Book Description
For the Sake of the Children examines the social organization of responsibility by asking who takes responsibility for critically ill newborns. Drawing on medical records and interviews with parents and medical staff, the authors take us into two neonatal intensive care units, showing us the traumas of extreme medical measures and the sufferings of infants. The accounts are by turns heroic and disturbing as we see people trying to take charge of these infants' care, thinking about long-term plans, redefining their roles as adults and parents, and coping with sometimes awful contingencies.
Rather than treating responsibility as an ethical issue, the authors focus on how responsibility is socially produced and sustained. The authors ask: How do staff members encourage parents to take responsibility, but keep them from interfering in medical matters, and how do parents encourage staff vigilance when they are novices attempting to supervise the experts?
The authors conclude that it is not sufficient simply to be responsible individuals. Instead, we must learn how to be responsible in an organizational world, and organizations must learn how to support responsible individuals.
Average customer rating:
|
Creative Management (Published in association with The Open University)
Manufacturer: Sage Publications Ltd
ProductGroup: Book
Binding: Paperback
 General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
Decision-Making & Problem Solving
| Management & Leadership
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Ethics
| Business Life
| Business & Investing
| Subjects
| Books
Entrepreneurship
| Small Business & Entrepreneurship
| Business & Investing
| Subjects
| Books
All Titles
| Qualifying Textbooks - Fall 2007
| Stores
| Books
Similar Items:
-
Handbook of Creativity
ASIN: 0761966110 |
Book Description
Following on from its highly successful predecessor, the new edition of Creative Management further explores the roots of creative perception and judgement at work, in the context of rapidly changing technologies and new opportunities for knowledge management. The readings present distinguished international contributors who collectively represent a new approach to management. Jane Henry brings these eminent authors together to introduce to the reader essential works on cognition, creativity, style, new approaches to learning, development and sustainability—all written at an accessible and engaging level. The book has a distinctly international flavor. While giving a clear conceptual overview and perspective for the topics discussed, it also makes clear their practical implications. It will be widely adopted on management courses and is particularly relevant to courses on creative management, innovation, and knowledge management.
Amazon.com
Who do you trust at work and who trusts you? By inviting readers to answer these two questions, authors Galford and Drapeau get their arms around the slippery yet strategic dimension of trust in organizations. The Trusted Leader is grounded in their research and experience in executive development. The authors define three areas of trust, including strategic trust (assurance the organization is doing the right things), organizational trust (belief in the way things are being done), and personal trust (confidence between leader and employees). These ideas are illuminated through self-assessments and definitions of the competencies of a trusted leader. One standout chapter introduces the enemies of trusted leadership, from the big daddy syndrome and the revenging angel to the rainmaker/jerk. Another section details how defining events such as downsizing can build or break trust. The book would have been strengthened by a clearer explanation of how trust inside the organization translates into gaining the confidence of outside clients and customers. Still, in this era of headline-grabbing corporate trust-breakers, Galford and Drapeau define what it means to be trustworthy. In their capable hands, trust stops being an intangible noun and becomes an active verb. --Barbara Mackoff
Book Description
As today's headlines remind us, trust is the hot-button issue in business today, especially for investors, managers, workers, and consumers. More than ever before, the success of an organization depends on leadership that fosters strong connections across teams and among bosses, colleagues, and subordinates. Companies are in urgent need of trusted leaders, but how can managers meet that need? "Be trustworthy" is the short, logical answer, of course. But being trustworthy and building trust in an organization are not one and the same thing. The former is an inherent part of a person; the latter requires developed talent and considerable skill.
Based on highly specific research and experience that covers a wide spectrum of managers and organizations, The Trusted Leader identifies the three critical types of trust that leaders need to master: strategic trust, organizational trust, and personal trust. It introduces a practical and effective formula for building organizational confidence, and provides a unique analysis of the obstacles to trust and the sources of resistance to the building of trust inside organizations. Through a series of interactive exercises, executives will learn how to determine where trust is missing and how it can be supplemented in people, departments, and even whole companies. Perhaps most timely are the book's series of diagnostic tools and skills that help executives rebuild trust that has been broken or betrayed.
