradeoff s between Network Size, Diversity, and Social Cohesion ; -Where We Are Now ; 8) The Small World, Circles, and Communities ; -Introduction ; -How Many People Do You Know? ; -The Skewed Distribution of the Number of People One Knows ; -Formal Small World Models ; -Clustering in Social Networks ; -Social Circles ; -The Small World Search ; -Applications of Small World Theory to Smaller Worlds ; -Where We Are Now ; 9) Networks and Diffusion ; -Networks and Diffusion-An Introduction ; The Basic Model ; Exogenous Factors in the Adoption of Innovation ; - Influence and Decision-Making ; The Current State of Personal Influence ; Self-Designated Opinion Leaders or Influentials ; Characteristics of Opinion Leaders and Influentials ; Group Influence ; -Epidemiology and Network Diffusion ; Social Networks and Epidemiology ; Social Networks and HIV-AIDS ; Transporting Disease-Large-Scale Models ; -Tipping Points and Thresholds ; Threshold ; - Where We Are Now ; 10) Networks as Social Capital ; - Introduction ; The General Idea of Social Capital ; Social Capital as Investment ; -Individual-Level Social Capital ; Social Support ; Individual Networked Resources: Position and Resource Generators ; Correlates of Individual Social Capital ; Other Indicators of Networked Resources ; -Social Capital as an Attribute of Social Systems ; Theorists of Social System Social Capital ; Bowling Alone ; Recent Findings on Social System Social Capital and Its Consequences ; -Where We Are Now ; 11) Ethical Dilemmas of Network Research ; -Networks as a Research Paradigm ; -Anonymity, Confidentiality, Privacy, and Consent ; -Who Benefits ; - Cases and Examples ; Survey Research ; Organization Research ; Terrorists and Criminals ; Networks and Terrorism: The CASOS Projects ; -Conclusion: More Complicated than the Belmont Report ; 12) Coda: Ten Master Ideas of Social Networks ; -Introduction ; -The Ten Master Ideas ; Bibliography ; Notes ; Index

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Book SynopsisAs the most critical yet accessible introduction to organizational behaviour and work, this book will help you understand the complexities of organizational life and evaluate modern business practices.Classic organizational behaviour topics such as team-working, motivation, and change are complemented by core critical approaches such as power and control, organizational misbehaviour, and health and well-being through a clear three-part structure. Students are encouraged to look beyond a descriptive approach and truly engage with the content. Examples and ''Stop and Think'' boxes placed throughout chapters, as well as end-of-chapter case studies with accompanying questions, provide the opportunity for this engagement and show how each chapter''s theoretical coverage applies in real-life business situations. Suggestions of films and novels which relate to the chapter topic provide further opportunities to see organizational behaviour in context and demonstrate just how prevalent its prinTrade ReviewWilson writes in an extremely accessible way with a good balance of depth and breadth. * Ronnie Caddow, Glasgow Caledonian University *This book stands out in its commitment to taking a critical approach to the study of Organisational Behaviour. It introduces students to the main debates in the literature on each subject and in this way becomes a helpful starting point in their learning journey. * Dr Patrizia Kokot, University of Reading *This book has all the hallmarks of a great Organizational Behaviour textbook; being comprehensive in content whilst informative and accessible for students across a range of levels. * Michael Frize, University of Sheffield *A stimulating, astute, and original introduction to the core questions on work, organizations, and their management. * Dr Pasi Ahonen, University of Essex *Table of ContentsApproaching management criticallySetting the sceneEmployees' views of workManagerial views of workThe rationality of managementSexuality, sex typing, and genderClassic organizational behaviour and the critiqueMotivationLeadershipPerceptionPersonalityOrganizational learningCultureTeams and teamworkingStructureAll change?The core of critical approachesManagerial power and controlOrganizational misbehaviourVoluntary, not-for-profit, and alternative organizationsHealth, well-being, emotion, and stress

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Book SynopsisThe book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why.Table of Contents1: Introduction 2: HRM and Strategy 3: The More Fits the Better 4: Human Resource Management in Context: An Institutional Perspective 5: HRM and Performance: Achievements and Challenges 6: The Contextual SHRM Framework 7: The Contextual SHRM Framework in Practice 8: Sector Level Application of the Contextual SHRM Model 9: International HRM Perspectives on High-Performing Multinational Corporations 10: HR Profession Roles and Performance 11: Human Resource Delivery and Metrics 12: Reflections for the Future

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Book SynopsisThis new text presents a rounded approach to organizational change, encompassing emotional and psychological dimensions. The author team bring their strong experience of consultancy within a range of industries to bear both in the case studies used and the general approach of the text, balancing theoretical rigour with practical insight.Table of ContentsPART A: THE CHANGE PROCESS; PART B: PERSPECTIVES FOR UNDERSTANDING CHANGE; PART C: DELIVERING CHANGE

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Book SynopsisAnyone who has spent time in an organization knows that dysfunctional behavior abounds. Conflict is frequently avoided or pushed underground rather than dealt with openly. At the same time, the same arguments often burst out again and again, almost verbatim. Turf battles continue for extended periods without resolution. People nod their heads in agreement in meetings, and then rush out of the room to voice complaints to sympathetic ears in private. Worst of all, when people are asked if things will ever change, they throw up their hands in despair. They feel like victims trapped in an asylum. And people often are trapped. But they are not trapped by some oppressive regime or organizational structure that has been imposed on them. They are not victims. In fact, people themselves are responsible for making the status quo so resistant to change. We are trapped by our own behavior. Researchers and practitioners have often reflected on these things, but there is a puzzle. On the one hand, tTrade ReviewFor over half a century, Chris Argyris has been helping those who are willing to reflect on their own behavior to become more effective. This latest work is his clearest elucidation yet of why we fall into the traps that stymie us and how we can author our own escapes. And while he is at it, he provides wise counsel on how to audit the logic of those who purport to tell us the secrets of leadership. * Roger Martin, Dean, Rotman School of Management, University of Toronto *Chris Argyris is a master of revealing the universal dysfunctionalities of organisations and the challenges of dealing with them. Here he picks up the theme of Organizational Traps and successfully links them to issues of leadership, culture, and organizational design. Once again Argyris offers us insights in how to understand and tackle them. * Andrew M Pettigrew OBE, FBA, Professor of Strategy and Organisation, Saïd Business School *Argyris has once again challenged my thinking, theories and advice. Despite an explosion of books and articles about how to lead, improve organizational effectiveness and change culture we continue to see well intentioned and competent leaders embroiled in personal and organizational failures. Using decades of research, Argyris shows us the problem; our theories and advice ignore or bypass the hard truth; people avoid conversations that will help them learn about gaps between their intention to change and reality. Argyris argues that this well documented truth must be incorporated in our theories if they are to be robust and make a sustained difference. And leaders must insist we do if they are to avoid spending millions on flawed advice. * Michael Beer, Chairman, TruePoint and Professor Emeritus, Harvard Business School *It is rare for a serious management book to be a real page-turner, but this one is. Drawing on fascinating cases from a lifetime of research on group and organizational dynamics, Chris Argyris shows how our own reasoning processes entrap us in patterns of behavior that we detest but cannot change. He explains how these traps become self-sealing and why even our best efforts to escape them merely tighten their bonds. The provocative strategy he offers for breaking out of our self-created traps merits close attention by anyone who seeks to improve life and work in organizations. * J. Richard Hackman, Edgar Pierce Professor of Social and Organizational Psychology, Harvard University *Table of ContentsIntroduction ; PART I: WHY WE ACT AGAINST OUR OWN STATED INTERESTS ; 1. How we Deal with Difficult Situations ; 2. Actions that Trap us ; 3. Causes of Traps ; PART II: HOW CONVENTIONAL APPROACHES BYPASS TRAPS - AND WHAT TO DO ABOUT IT ; 4. Leadership and Traps ; 5. Culture, Leadership, and Traps ; 6. Strengthening New Approaches ; Conclusion: Traps and the Human Predicament