As business insiders and authors Robert Galford and Anne Seibold Drapeau show, trust inside a company provides focus, fuels passion, fosters innovation, and helps employers to hire and retain the best employees. Trust inside, the authors argue, also builds trust outside by gaining credibility with today's skeptical consumer.
Trust is all too frequently overlooked in other leadership books, and is even more important today as companies face uncertain customer demands and the pressures to compete successfully in a whiplash market. Crises, restructurings, mergers, downturns, and executive departures are often trust-destroyers. The Trusted Leader examines those defining moments, and helps leaders turn such situations into trust-building experiences, creating a culture and legacy of trust throughout the organization at large.
Rich in true stories, examples, and practical advice, The Trusted Leader guides leaders on how to climb the ladder of trust and how to secure their legacy as trusted leaders. For managers of all levels, The Trusted Leader is the only comprehensive guide for building trust inside an organization -- the key to every company's long-term survival and success.
Customer Reviews:
Fantastic practical advice.......2004-11-29
This highly readable book is filled with examples that are grounded in reality. It reads like a conversation (excellent!), provides optimistic insight into complex problems (how refreshing), and offers practical advice that can be implemented quickly (hurray!). This book gets at the heart of the matter for businesses: we are people FIRST.
Didn't work for me.......2003-08-24
I spent a couple hours with this book and can honestly say that I discovered very little new or insightful information. I have modest expectations of books like these, figuring that if I can capture one new useful piece of wisdom, my time and money would be well spent. Unfortunately, I did not find anything useful here.
In addition, I found the style of the book made it hard to move through the book quickly while easily capturing the few big ideas. Do authors who write books like these really think that senior executives have the time to read 250 pages of dense text ? Get to the point, and get out. But, then I guess no one would pay ...for a 25-page book !
Managerial Trust: Difficult to Gain, but Easy to Lose.......2003-08-05
Authors Galford and Drapeau are two individuals with extensive experience in management. These two people have been involved in top corporate management for many years, working with Pepsi Co., FTD Florist, and others. They wrote this book to stress the importance of trust between all levels of management and the immediate employees.
Just how important is trust in a corporation? Well, the authors think it ranks at the very top of the list because it is through trust that all other corporate activites (in the business sense) are based. The first part of this book gives an overview of trust, followed by a section that identifies the tools of trust. Proper conduct of a trusted leader is discussed next, followed by a troubleshooting guide of sorts, that explains what to do when key individuals leave; how to handle crises involving trust; and how to repair the damage when trust is lost. There's even a self- assessment questionnaire that you can take to estimate the level of trust in your company.
I like the way the authors of this book progress from defining the issue, to demonstrating how trusted leaders behave, to identifying problems and, finally, to offering solutions. They cover most of the important areas except for one: they don't really address the fact that most managers do, indeed, tell lies. In some cases the lies told are critical to the success of the company (like in the case of not talking about a new product currently in development). In other cases, the lies told are required as part of the job (for example, pretending that the director's plan of action is great when the manager knows in his heart that it's not). These situations can affect trust in adverse ways, but the authors do not touch on these issues.
Management books are often a little bit slow to read and sometimes can be rather repetitive in nature. This book is no exception. I found certain parts rather dull, and I had to make myself determined to finish. I kept nodding off as I tried to read. After so long, I got really tired of reading the word "trust". I know that trust is the main subject of the book, but it still got repetitive after a while.
Trust in the corporate arena is very important for the success of a business. When I think back to the past few years and all the examples of corporate mismanagement, especially with Enron, it's easy to see why the authors of this book really drive home the point that trust DOES matter! Without it, a company is doomed to fail.
weLEAD Book Review by the Editor of leadingtoday.org.......2003-06-28
The Trusted Leader is a book that has long been needed. Trust is a subject that has woefully been lacking in many past books on leadership and in some respected educational institutions that should have been teaching it. The result of this neglect is evident in the daily news, which has been reporting on the indictment or conviction of numerous business executives for corruption. Our jaded generation is skeptical of most positions of leadership for good reason. For too many, the importance of trust has been clouded by personal greed. Galford and Drapeau boldly discuss this subject with clarity, common sense and research. The authors wrote this book primarily for those in senior leadership roles, but its content is certainly applicable to most anyone.
This book is composed of fourteen chapters within five parts or themes. The parts are logically presented and include...
Part One: An Overview Of Trusted Leadership
Part Two: Identifying And Applying The Tools Of Trusted Leaders
Part Three: How Trusted Leaders Work
Part Four: Defining Moments
Part Five: Building Trust In Perspective
The Trusted Leader is a comprehensive discussion of trust beginning with the definition of trusted leadership and concluding with the importance of leaving a legacy of trust when you depart the organization. As the authors state, "we feel strongly that creating a community of trusted leaders who can then help trust permeate through all levels of an organization-particularly in today's business context-is critical to every company's long-term survival and success."
Galford and Drapeau have written this book using their own research, personal observations and case examples. They offer a series of interactive exercises to determine where trust can be supplemented and improved. In addition, they also offer some diagnostic tools to help the executive rebuild trust. A remarkable "Self-Assessment" tool presented in chapter 2 is one that you will want to revisit often! ...
As a credit to its authors, this book was envisioned and started before the Enron, Global Crossing, Adelphia Cable, Tyco and WorldCom scandals broke. It is timely and its message is long overdue. If you want to study a vital yet unfrequented area of leadership, The Trusted Leader is definitely a book you will want in your personal library.
A Timely, Landmark Book for All Leaders.......2003-05-23
Would you like to work with and for people you trust? Would you like to have their trust in return? What level of trust do you have now in your colleagues and leaders? How does that make you feel? How would you like to feel at work, instead?
If you feel strongly about improving any of those dimensions of your work life, this is the best book I have seen on the subject for what leaders can do.
Trust is actually a little simpler than this book makes it seem. Most of us trust those who look out for our interests as well as their own, care about us, explain why they are doing whatever they are doing, and listen to our concerns. That point gets a little lost in the underbrush of analyzing trust, and how it is built, lost and reacquired from various organizational perspectives.
The book's strength comes in three areas. First, there's self-assessment in the beginning that I found very revealing about how well trust is being generated at work now. Second, the authors tackle many painful, difficult situations at work and discuss how they can be addressed in more constructive, trust-building ways (such as layoffs, surviving mergers, sudden departures of key people, teams that are failing, and emotionally out-of-control colleagues and bosses). Third, there are an impressive number of case histories that most readers will recognize as being similar to something that has happened in their own work places (like cheating to get bonuses, egomaniacs running amok, insensitive comments in public, resentment after promotions), and excellent discussions of principled ways to handle them.
The only way that this book could have been improved in what it addresses would have been by having quantitative expressions of how the participants in some of these situations reacted to what happened.
Any leader will benefit by reading these lessons and becoming more sensitive to the implications of their words, actions and inaction. I also suggest that leaders review relevant sections in the book whenever they see a touchy situation building, as well as just after having made a hash of some organizational situation for ideas to help remedy their mistakes.
If you are looking for how trust relates back out to nonorganizational stakeholders (such as customers, end users, suppliers, partners, lenders, stakeholders and the communities that the organization affects) those dimensions are mostly ignored except as isolated dimensions of some case histories (if the team is ineffective, the client usually notices and complains or gets a new supplier).
After you finish reviewing all of the interesting ideas for doing better here, think about what you can do tomorrow morning to start building more trust by trusting others more.