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Book SynopsisThe Oxford Handbook of Project Management presents and discusses leading ideas in the management of projects. Positioning project management as a domain much broader and more strategic than simply ''execution management'', this Handbook draws on the insights of over 40 scholars to chart the development of the subject over the last 50 years or more as an area of increasing practical and academic interest. It suggests we could be entering an emerging ''third wave'' of analysis and interpretation following its early technical and operational beginnings and the subsequent shift to a focus on projects and their management. Topics dealt with include: the historical evolution of the subject; its theoretical base; professionalism; business and societal context; strategy; organization; governance; innovation; overruns; risk; information management; procurement; relationships and trust; knowledge management; practice and teams. This handbook is of particular relevance to those interested in the research issues underlying project management.Table of ContentsPART I: HISTORY AND FOUNDATIONS; PART II: INDUSTRY AND CONTEXT; PART III: STRATEGY AND DECISION-MAKING; PART IV: GOVERNANCE AND CONTROL; PART V: CONTRACTING AND RELATIONSHIPS; PART VI: ORGANIZING AND LEARNING

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Book SynopsisHow social media is changing the corporate worldTrade ReviewWill twenty-first-century social media technologies finally liberate organizations from stifling bureaucratic hierarchies? After spending ten months closely observing a software firm, Catherine J. Turco, one of sociology's brightest young stars, surprises with fascinating and nuanced answers. Brimming with vivid examples, The Conversational Firm will not only shape scholarly debate but also engage general readers interested in corporate life. -- Viviana A. Zelizer, author of Economic Lives The Conversational Firm opens a new chapter in the study of workplace democracy by analyzing how social media enable a new balance between workers' autonomy and productivity in high-tech corporate settings. With a particularly keen ethnographic eye, the author reveals a brave new world in which some of the bars of the bureaucratic iron cage are pried open while others remain in place for the pursuit of corporate goals. While millennials gain a more personalized and empowering work environment in the bargain, business leaders gain fuller access to their inner thoughts and creativity. This book will have a lasting impact on the study of corporate cultures and new organizational forms. -- Michele Lamont, author of The Dignity of Working Men With The Conversational Firm, Turco uses the role of social media to challenge our fundamental assumptions about how modern organizations function. In this masterful work, she uncovers a new way of organizing where openness and hierarchy complement, rather than contradict one another. I'm putting this book next to my copies of Weber, Barnard, and Chandler. -- Damon Phillips, Columbia Business School In The Conversational Firm, Turco argues that organizations can transcend bureaucracy, but still they are held in check by certain workplace demands for reproduction and stability. These checks seem to prevent the organization from becoming complete anarchy. Yet perhaps just as important, The Conversational Firm is a rich and delightful organizational ethnography of how work is being transformed in the era of social media. -- Brayden King, Kellogg School of Management at Northwestern University With a book that is as readable as it is wise, Turco makes a powerful case for the depth of insight that can only come from the best ethnographies-and is unavailable from the 'big data' analyses currently in vogue. Practitioners and scholars alike will come away with their understanding of firm hierarchy, culture, and communication transformed and enriched. -- Ezra Zuckerman Sivan, MIT Sloan School of Management [A] well-written, insightful ethnographic study. -- Theodore Kinni Strategy + BusinessTable of ContentsPreface Introduction 1. The Social Revolution 2. Open Communication 3. Open Control 4. Openness Controls 5. Open Culture 6. A Conversation About Bureaucracy 7. Conversational Spaces 8. The Conversational Firm: Implications for Theory 9. The Future of the Conversational Firm Methodological Appendix Acknowledgments Notes References Index

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Book SynopsisThe average person checks email 77 times a day, sends and receives more than 122 email messages a day and spends nearly a third of their workweek managing a constant influx of email. Even when we''re away from work, checking email is the most popular activity we engage in on our mobile devices. Email is a powerful and essential tool - but it has become a near-constant source of frustration, anxiety and distraction from our work.In this insightful and intensely practical book, Jocelyn K. Glei explains why email is so overwhelming and addicting, and lays out strategies for limiting the energy you spend on it. These include setting meaningful work goals, clarifying to yourself which people and messages truly matter and creating a daily routine that aligns with your natural creative rhythms.Through her actionable, thoughtful advice, Glei will help you to:- Stop letting email dictate your mood, your focus and your to-do list- Process your Trade ReviewEmail - it's a good servant but a bad master. To be happier, more productive, and more creative, we need email habits that help us focus on what matters most. Packed with insights, practical strategies, and engaging illustrations, UNSUBSCRIBE is an invaluable resource for making great use of email. -- Gretchen Rubin, New York Times bestselling author of THE HAPPINESS PROJECTThis is a vitally important book, an urgent call for reason that can transform the way you spend hours every day. I'm the first person who needs this advice, and I'm going to take it, starting now. -- Seth GodinBest-selling author Glei has a plan to help you regain control, she will make you think: 'Who are the people who matter?' and 'WTF are you trying to accomplish anyway?'. . . With short sections and cartoons, it's a really fun read. Follow Glei's advice and you will regain control of your technology and no longer be a slave to your e-mails * Chat It's Fate! *

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Book SynopsisContemporary writers position âdialogueâ at the heart of change theory, but what do we mean by âdialogueâ? The Tao of Dialogue explains through story what dialogue means, and how to leverage dialogic principles in managing relationships within the workplace.Accessible and innovative, The Tao of Dialogue explains the basic principles of dialogue, defined as a way of thinking and reflecting together with others, through the story of Michael, the CEO of a company about to embark on a life-changing journey. In the first half of the book, he is introduced to the idea of dialogue by Hannah, an internal change practitioner working within the organisation. He is encouraged to engage in dialogue with those he seeks to influence, which requires him to examine his mindset and proactively make changes to the ways in which he is communicating with his team and the wider organisation. In the second half of the book Michael is assisted by Mark, an external consultant with expeTable of ContentsAcknowledgements. Introduction. Part One: Michael and Hannah; Chapter 1: Contemplating change; Chapter 2: An introduction to dialogue; Chapter 3; How dialogue works; Chapter 4: Listening; Chapter 5: Listening again; Chapter 6: Voicing; Chapter 7: Reflecting; Part Two: Michael and Mark; Chapter 8: Mark; Chapter 9: Talking to the team; Chapter 10: Mark’s ‘plan’; Chapter 11: Mark prepares himself; Chapter 12: Setting the scene; Chapter 13: Check-in; Chapter 14: Container-building; Chapter 15: Revolt; Chapter 16: Perturbance; Chapter 17: Patterns; Chapter 18: Breakthrough; Chapter 19: Retrenchment; Chapter 20: Exiting the container; Part Three: Michael, Mark and Hannah; Chapter 21: Reflection; References; Index.