Donald Mitchell
Co-author of The 2,000 Percent Solution, The Irresistible Growth Enterprise and The Ultimate Competitive Advantage
Book Description
The Psychology of Decision Making provides an overview of decision making as it relates to management, organizational behavior issues, and research. This engaging book examines the way individuals make decisions as well as how they form judgments privately and in the context of the organization. It also discusses the interplay of group and institutional dynamics and their effects upon the decisions made within and on the behalf of organizations. Researchers and advanced students in the field of organization science, social, and industrial psychology who want a better understanding of how the field has developed as a scholarly discipline and of the processes involved in decision making will find this an excellent resource. The
Second Edition has been entirely revised and updated to reflect recent research and changing perspectives with the help of new co-author Terry Connolly, Finova Professor of Management and Policy at the University of Arizona.
New to the
Second Edition are:
Latest developments in the field building on Prospect Theory
Current research on Behavioral Theory
Innovative suggestions by research scholars on subjects for new theoretical models
Average customer rating:
|
Handbook of Organizational and Managerial Wisdom
Manufacturer: Sage Publications, Inc
ProductGroup: Book
Binding: Hardcover
General
| Business & Investing
| Subjects
| Books
MIS
| Industries & Professions
| Business & Investing
| Subjects
| Books
Decision-Making & Problem Solving
| Management & Leadership
| Business & Investing
| Subjects
| Books
Ethics
| Business Life
| Business & Investing
| Subjects
| Books
Occupational & Organizational
| Psychology & Counseling
| Health, Mind & Body
| Subjects
| Books
All Titles
| Qualifying Textbooks - Fall 2007
| Stores
| Books
Similar Items:
-
Positive Organizational Behavior
ASIN: 1412915619 |
Book Description
“A brilliant and comprehensive introduction to the most seminal component of leadership: wisdom. The diversity of the readings and wisdom of the authors make this a most original and valuable addition to the management canon.”
—Warren Bennis,
Distinguished Professor of Management, University of Southern California and author of
On Becoming a Leader
“This wonderful compilation proves that management is as much art as science, and that deep thinking can inform and inspire practice to be more humane, ethical, and, yes, wise.”
—Rosabeth Moss Kanter,
Harvard Business School Professor and best-selling author of
Confidence: How Winning Streaks and Losing Streaks Begin and End
“If you'll forgive a pun, this is a wise book about organizational and managerial wisdom. It shows what's possible when some of our best thinkers turn their collective attention to such timely subjects as EQ, negotiation, global politics, and individual and organizational ethics.”
—Steve Kerr, Chief Learning Officer, Goldman Sachs, and Past President of the Academy of Management
“One of the ‘most promising’ forthcoming management books.”
—EUROPEAN ACADEMY OF MANAGEMENT
“To wade into the topic wisdom is to see organizing differently. To wade into this volume is to see wisdom differently. Both forms of effort embody a wonderful moment of wisdom itself.”
–Karl E. Weick,
Distinguished Professor of Organizational Behavior and Psychology,University of Michigan
Some interesting issues emerge when one views organizations from a wisdom-based perspective. Does technology promote or inhibit wisdom? How do HR systems, organizational forms, management practices, and operational capabilities relate to wisdom? What are the ethical and social dimensions of wisdom? What makes a wise leader? Can wisdom be developed and utilized strategically? Do conceptions and manifestations of wisdom vary across cultures? Can one teach wisdom?
Editors Eric Kessler and James Bailey have produced a ground-breaking compendium of globally renowned thinkers
in the
Handbook of Organizational and Managerial Wisdom. This
Handbook systematically explores the characteristics of understanding, applying, and developing organizational and managerial wisdom.
Key Features
- Organizes wisdom around the five primary philosophical branches—logic, ethics, aesthetics, epistemology, and metaphysics
- Applies wisdom in organizations and management through international examples that synthesize a set of practical principles for academics and practicing managers
- Offers an outstanding collection of world-renowned scholars who give profound insights regarding wisdom
Amazon.com
What does it take to run a global company during this age of international competition, technology, and downsized work forces? In The New Global Leaders, Manfred F.R. Kets De Vries and Elizabeth Florent-Treacy provide some answers by examining the lives and work of three of Europe's most storied business leaders: Richard Branson, founder of the Virgin Group; Percy Barnevik, architect of the merger that created the ABB engineering conglomerate; and David Simon, who resurrected British Petroleum. The authors find that each of these leaders succeeds with charisma and a managing philosophy that centers on speed, openness, and a disdain for bureaucracy. "As organizations go through a global 'revolution,' they require the leadership of a significantly different kind of CEO," write the authors. "Leaders at the helm of the corporations of the future will need the capacity to step out of their own comfort zone and adapt to other realities."