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Book SynopsisThis book examines returns on experience and managerial practices to generate deeper collaboration, intensify co-creation, support start-ups and established companies to explore, develop, and accelerate their projects thanks to open labs (living labs, fab labs, coworking spaces, third spaces, etc.). Open labs are the beatbox to create a rhythm in ecosystems and make all stakeholders move forward, faster, together. This book proposes a framework to understand how open labs, innovation hubs, and collaborative spaces contribute to ecosystems.The book looks beyond the short-term effects of open labs and identifies four main dimensions: communities, physical spaces, events, and portfolios of services offered to private businesses, entrepreneurs, and start-ups, established companies, or public institutions. Drawing on extensive field research lasting over five years, with more than 40 cases and more than 200 interviews plus direct observation within different environments, this edi

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Book SynopsisThe premise of this book is that research into gossip, organization, and work is an important idea whose time has come. A key feature of the book is the inclusion of practice points' showing how and where theory and/or research intersect with practice and vice versa. They are intended as signposts to future thinking and theorizing, tempting readers to venture outside of their home' disciplines and territories, conceptual comfort zones, and methodological mindsets. The overall aim of the book is to: (i) provide enough information for readers to decide where they might want to go next; (ii) offer some theoretical directions and ethical principles; and (iii) make suggestions regarding what academic-practitioner tools and techniques will help them along the way, including arts-based and mixed-methods research that focuses on real-world lived experience(s) of gossip.It will be relevant to researchers at all stages of their career: from students at the start of their acade

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Book SynopsisA definitive resource that pulls together evidence from psychology, education, and organizational studies, this fully updated second edition translates research into practice and serves as a practical handbook on how to set up, run, and evaluate any mentoring program.Despite ever-growing interest, there are few helpful resources for program managers and mentoring coordinators. This book sheds needed light on mentoring behaviors, the stages of mentoring, elements of high-quality relationships, and how to recognize and avoid dysfunctional ones. Step-by-step guidance will enable readers to: Understand what mentoring is (and is not) Assess their mentoring program using a clear framework Work through steps to design or redesign an effective mentoring program Draw on real-world examples to assess and improve programs Benefit from all-new material for this second edition, including a chapter on e-mentoring and in-depth case studies, asTable of ContentsList of Figures; List of Tables; List of Case Studies; About the Author; Preface; 1. Introduction; Part I Understanding Mentoring; 2. Defining Mentoring; 3. Promoting High-quality mentoring; Part II 5-Steps to Developing Mentoring Programs that Work; 4. Step 1: Identify the "Why"; 5. Step 2: Map Your Theory of Change; 6. Step 3: Recruit and Prepare the Right Participants; 7. Step 4: Collect the Right Data; 8. Step 5: Create Your Success Story; Part III Enriching and Strengthening the Process; 9. Support the Beginning, Middle, and End; 10. Promote Learning Conversations; 11. Welcome Diversity and Inclusion; Part IV Vignettes and Trends; 12. Alumni Mentoring Programs; 13. First Generation Mentoring Programs; 14. STEM Mentoring Programs; 15. The Future of Mentoring; Appendix A; Index

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Book SynopsisThe work of a manager in a service organisation is not the same as the work of a manager in an organisation that manufactures goods. Managing Public Services, Implementing Changes A Thoughtful Approach 2e, is for students and managers who intend to work in a service organisation whether it is owned publicly of privately. This book concentrates on how managers can change things for the better and explains why' as well as how'.The second edition has been fully updated to address challenges facing public services with new material on managing cuts, managing risk, managing innovation, producing funding applications, Lean Management and process review. A new chapter on managing social enterprise and generating social capital has also been added. This text is both solidly practical and theoretically challenging and is supported by strong pedagogical features including: case studies and illustrative vignettes from public service managers working in Europe, Asia, AuTrade Review"Doherty, Horne and Wootton have thoughtfully developed this second edition upon the solid foundations of the well-established first edition. Notable additions are a chapter on managing social enterprises and sections on innovation, process improvement and emotional intelligence. The text continues to provide a broad overview of both change management and the context of public services. The practical hints and tips throughout the text will continue to resonate with practitioners whilst the activities and case studies at the end of each chapter provide excellent resources for providers of education and training."Dr Ian Elliott, Lecturer and Programme Leader PgCert Public Services Governance, Queen Margaret University, Edinburgh‘A welcome addition to the teaching and learning resources which reflects the needs of practicing as well as aspiring managers of public services. Clearly written and up to date Doherty et al capture key contemporary debates on public services and provide a wealth of conceptual and practical tools that explain the causes of management challenges and then show how they can be addressed.’Dr Hans Schlappa, Programme Leader, MSc Leadership and Management in Public Services (LMPS), Business School, Hertfordshire UniversityTable of ContentsFirst Thoughts 1. Managing in the Changing Context of Public Services Role 1: Managing Change 2. Managing Resistance to Change in Public Services 3. Managing Strategy and Change in Public Services Role 2: Managing Operations and Activities 4. Managing the Market for Public Services 5. Generating Social Capital and Managing Social Enterprise 6. Managing the Quality of Public Services Role 3: Managing People 7. Managing Groups and Leading Teams in Public Services 8. Managing Leadership and Motivation in Public Services 9. Managing Individuals in Public Services Role 4: Managing Finance and Resources 10. Managing Budgets in Public Services 11. Managing Resources in Public Services 12. Managing Audit, Accountability and Performance in Public Services Role 5: Managing Information 13. Managing Information and Communication in Public Services Role 6: Managing Learning and Personal Development 14. Managing Learning in Public Services 15. Managing Personal Development in Public Services Final Thoughts 16. Management Values - Management as Religion