While the book is a bit obsequious at times, it's easy to read and understand. Common among all three executives is their simple and direct style. Simon, for example, is a zealot about meeting benchmarks. His slogan is "Performance, reputation, and teamwork." The book shines because it's three biographies and three business histories in one. Managers at companies of any size can benefit from the experiences of Branson, Barnevik, and Simon. --Dan Ring
Book Description
Spend some time with three of today's most noted business pioneers and share their secrets for achieving international success. The New Global Leaders takes readers into the private worlds of Asea Brown Boveri's Percy Barnevik, Virgin founder Richard Branson, and British Petroleum titan David Simon to provide rare and candid profiles of how these charismatic leaders have redefined organizational growth and development in the latter 20th century. The authors were granted unprecedented access to these men and the results are as fascinating as they are informative. Readers are treated to personal interviews with these very powerful and very different personalities, each of whom provides a behind-the-scenes account of how he put his company on the global map. Sharing their philosophies, visions, and strategies, they exemplify leadership in an age of rapid and relentless change and provide new models of success for our post-industrial era.
Customer Reviews:
A Good Read!.......2004-06-03
Authors Manfred F.R. Kets de Vries and Elizabeth Florent-Treacy idealistically foresee a new era where visionary, innovative CEO's will lead a new type of employee. Through insightful interviews, they position Richard Branson of Virgin, Percy Barnevik of ABB and David Simon of British Petroleum as icons of the modern, improved CEO. Certainly, Branson and Simon seem to be valid role models and their leadership of European global companies presents interesting alternatives. Although it is not reflected in this 1999 book, today Barnevik's reputation is tarnished in the wake of a 2002 severance pay scandal and problems that BusinessWeek refers to as "the mess at ABB." For good or ill, this book will provoke you to ask if emphasizing a leader's charismatic ability to motivate distracts attention from critical core business issues. Despite their varied outcomes, these charismatic visionaries created family-like corporate cultures and inspired their employees. Thus, they demonstrated that the new economic era requires a new type of leader. Whether they together constitute a composite of that leader is another question. We recommend this solid book to management students and to upcoming executives.
Delivering shareholder value is not enough.......2000-06-29
Well written, easy to read. Hard acts to follow. You will get to know three successful business leaders. What are their background, childhood, education and career? What happened to their companies when they were leading them? Interviews with each one of them in which many questions are answered that you probably would have asked. The companies are large, global and successful. There is a lot to learn. It is not a cookbook. The authors make a useful summary but when you reflect about what the three persons have done there are not only many things they all did but also many things they did differently. I bought the book because it was listed under the heading "business ethics" in an Amazon search. The book is not directly about ethics. It is useful in that context as it shows that these three leaders through their actions demonstrate having moral convictions. Part of that conviction is to deliver shareholder value but also strong feelings of responsibility for the environment and social issues. Furthermore they have been able, with a lot of hard work, to impart this concept on all of the employees. All three believe that employees become much more motivated and loyal to the organisation when they feel that they are working towards goals in addition to shareholder value. One also becomes convinced that they do not set these wider goals as a public relations exercise or a clever way to motivate people to work harder. These leaders are totally sincere in what they say and what they do.
A great study of leadership and business philosophy.......1999-08-05
The book gives valuable insight into the way these three ground-breaking European leaders think about business, and how they successfully manage global organizations. The book clearly illustrate the different personal traits of the subjects (the builder, the transformer, and the integrator), and ecourages the reader to challange the pros and cons of the different philosophies. The book reads very much like a case study, and provides an excellent but basic overview over the global marketplace and on how to be able to draw on the ideas implemented by these great leaders.