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Book SynopsisMarket-Led Strategic Change, 5th edition, has been fully revised and updated to reflect the realities of 21st century business and the practical issues for managers in the process of going to market. The world of business has changed dramatically, with a more complex environment, more demanding customers and radical new ways of going to market. This textbook develops a value-based strategy examining the roles of market sensing, customer value, organizational change and digital marketing in the implementation of strategy.This much-anticipated new edition has been carefully updated, now with Nigel Piercyâs unique and clear-sighted views on the latest developments in marketing strategy, retaining Piercyâs insightful, witty and provocative style. The text is supported throughout with brand new case studies from globally recognised companies such as Uber and Volkswagen, and covering topical issues such as the legalisation of marijuana and reinventing the healthcare business. Lecturers are assisted with a newly expanded collection of support materials including PowerPoint slides for each chapter, suggested frameworks for using the case studies in teaching, and case studies from previous editions.If you're an ambitious marketing student or practitioner, whether you are new to strategic change through marketing or just want a different view, this is the book for you. Lecturers will find this engaging, funny, thought-provoking but always practical textbook is a sure way to get your students thinking and enthused.Trade Review'As ever, Market-Led Strategic Change is intelligent, witty, though-provoking and what’s more a damn good read! Whether you’re a hardened old marketer or a fresh-faced student, this book will change the way you think about making stuff happen!' - Professor Lloyd C. Harris, Head of Department, Professor of Marketing, University of Birmingham, UKPraise for the fourth edition‘Much is known about good marketing practice, but little is known about how to transform a company into a first-rate marketing company. Nigel Piercy has provided the best guide I've seen to creating a market-led company -- replete with worksheets, diagnostics, and many convincing illustrative cases ... a very useful and readable book that will make a contribution to many companies that manage to read it and act on it.’ - Philip Kotler, S.C. Johnson & Son Professor of International Marketing, Northwestern University, USA‘Professor Piercy lives up to his promise to provide management with a number of tools and techniques to help implement marketing effectively in their own companies so that customer considerations and satisfaction are put at the top of the management agenda. A very practical manual, full of good useful advice ... I enjoyed reading it.’ - John O'Shaugnessy, Professor Emeritus of Business, Columbia University, USA‘It is not just the chapter titles which are provocative. The more closely one reads the contents of the individual chapters, it becomes apparent that they constitute a healthy mix of foundation material (informative), well-reasoned questioning of certain heretofore unchallenged assumptions and practices (provocative), and clear directions to managers as to how the content of the individual chapters can be put to use in organizations (instructive) ... I was looking for new insights, needless to say I was not disappointed ... an outstanding contribution.’ - P. Rajan Varadarajan, Distinguished Professor of Marketing and Ford Chair in Marketing and E-Commerce, Texas A&M University, USA‘This is a marvellous, thought-provoking book on how to cultivate and implement a customer-focused strategy within a company. In a time when many marketing texts seem depressingly similar, this book is different and that is very much to the good … No reader will walk away from this book without substantial new ideas on making customer-focused marketing work. On that basis, I think it is a book that should be on the shelf of every person seriously concerned with market strategy.’ - Bruce H, Clark, Associate Professor and Group Coordinator of Marketing, Northeastern University, USA‘Every once in a while one reads a book and think "This makes so much sense, why didn’t someone write it before?" Anyone seriously interested in the management of marketing is likely to have this reaction to Nigel Piercy’s Market-Led Strategic Change … Refreshing in its candor, stimulating in its arguments, practical in its applicability, Professor Piercy is to be congratulated. Buy it!’ - James M. Hulbert, President of James M. Hulbert Associates Inc. and formerly Kopf Professor of International Marketing, Columbia University, USA‘This book is aimed at the reflective practitioner who wants to get things done. It is a management perspective on marketing, where marketing is not just the Marketing and Sales Department but a way of life that permeates every corner of the company. Market-Led Strategic Change demonstrates the author's ability to combine systematic analysis with practical advice for action. The book is rich in practical examples from the author's own experience and research.’ - Professor Evert Gummesson, Professor Emeritus of Service Marketing and Management, University of Stockholm, Sweden‘By now everyone knows (or should know) what marketing is and what benefits will accrue to the marketing oriented organization. The problem is not WHAT but HOW. Virtually all the recent work on competitiveness and competitive success ... confirms that 'it ain't what you do, it's the way that you do it'. In his new pragmatic and practitioner-oriented book Nigel Piercy provides usable insights and advice on how to establish, develop, deliver and sustain long-term customer satisfaction which can be the only guaranteed road to survival and success. I will use the book myself both as an educator and a senior manager/company director.’ - Michael J. Baker, Emeritus Professor of Marketing, University of Strathclyde, UK‘I have always enjoyed reading what Nigel Piercy has to say about marketing, because he always has something interesting and useful to say. This book is no exception. It is creative, original, punchy, practical, challenging, thought-provoking, actionable, and a very enjoyable read to boot. I shall definitely be recommending it to as many people as possible. It will make an enormous contribution to marketing practice.’ - Malcolm McDonald, Emeritus Professor of Marketing, Cranfield University School of Management, UKTable of ContentsPart I: Everything has Changed, but Everything is the Same... 1. A Map for Market-Led Strategic Change: Using the Model Without Getting Lost! 2. The Changing World: The New and Harsh Realities we all Face 3. The Customer is Always Right, Except When They Are Wrong: Customer Satisfaction, Customer Sophistication and Market Change 4. The Evolution of Marketing for a Changing World: New Ideas Win Part I: End of Part Cases Case 1. The Price of Oil: Black Gold or can Someone Find Somewhere to Store the Filthy Stuff? Case 2. Marijuana: Is the World Going to Pot or What? Case 3. Business and the Global Obesity Epidemic: Who Made us Fat? Case 4. Privacy: The New Product for the 21st Century Part II: Developing Value-Based Strategy 5. Value-Based Strategy: Strategic Thinking and Thinking Strategically About Value 6. Market Sensing and Learning Strategy: Competitive Strength Through Knowing More 7. Strategic Market Choices and Innovation: Where to Compete, Where not to, and What's New 8. Customer Value Strategy and Positioning: What Have You Got to Offer, How Does it Make You Different to the Rest? 9. Strategic Relationships and Networks: Building the Infrastructure to Deliver the Strategy 10. Strategic Customer Relationships: The Special Case in Relationship Strategy Part II: End of Part Cases Case 5. Uber: A Revolution in Personal Transport or a Death Trap? Case 6. Volkswagen and Emissions: Hoakwagen Sent to the Naughty Step Case 7. Music: We Built this City on Rock 'N' Roll, But Where's the Money Now? Case 8. Reinventing the Healthcare Business: An Apple a Day Keeps the Doctor Away, But only if You Throw it Very Hard Indeed Part III: Processes for Managing Strategic Transformation 11. Strategic Gaps: The Difference Between What We Want and What We Have Got 12. Organization and Processes for Change: Building the Infrastructure to Make It Happen 13. Implementation Process and Internal Marketing: Making it Happen 14. An Agenda for Market-Led Strategic Change: The Last Chapter that No-One Reads Part III: End of Part Cases Case 9. Alibaba: Amazon Plus E-Bay Plus Some Case 10. Facebook: Ok Mark, Very Clever, But Where's the Money? Case 11. The Continuing Dilemma For Marks And Spencer: And no Jokes About "Has Marks Lost its Sparks"! Case 12. Counter-Implementation Strategy: The Anatomy of Hate and the Tactics of the Gutter

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Book SynopsisThe cost to business of unresolved conflicts is high; tribunals, loss of productivity, resignations and damaged reputations are serious consequences for all concerned. With increased organizational change in the form of changes in leadership, restructuring, downsizing, matrix management, mergers, acquisitions and systems changes comes increased political activity and the potential for either increased learning and growth or tension and unproductive conflict.Change agents, HR practitioners and managers need to be skilled at empowering others to use or resolve conflict effectively for a more productive working environment and greater employee satisfaction. Change, Conflict and Community takes readers through the essential theory and hands-on practice of working with change and conflict by considering:* How we can increase our understanding of the tensions that often exist when change is ever present in the organizationTrade ReviewSeeing conflict and change as a source for learning might sound nice, but is hard to accept in the realities of our professional lives. Understanding change and how we deal with change on an individual and organisation level, is an important topic for managers, professionals and especially those of us who work in the area of learning and people development. I recommend this book to anyone who is as curious to improve our contribution to individual and organizational development Klaas Wassens, Director Executive Education & Development, RSM Erasmus University We cannot eradicate conflict and we cannot make change painless, but we can learn how to use natural tensions more constructively. This book offers new insights on the human side of change and helps business practitioners to understand that managing change is more than re-engineering a business process. Diane Moody, Head of Leadership and Change, ING GroupTable of ContentsList of FiguresList of TablesForewordAcknowledgementsChapter 1: IntroductionChapter 2: Making sense of changeChapter 3: Pattern pastChapter 4: Change and conflict – a chicken and egg debate?Chapter 5: Resolving conflictsChapter 6: From conflict to collaborationChapter 7: Learning through changeChapter 8: Energising the organisationChapter 9: Holistically healthy organisationsChapter 10:The bigger picture: communityIntroduction to Case StudiesCase studies1. Affinity Sutton2. Portsmouth NHS Trust3. Red Bee4. Hampshire Fire & Rescue Service5. O2 – “A better place”6. Organisational health from a Gestalt perspective7. A change agent’s story