Inspiring vignettes of innovative leaders.......1999-06-16
Growth on a global stage is the only way to sustainable success. It is an enormous challenge to grow let alone accomplish it globally. This book provides tangible object lessons on how these leaders have done it. If first-hand learning is best, then these stories approximate that construct.
This is an engaging and usefull guide to a difficult act.
A brillant leadership study........1999-05-09
A brillant leadership study from M.F.R. Kets de Vries and E. Florent-Treacy. The New Global Leaders is the success stories of three global leaders : " Richard Branson (founder and head of the Virgin Group), Percy Barnevik (mastermind behind the merger of ASEA and Brown Boveri to form ABB), and David Simon (former CEO of British Petroleum) all looked for ways to create a greater sense of purpose for their employees while putting in place the structure necessary for a global organization."
With case studies and interviews, this book has been built around the personal development of these world-class global leaders and the evolution of their companies.
As stated by Kets de Vries and Florent-Treacy," we first discuss the values that provide a foundation for excellence and a new psychological contract in vanguard companies such as Virgin, ABB, and BP and then show how these values can be translated into practice in any organization."
I highly recommend this brillant study.
A detailed and succesful study about ABB and Percy Barnevik see "ABB the Dancing Giant/K. Barham & C. Heimer".
Book Description
Researchers have revealed that real expertise, while applied to well-defined tasks with highly circumscribed contexts, often stretches beyond its routine boundaries. For example, a medical doctor may be called upon to diagnose a rare disease or perform emergency surgery outside his or her area of specialization because other experts are not available. Moreover, in some cases, the context for expertise is in a constant state of flux, such that no one case is identical. Expertise Out of Context is a culmination of some of the most insightful studies conducted by researchers in the fields of cognitive systems engineering and naturalistic decision making in the effort to better understand expertise and its development.
Born out of the Sixth International Conference on Naturalistic Decision Making, a conference that gathers researchers who study cognition, perception, and reasoning outside of the traditional laboratory, this book is organized in five parts, the first of which provides an overview of the topic and presents varied perspectives. Consequent sections cover how to make sense of things, tools for thinking out of context, how to cope with uncertainty in a changing workplace, and teams operating out of context.
As researchers in naturalistic decision making have investigated such areas as the knowledge and decision-making skills of expert firefighters, critical care nurses, military commanders, and aircraft pilots, this volume is of importance to an expansive audience, including individuals in business, government, industry, and society at large.
Average customer rating:
|
Ethical Decision Making in Everyday Work Situations
Mary E. Guy
Manufacturer: Quorum Books
ProductGroup: Book
Binding: Hardcover
General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Ethics
| Business Life
| Business & Investing
| Subjects
| Books
All Amazon Upgrade
| Amazon Upgrade
| Stores
| Books
Business & Investing
| Amazon Upgrade
| Stores
| Books
All Titles
| Qualifying Textbooks - Fall 2007
| Stores
| Books
Business & Investing
| Qualifying Textbooks - Fall 2007
| Stores
| Books
ASIN: 0899304184 |
Book Description
This book takes a new approach to ethics by focusing on the kinds of dilemmas that confront people almost daily on the job. The author's unique contribution is to meld philosophy with everyday decisionmaking, offering the reader a common sense approach to making ethical decisions. Mary Guy introduces ten core values which surround ethical dilemmas, demonstrating the way in which personnel can sensitize themselves to the values involved in a problem and reach a solution which maximizes the important values. Real-life case examples illustrate ethical dilemmas that involve personnel practices, organizing strategies, reporting functions, supervisory practices, whistleblowing, and more. Throughout, the author emphasizes the kinds of concerns which confront the vast majority of employees--from ambitious entry-level personnel to top executives. Realistic in tone, the discussion acknowledges the inevitable need to make compromises, showing how to optimize ethical values situations that arise on the job and for which no formal rules exist. In her introductory chapter, Guy defines ethics, clarifies the relationship between ethical behavior and morality, and presents the ten guiding values that serve as the foundation for ethical decisions. Turning to a focus on decisionmaking, she explores such issues as the theoretical framework for rational decisionmaking, rational decisionmaking in real life, the application of ethical analysis to decisionmaking, and the definition of ethical decisionmaking. The four subsequent chapters present case studies of problems that personnel commonly encounter. In each case, Guy examines the ethical issues involved, applies various scenarios for reaching an ethical decision, and demonstrates the tension that exists among ethical decisionmaking, coping with daily exigencies, and accommodating the preferences of stakeholders. The concluding chapter summarizes the relationship between ethics and decisionmaking and offers a prescription for ensuring ethical decisionmaking throughout the organization. Must reading for managers in business, government, and not-for-profit organizations, this book is also an excellent supplemental text for advanced undergraduate and graduate level courses in business and public administration.
Average customer rating:
|
Beyond the Bottom Line: Socially Innovative Business Owners
Jack Quarter
Manufacturer: Quorum Books
ProductGroup: Book
Binding: Hardcover
General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Sustainable Development
| Economics
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
General
| International
| Business & Investing
| Subjects
| Books
Industrial
| Management & Leadership
| Business & Investing
| Subjects
| Books
Public Relations
| Marketing & Sales
| Business & Investing
| Subjects
| Books
Ethics
| Business Life
| Business & Investing
| Subjects
| Books
New Business Enterprises
| Small Business & Entrepreneurship
| Business & Investing
| Subjects
| Books
General
| Sociology
| Social Sciences
| Nonfiction
| Subjects
| Books
All Amazon Upgrade
| Amazon Upgrade
| Stores
| Books
Business & Investing
| Amazon Upgrade
| Stores
| Books
Nonfiction
| Amazon Upgrade
| Stores
| Books
ASIN: 1567204147 |
Book Description
Quarter examines business owners who use their firms as laboratories for social innovation. After providing an introduction to this phenomenon in an historical perspective and discussing the 19th-century British industrialist Robert Owen, he provides ll case studies of contemporary innovators from six countries-the UK, US, the Netherlands, Germany, Canada, and New Zealand. The case studies fall into two broad groups. The first involves business people who promote innovative ownership and decision-making strategies such as donating their shares to a trust and thereby creating a company without shareholders so that employees can assume greater control; creating a worker co-operative; and transferring ownership to employees through an employee stock ownership plan. The second group of case studies involves innovative efforts at changing the relationship to the surrounding community through creating socially and environmentally responsible businesses. Quarter concludes by looking at the potential and limitations of this phenomenon for building a social movement. A provocative look at the social organization of work that will be of interest to scholars and researchers of industrial organization and to business leaders examining innovative ownership arrangements.
Books:
- Global Pharmaceuticals: Ethics, Markets, Practices
- Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance
- Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance
- Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance
- Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance
- Head First PMP: A Brain-Friendly Guide to Passing the Project Management Professional Exam (Head First)
- Healthcare Ethics in a Diverse Society
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
Books Index
Books Home
Recommended Books
- Survey Research Handbook
- Graphic Guide to Frame Construction: Details for Builders and Designers
- Theatre to Cinema: Stage Pictorialism and the Early Feature Film
- Alfred Hitchcock's Mystery Magazine Presents Fifty Years of Crime And Suspense
- Chess Openings for White, Explained: Winning with 1. E4
- Haunted Castle on Hallow's Eve
- Chorological Phenomena in Plant Communities
- The Fed: The Inside Story How World's Most Powerful Financial Institution Drives Markets
- Wkg Papers-Fin Acct: Foundation F/Bus Suc
- Aunt Dimity Digs In
Moral Mazes: The World of Corporate Managers
Rampage: The Social Roots Of School Shootings
Everything in Its Path: Destruction of Community in the Buffalo Creek Flood
Unequal Childhoods: Class, Race, and Family Life
It Was Like a Fever: Storytelling in Protest and Politics