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Book SynopsisThe first ethnography of Wikipedia's organization, governance, and power structure, Common Knowledge argues that many criticisms of Wikipedia have been rooted in misconceptions, spread by outsiders who overlook its true strengths and weaknesses. This book examines how Wikipedia does and does not work from the inside out.Trade Review"Jemielniak presents an evenhanded look at Wikipedia, showing how policy along with a balance of bureaucracy work well. The author explores the problems editors and the Wikimedia Foundation (the nonprofit organization supporting Wikipedia projects) are trying to work through. His criticism is constructive, focusing on situations and issues that have improved or can improve Wikipedia, including how founder Jimmy Wales's role has shifted . . . Methodology, glossary, and an extensive bibliography are included for Wikipedia novices and interested researchers . . . Recommended."—S. Marks, CHOICE"It's the first anthropological study of an internet hive mind now entering its adolescence. The book pulls off a near-impossible double act, serving as both primer and detailed study on the habits of Wikipedians. It presents Wikipedia as a 'parahierarchy' thriving on its own conflicts, where even the dense catalogue of house rules is subject to reinterpretation . . . [Jemielniak's] depiction of its present and past shows how much the free encyclopaedia has already developed to become a worldwide movement."—Roisin Kiberd, Motherboard"This is a trailblazing study of Wikipedia—a phenomenon that is so much in our daily lives, while remaining mysterious to most of us. We should be thankful to Jemielniak for this study. As a seasoned user, an insider, and a scholar, his thorough account introduces us to Wikipedia's inner mechanisms, productive processes, quality controls, splendors, and miseries as a treasury of knowledge that is without precedence and, increasingly, without competition."—Zygmunt Bauman, University of Leeds"Jemielniak confronts the fascinating politics of Wikipedia as an insider, relaying the healthy clash of cultures and values that ensues as people try to get it right. This is a wonderful, detailed account of Wikipedia's rules and hierarchies, culture of consensus, internal power structures, governance, and leadership—especially in its English and Polish incarnations."—Jonathan Zittrain, Harvard University and author of The Future of the Internet—And How to Stop It"Of all the social artifacts we've built on top of the internet, Wikipedia is at once the strangest and the most familiar. Half a billion people visit every month, but almost no one knows how it works or why. Dariusz Jemielniak has written a thoughtful and multi-faceted account of Wikipedia's culture, contradictions, and challenges."—Clay Shirky, New York University and author of Cognitive Surplus: Creativity and Here Comes Everybody: The Power of Organizing Without Organizations"Common Knowledge? is the first fully ethnographic study of Wikipedia culture. This thoughtful and intellectually provocative study sheds new light on a community behind the largest collaborative movement of humankind, and is a must-read for all interested in open collaboration movement."—Jimmy Wales, founder of Wikipedia"Wikipedia is breathtakingly important, but it's new enough that it hasn't been studied much yet. This well-informed, thoughtful book from management professor and longtime Wikipedian Dariusz Jemielniak takes readers behind the scenes, exploring how Wikipedia works and why it matters. It's an important addition to the existing literature."—Sue Gardner, 2007-2013 Executive Director of Wikimedia Foundation

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Book SynopsisDespite an increasing number of scattered philosophy-based discussions of management research methodology, there has not been a book that provides a systematic and more comprehensive treatment of the subject. This book addresses this gap in the market and provides new ideas and arguments for guiding management researchers.Trade Review‘At a time when empirical social science research is being questioned as never before the timing of this book could not have been better. Professor Eric Tsang assembled a collection of earlier papers and new materials covering every aspect of empirical social science research that guide scholars in their quest to undertake empirical work underlying management research that satisfies criteria of Popperian falsifiability, data transparency, robustness, replication, treatment of outliers and null findings. I strongly recommend this volume for advanced research methodology courses and for all scholars aspiring to undertake empirical social science research consistent with new emphasis on data transparency, replication and falsifiability. ‘— Arie Y. Lewin, Editor in Chief Management and Organization Review, and Professor at Fuqua School of Business, Duke University, U.S.A.'Most PhD programs in management include a major course on research methods or a separate course on the philosophy of science because of its importance for understanding the philosophical underpinnings of research. Until now, however, there was no book that explained the philosophical underpinnings of management research. Eric Tsang in his new book does just that by explaining the philosophical base for the different methodological approaches to management research. In so doing, he examines the nature of assumptions, theory testing, generalization and replication, among other critical issues. This book makes a critical contribution to management research and is an especially valuable addition for scholars who are early in their research careers. It will enrich the research in our field.’ — Michael A. Hitt, University Distinguished Professor Emeritus, Texas A&M University; Distinguished Research Fellow, Texas Christian University, U.S.A.‘This is a much-needed book for all students and scholars interested in understanding and explaining management and business practices, including decisions and behaviors, at all levels of analysis. It’s not a book about philosophy but a practical treatment of important foundational knowledge of science that all who are claiming or aspiring to be scientists must understand. Questions of what constitutes science, what critical assumptions render some theories valid and some invalid, and why current management research may not qualify as science are addressed. I recommend this as a core text for all research methods courses at the undergraduate, master and doctoral levels. I recommend this as a must read for all novice and experienced management and organization researchers. It will help you do better research and be a true scientist, living up to the goal of science, which is to seek true explanations and accurate predictions and to generate useful knowledge to inform policies and improve practices.’ — Anne Tsui, Distinguished Professor of Management at Peking University and Fudan University, China, and Motorola Professor Emerita of International Management at Arizona State University, U.S.A.Table of Contents1. Philosophy: An Under-Laborer Serving Researchers2. Explanation: Different Ways of Answering "Why?"3. Assumptions: Not Something to be Assumed Away 4. Theory Testing: A Seemingly Straightforward Process 5. Generalization: A Controversial Endeavor 6. Replication: An Ignored Necessity 7. Historiography: A Neglected Research Method 8. Looking Ahead: To Be, or Not to Be, a ScienceAppendix: How Philosophy Contributes to Research Methodology

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Book SynopsisThis Element elaborates on the intrinsic perspectives on ambiguity as an inherent part of organizational decision-making processes and the more recent strategic perspectives on discursively constructed strategic ambiguity. It helps illuminate the path ahead of organizational scholars and offers new avenues for future research.Table of Contents1. Introduction; 2. Ambiguity vs other constructs; 3. Analytical approach; 4. Intrinsic perspectives: ambiguity as an inherent part of organizational decision-making; 5. Strategic perspectives: discursively constructed strategic ambiguity; 6. Trajectories in the study of ambiguity in organization theory and future perspectives; 7. Conclusion; References.

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Book SynopsisA capacity for learning, adapting, and changing is an important facet of organizational resilience. What is involved in generative organizational change? Is it an event, a process, or constantly ongoing? What makes organizational change good for the organization? Who has the power to decide what is good for the organization and its members? How is it decided? What if there is strong disagreement or conflict? How is that handled? What is the role of organizational members and leaders in these discussions? As these questions demonstrate, the triad of change, power and conflict are intimately linked. The purpose of this book is to explore the topics of change, power and conflict as they relate to the experiences of everyday organizational life. It will provide readers the opportunity to reflect critically on their own local experience and involvement in organizations and to glean actionable wisdom for meaningful engagement and impactful contributions to their organization(s) in Table of Contents1. The confluence of conflict, power, and change 2. Three points of focus 3. Conflict 4. Power 5. Change 6. The triad of conflict, power, and change

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Book SynopsisThe Remote Work Handbook: The Definitive Guide for Operationalizing Remote Work as a Competitive Business Strategy is for readers seeking to leverage the business benefits of a flexible, remote workforce. It is a practical guide for building and implementing remote work at any size organization. C-suite executives, operation leaders, business owners, or entrepreneurs who recognize the workplace is changing can use it to re-tool their operations for a strategic business advantage. Mari Anne Snow, the author, is a recognized remote work expert with over 20 years of experience leading remote teams and has re-written the rules of leadership to unlock the potential in remote and distributed teams. In this book, she shares all her secrets. The book explores the untapped potential of remote teams and lays out the business case for adopting a new, flexible workplace model to build organizational resilience and a competitive edge. It takes the reader through Table of ContentsChapter 1: Workplace flexibility is a smart business move Chapter 2: Build it right Chapter 3: The 5 organizational components of remote work Chapter 4: Component one: Infrastructure Chapter 5: Component two: Operational protocols Chapter 6: Component three: Performance accountability measures Chapter 7: Component four: Talent Management Systems Chapter 8: Component five: Remote workforce training Chapter 9: Operationalizing your remote work business model Chapter 10: Managing change Chapter 11: Multi-channel communications Chapter 12: Institutionalizing remote work Chapter 13: Build on team achievements

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Book SynopsisThe Wise Leader offers readers a succinct perspective on wise leadership based on theory, practice, and the authors' own experience. The five sections of the book describe the Wise Leader model, five mantras that distil the essence of wisdom for leading. Each section has a theoretical component, theory that the authors seek to bring to life through everyday examples, followed by practical ideas and guidance as to what you can next do in service of becoming a wiser, more effective leader. Each mantra then includes fresh perspectives for leadership development, aimed at supporting organisations globally to maximize their considerable investment in this critical area.This book is written for leaders at every level of an organization, providing a perspective of wise leadership that lends itself to practical application. It can also be used by leadership development professionals, offering guidance on how to build practical programs to cultivate enhanTable of ContentsIntroduction Part One 1. Commit to Reflective Learnig Part Two 2. Know Yourselves Part Three 3. Transcend Yourselves Part Four 4. Think Meta! Part Five 5. Do Dialogue 6. Conclusions

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Book SynopsisFrom his position as a Senior Fellow, the author addresses in this book the structural challenges and difficulties that predate Covid pandemic: climate change, economic inequality and the demographic challenge. These challenges raise fundamental questions of equity both between and within generations. Their immediate effects are much weaker than their long-term effects, which encourages policymakers to delay. But the cost of meeting them increases over time. These menaces raise complex technical and economic issues; some decisions must be made under great uncertainty. For each of these challenges, solutions exist: why is there little progress and how to turning threats into opportunities?In all cases, technological change is a central aspect, constituting both part of the problem and part of the solution. The solutions the author formulates are of two kinds: policy recommendations and exploratory strategic proposals. Some of the recommendations include measures that haTable of ContentsDedication Preface Acknowledgements About the Author Introduction Chapter 1: Global approach for climate change Chapter 2: The nature of social acceptability indicators measures for the climate issue Chapter 3: Strategies for changing climate policy Chapter 4: Global and sectoral climate governance Chapter 5: Policies & strategies: avenues for future reflection Chapter 6: Governing socioeconomic uncertainties Chapter 7: The dynamics of inequality and appropriate decision-making mechanisms Chapter 8: Inheritance tax and education measures Chapter 9: Update production policies and strategies Chapter 10: Post-production policies and optimization mechanisms Chapter 11: Labour policies for demographic challenges Chapter 12: Strategic and inclusive perspectives of demographic change Chapter 13: Reforms and resiliency mechanisms Chapter 14: Conclusion

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Book SynopsisShortlisted in the 2024 Business Book Awards (International Business Book category)CEOs and organizational leaders are only as strong as the teams they build. And yet it is surprising how little practical advice there is for senior leaders on how to create, build, and optimize their teams. Step up The Next Leadership Team.Illustrated with real-life examples from interviews with CEOs, C-Suite members, and headhunters throughout, The Next Leadership Team explains how senior leaders can improve the performance of their leadership teams by identifying clear team approaches, associated team member profiles, and by leading that team. These ideas are brought to life with case studies and interviews with well-known corporations such as ABB, Allianz, Amazon, AXA, Best Buy, Capita, Danone, Deutsche Telekom, Ferrari, Freudenberg, Haier, Hilti, HSBC, Holcim, Huawei, Logitech, Microsoft, Nestlé, Netflix, Nokia, Nordea, Schneider Electric, Tata, Wipro, Trade Review"Full of real-life examples from CEOs on how to create, manage, and incentivize a leadership team, this is a handy book on an important subject: a good leadership team is vital to the success of a business."Thierry Delaporte, CEO and Managing Director, Wipro"A company’s success depends strongly on the leadership team’s qualities and on their effective interaction. Read this book to understand how to build a very effective team of managers and how to lead it to deliver the best results for your company." Mario Greco, CEO, Zurich Insurance"All eyes are usually on the top leaders. And top leaders' behavior is influenced heavily by the CEO. With the top team, it’s the same as with any great performing team, there needs to be trust as foundation and clarity on what is expected including the way of working. The CEO sets the tone, plays a critical role to build and shape the team for whatever purpose (transformation, stability, growth) and sets the direction for the team. If there is too much room for interpretation, no clear approach or the wrong players, things can easily deteriorate and eventually become counterproductive. Therefore the clarity and carrying out of leadership approach of every CEO is essential. This book helps with finding the right one and getting advice. A great practical guide." Stephanie Werner-Dietz, Executive Vice President and global head of human resources, ArcelorMittal and former Chief People Officer, Nokia"This work shows a valuable and flexible approach to leadership. It gets out of the one-size-fits-all, providing a practical and insightful guide on how to build the right leadership team to each individual situation."Adel Al-Saleh, CEO, T-Systems and member of the management board, Deutsche Telekom AG"Building successful leadership teams and structured succession planning must be a key focus of any executive, even more in the ever changing business environment. This book doesn’t only stress the importance, but also explains that it can and must be adapted to the specific business needs."Herman Anbeek, President Europe, Americas and Middle East, gategroup"Performance is all about achieving results through people. That is why this book is so crucial as it emphasizes the role of leadership in building high performing teams. It is written in a very pragmatic and down to earth way which makes it very appealing and easy to read."Magdi Batato, Executive Vice President and head of operations, Nestlé"For me, good leadership is all about people impact – because you, as a leader, have taken the genuine interest and time to understand what motivates, inspires, drives, concerns a person; I strongly believe in servant leaders, it’s what the world needs more of. And reading The Next Leadership Team has provided me with some great food for thought!"Christophe Catoir, President, Adecco, member of the Executive Committee, Adecco Group"I highly recommend this important contribution to the key subject of leadership teams."Laurent Hebenstreit, former CEO Sogefi"The Next Leadership Team is the second masterpiece of the two authors, which translates the commonly used buzzwords on leadership and governance into real business life and instead of presenting management theories, provides practical implementations in modified applications and procedures that can be handled in practice. Here the chair meets the practice and an excellent symbiosis appears."Andreas Joehle, Partner Uffenau Partners and former CEO Hartmann AG "CEOs and executives spend much of their time creating teams that can drive success in the organization. The Next Leadership Team is a valuable guide to doing so. Reading the book, I found many ideas and frameworks for my work and enjoyed reading the down-to-earth style and the examples from around the globe."Jan Jenisch, CEO, Holcim"Highly insightful book to challenge one’s own approach in building a winning leadership team."Kai Konola, CEO, Halton"Markets, competition, regulation etc. are always changing, slowly or quickly, fundamentally or gradually. To provide proactive responses is a permanent challenge. Therefore, composition and decision-making are of central importance for leadership teams."Georg Müller, CEO, MVV Energie AG"A profound and practical account of the view on executive leadership teams. Everything you need to know about selecting, building and optimizing high performing teams." Dr. Stefan Nöken, Supervisory Board Member, former Member of the Executive Board of Hilti Corporation"The time of lone wolves at the top is over. Collaboration, shared ownership and a strong sense of all employees winning together are essential to create sustained success. This book shows how it works."Urs Riedener, former CEO, Emmi "The Next Leadership Team gives a versatile insight how to build a competitive leadership team. I strongly recommend that you read this book."Timo Ritakallio, President and Group CEO, OP Financial Group"Keil/Zangrillo’s concept does not preach a one-size-fits-all leadership model. The leadership reality is complex and situational – they address this well."Jacques Sanche, CEO, Bucher Industries"Composing and evolving effective leadership teams is an art, to which this book provides a systematic framework. Personally, I believe in teams of strong individuals, willing to be stronger together – diverse in multiple dimensions, yet cohesive as a team"Peter Terwiesch, President, Process Automation, ABB"This book is a must-read for any leader who is being faced with major cultural changes or disruptive transformations affecting the whole leadership team. As a leader you find a wealth of practical answers to even those questions you might not have asked before. A great way to learn from other leaders' experience."Heiner Thorborg, Headhunter Table of ContentsPart I: Approaches to leadership teams and situational Cvnstraints 1. Approaches to leadership teams 2. Mapping the leadership team approach with situational constraints Part II: Selecting members to the leadership team 3. How to select leadership team members 4. Selecting team members for different leadership team approaches and situational constraints Part III: Building the team 5. How to initially build the leadership team 6. How leadership approach and situational constraints shape leadership team building Part IV: Optimizing performance 7. Optimizing leadership team performance over time 8. Optimizing performance for different leadership team approaches and in different situations 9. Designing the future of leadership teams

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Book SynopsisShortlisted in the 2024 Business Book Awards (People, Culture & Management category)Toxic organizational cultures and leadership have led to major reputational failures, with the greatest impact felt by the people who dedicate their careers to working for these organizations. And yet organizations do not become toxic overnight. They do not consciously set out to break rules and regulations, nor do they actively seek wrongdoing. This book defines toxic culture, explains how toxic cultures emerge over time, and provides practical approaches supported by in-depth research for overcoming a toxic culture at the individual, team, and organizational level.Pragmatic and applicable, the book provides a call to action that can be applied in any type of organization. While the role of leadership in toxic cultures is acknowledged, the book sets out four distinct stages to embedding toxic cultures and draws on examples from leading organizations and companies to illTrade Review"Dr Susan Hetrick has produced a very timely, well-researched, and highly practical book on one of the most important topics in the field of management – organizational culture and its relationship with leadership. Her focus on ‘the dark side’ is refreshing in differing from many of the practitioner playbooks in this field which begin from the premise that strong culture and leadership are typically positive. Instead, she argues that you can have ‘too-much-of-a-good-thing’ – that so-called strong cultures and leadership can often turn toxic and we can learn more from these kind of cases than those that characterise the ‘culture-excellence’ literature. In my work as a researcher, consultant, and non-executive board member, this book will be high on my list of recommended reading to students, clients, and colleagues as a source of useful theory and ideas on how to analyse key organizational problems and build healthy workplaces."Graeme Martin, Professor of Management, University of Dundee and Vice-Chair, NHS Tayside"Dr Hetrick makes a highly valuable contribution with this work by showing us how organizations can identify and address toxic work cultures. The practical interventions presented are tools any organization can utilize to prevent toxicity, ensure positive leadership, and when necessary, restore a healthy work environment."Kathryn Wagner Hill, Ph.D., Center for Advanced Governmental Studies, Johns Hopkins University"With employee engagement waning and the Great Resignation upon us, this book is a timely exploration of how harmful workplace cultures can take hold and be facilitated, either wittingly or unwittingly, by organisations or individuals. In combining extensive research with pragmatic recommendations, this book offers both an engaging diagnosis and workable remedies to bolster cultural health in the workplace."Richard Fulham, HR DirectorTable of ContentsPart I: The Four Stages of Toxicity 1. Why Culture Matters 2. The First Driver of Toxic Culture – The Normalization of Deviance 3. The Second Driver of Toxic Culture – Cognitive Dissonance 4. The Four Stages of a Toxic Culture Part II: The Toxic Triangle 5. Toxic Leadership 6. Susceptible Followers 7. Conducive Environments Part III: How to Build and Sustain a Healthy Workplace Culture 8. How to Build and Sustain a Healthy Workplace Culture 9. A Framework for Action

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Book SynopsisRecruiting, selecting, retaining and developing great people are essential for any successful business. And the combination of digital transformation and post-pandemic work realities presents major challenges for all organisations. This book provides best practice talent management guidance for businesses undertaking digital transformation or facing digital disruption. Taking the reader through the stages of talent acquisition, selection, retention and development, this practical and concise book: sets out, assesses and predicts how the digital revolution impacts talent management practices, and helps the reader navigate the journey from an analogue to a digital organisation; updates talent management concepts and illustrates these with examples and cases of best practice across the business world; and enables senior leaders, talent management professionals and managers to quickly access and implement key learnings through the use of practitioner poTable of Contents1. The Business Context 2. Recruitment 3. Selection 4. Retention 5. Development 6. Conclusions. So what? And where do we go from here?

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Book SynopsisPower and Corporate Responsibility explores the concept of corporate responsibility and offers a systematic discussion by referring to the following dimensions: understanding responsibility, taking responsibility, governing responsibility, managing responsibility, investing in responsibility.Table of ContentsChapter 1: Introduction Chapter 2: A conceptual framework for corporate responsibility Chapter 3: Understanding responsibility Chapter 4: Taking responsibilityChapter 5: Governing and managing responsibility Chapter 6: Reporting on responsibility Chapter 7: Regulating responsibility Chapter 8: Conclusion

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Book SynopsisThe Covid-19 pandemic sparked a latent desire for a more balanced, more meaningful and freer approach to work for millions of employees throughout the world. Growing interest in responsible business, in addition to the influence of the UN SDGs and inclusive growth, have also in many ways shifted the balance of power â or at least choice â to the employee. Sensitive to work-life balance, aware of the effects of overwork and short-term profit seeking, seeking meaning in their companies and jobs, employee demands have placed a huge strain on corporations caught between keeping to traditional ways of control and performance objectives though aware of the need to retain talent and create flexible solutions in order to reach their financial and production goals.In this book, leading academics, researchers, and practitioners in the field of CSR, management, leadership, and human resources from the 12 schools and corporate partners of the Council on Business & Society offer their latest cutting-edge research to explore how both employees and their organisations can reach winâwin agreement in the working relationship. Meaning and mission are covered, as well as spirituality and purpose. Negative workplace practices leading to employee mental and physical illness are explored and ways to avoid these, with several positive approaches to employee commitment and wellbeing offered. Each insight is accompanied by key takeaways and food for thought sections, with each chapter featuring a micro-case study.Drawing on high-level research and transformed into engaging and accessible content, this book is written for students and scholars wishing to deepen their knowledge of the employeeâleadershipâworkplace environment dimension, instructors seeking insight and learning content, and for professionals aiming to deepen their understanding of managing in the post-pandemic era.

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Book SynopsisIn the last decade, public sector unions have encountered threats in the form of privatization of public services and the retrenchment of collective bargaining rights, as well as opportunities in increasing labor union popularity and activity. Retaining the structure that made the previous editions so popular, Labor Relations in the Public Sector, Sixth Edition has been completely revised to explore the most recent trends in membership figures, new legislation, court decisions, executive orders, and new politics as they influence bargaining rights. Updates include:â Thorough examination and analysis of contemporary public sector labor relations and collective bargaining â Careful exploration of important recent changes in the public labor relations and unionization landscape â Complete analysis of financial and human resource outcomes of recent collective bargaining in the public sector â Detailed investigation of collective bargaining institutions and processes in government.In keeping with prior editions, the sixth edition addresses collective bargaining and labor relations at all levels of government, with comparisons to the private and nonprofit sectors. Designed to be classroom-friendly, this text includes discussions of the most recent literature and case studies, as well as end-of-chapter assignments. Labor Relations in the Public Sector speaks to multiple audiences including academics, students, and practitioners, and practical tips and advice are offered for those engaged in collective bargaining and labor relations. It is vital reading for undergraduate and graduate students in fields including public administration, public policy, political science, and labor studies. This book is also relevant to scholars of comparative policy, politics, and labor.

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Book SynopsisBuilding on the concept of Transpersonal Leadership, Leading Beyond the Ego offers a practical approach to becoming an authentic, ethical, caring and more effective leader.Rooted in the experience of senior organisational leaders and mentors, readers embark on a personal journey to innovate and enhance their leadership skills. Reflections are rooted in recent advances in neuroscience and acknowledge the challenges faced by leaders in light of new organisational and commercial structures, in a volatile and uncertain world. The reader is supported to transcend individual ego to develop beyond emotional intelligence to a higher level of consciousness and ethical behaviour; able to build strong, collaborative relationships and to create a caring, sustainable and performance-enhancing culture.Emboldened by the changing world and inspired by leaders around us, this new edition is enriched by new chapters on leading with purpose; managing (and benefitting from) diversi

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Book SynopsisGrounded in primary and evidenced-based research, this book is the first to investigate and provide guidance on navigating contemporary challenges that coaches, supervisors, educators, and organisations experience in achieving ethical best practice and legal responsibility.This book addresses the complexities and difficulties of ensuring ethical best practice and duty of care in coaching, acting as an essential handbook for all those associated with and working in the field. Each chapter provides practical and crucial tips and insights and informs the reader on how to build in ethical best practice in coaching, covering topics such as contracts and terms of engagement, setting ethical boundaries and limits, developing ethical maturity as a coach, and exploring contemporary systemic challenges in coaching.Coaches from all disciplines in coaching, educators, supervisors, organisations using coaching, academics and researchers will find this book to be an invaluable resource.

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Book SynopsisProfessional schools emphasise practical training, close links with their profession, and accreditation and codes of ethics by committees of practitioners. In the case of business schools, overwhelmingly there has been a shift towards an academic focus on research and theory. This book seeks to address this problem through providing clear steps to overcome the perpetuation of a point-scoring reward system, and a return to their roots as professional schools that are fully engaged with business.Reconnecting Business Schools with Business Schools offers a comprehensive framework for reform that balances the need for effective engagement with the business community with a commitment to research excellence and cutting-edge scholarship. It is presented in two parts: the first outlines the current business school and its various shortfalls. Examples are presented from the other types of professional schools to show how we might achieve the New Professional Business School. The second part considers new interdisciplinary structures for the future. The second part of the book presents a number of steps that will enable business schools to move to the desired outcome.Written by two leading business scholars and leaders, the book gives universities, business school leaders and policy makers the insight needed to prompt a holistic rethink of the role of the business school.

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Book SynopsisBias in the Workplace and Society looks at the causes and management of the biases that underpin all behavior inclusive of discrimination, prejudice, and stereotyping that can occur in the workplace and in everyday contexts. It considers how such biases are developed in relation to societal and global issues and explores the manifestations of bias that are illustrated across a variety of situations. The book is based on the premise that everyone is biased and there is no such thing as an unbiased person. We cannot eliminate bias, but we can manage it.Grounded in the latest research, the book focuses on the impact of biases as they are manifested in everyday life. The first three chapters look at the reality of bias, how it develops, and how it is then reinforced by four forces â politics, business, religion, and social media. From this point it moves to explore the impact of bias across ten different areas, and, for each, it encourages discussion and debate as to the reality

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisWinner of the George R. Terry Book Award from Academy of Management and the Outstanding Academic Title Award from CHOICE Magazine Successful management of our increasingly diverse workforce is one of the most important challenges facing organizations today. In theFifth Editionof her award-winning text,Managing Diversity, authorMichàlle E. Mor Barak argues that inclusion is the key to unleashing the potential embedded in a multicultural workforce. This thoroughly updated new edition includes the latest research, statistics, policy, and case examples. A new chapter on inclusive leadership explores the diversity paradox and unpacks howleaders can leverage diversity to increase innovation and creativityfor competitive advantage. A chapter devoted to Practical Steps for Creating an Inclusive Workplacepresents a four-stage intervention and implementation model with accompanying scales that can been used to assess inclusio

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Book SynopsisThis Third Edition of the groundbreaking book Designing Organizations offers a guide to the process of creating and managing an organization (no matter how complex) that will be positioned to respond effectively and rapidly to customer demands and have the ability to achieve unique competitive advantage.Table of ContentsList of Figures and Tables ix Preface xiii 1. Introduction 1 2. The Star Model 15 3. Single-Business Strategy and Functional Organization 57 4. Designing the Lateral Organization 89 5. Types of Single-Business Strategy 107 6. The Reconfigurable Functional Organization 131 7. Designing the Network Organization 149 8. Multibusiness Strategy and Organization 185 9. The Mixed Model 205 10. Adding Value 217 11. The Value-Adding Conglomerates 235 12. Synergy Portfolio Strategies 255 13. Organizational Design Challenges and Opportunities Resulting from Big Data 285 Bibliography 301 About the Author 307 Index 309

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