Little Blue Penguins: Tales for Making the Transition to Leadership Review

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Little Blue Penguins: Tales for Making the Transition to Leadership ReviewI love how the book is comprised of a series of short stories, each one illustrating a very clear lesson to be learned. I made it a habit of reading only a few of the stories at a time so that I could carry the lesson with me throughout the day. Very entertaining and enriching! The book also closes with very clear action steps that you can take to extend your leadership abilities. As an entrepreneur, I find this book to be an invaluable resource for dealing with group and team projects. Well done!Little Blue Penguins: Tales for Making the Transition to Leadership OverviewLITTLE BLUE PENGUINS & OTHER STORIES FOR THE TRANSITION TO LEADERSHIP "Strengths can become weaknesses and turn on you when you least expect it." Dr. Richard Z. Gooding The skills that made you a star performer can get in the way and prevent you from becoming an effective leader. The key to making this transition is to first recognize the skills of leadership as different and separate from being a good employee. Secondly, to make this transition you have to begin to practice and develop this different skill set. This book lays out a model of the general skills including teamwork, goal setting, and challenge; a leader needs to exercise to be effective. The leadership model in this book is explained through a series of short stories. At the end of each tale there are a series of questions to help the reader draw out how it relates and how to begin applying the lessons immediately. PRAISE FOR THE BOOK: I just finished reading the Little Blue Penguins book and found it both helpful and entertaining. The vignettes were easy to read and extremely useful in making you think about leadership issues/situations. It is written in such away that having a discussion will be very easy to do. A great little book that will make it a "must read" for my staff. - Peter A. Hofstetter, FACHE, CEO Northwestern Medical Center, St. Albans, VT

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Keeping the People Who Keep You in Business: 24 Ways to Hang On to Your Most Valuable Talent Review

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Keeping the People Who Keep You in Business: 24 Ways to Hang On to Your Most Valuable Talent ReviewIf you are fed up with recruiting, training and motivating new employees only to see them ride off into the sunset, you probably need to re-think some of your basic approaches to running your business. You can emerge a winner in the now fully joined war for great talent - the inevitable collision of a low unemployment rate with the corporate world's growing need for skilled workers. Management consultant Leigh Branham has written a lively, thorough guide to keeping great employees. Her book, which is a pleasure to read, is filled with plenty of sound, usable advice and examples from large and small companies. No matter what your industry is or how big your company might be, her guidance is likely to help you keep your best people longer. We [...] recommend this book to executives and managers. Read it before your competition does.
Keeping the People Who Keep You in Business: 24 Ways to Hang On to Your Most Valuable Talent Overview

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One Clown Short Review

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One Clown Short ReviewIf you have ever worked for a big corporation and wonder how they stay in business with the dim-witted decisions the upper management makes this book will provide you with a funny insight into the "clowns" that run businesses. You will find yourself saying, "Hey, we have that clown working for us, too!" This book is a quick read and is perfect for those who need a bit of laughter in their day. My only question is, why are circus peanuts orange?One Clown Short OverviewMandy Maloney needs a job. She's had a successful run of flipping burgers at a popular fast food establishment, but the call to higher aspirations and a disapproving mother have finally forced her to flee to the classifieds. Soon she finds herself accepting an unlikely dream job- sales training at a circus supply company with great pay and great benefits, marred only by an aloof, sexist boss and a series of strange, surreal events. After befriending her "sane" coworkers, Gary and Violet, Mandy begins to find that things are even stranger, and more sinister, than they seem.

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Federal Technology Funding and Grants Guide: Federal Grants, Government Grants, Federal Agency Grants, SBIR and More Review

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Federal Technology Funding and Grants Guide: Federal Grants, Government Grants, Federal Agency Grants, SBIR and More ReviewComprehensive information about grants available. Since it covers many different topics, some subjects do not have too much information but still great source. After all this guide is designed to be a starting point for doing the work. It helps you find the right grants to research more in detailFederal Technology Funding and Grants Guide: Federal Grants, Government Grants, Federal Agency Grants, SBIR and More OverviewOur 129 PAGE- Federal Technology Funding Guide is designed so that you can spend less time looking for federal research and development grants and funding and more time for developing your technology-based products. Our federal funding guide is a valuable resource to all individuals and organizations interested in acquiring federal support of technologies. Our Federal Technology Funding Guide contains detailed information on every federal agency and their programs with budget, award range, application procedures, evaluation procedures, program description, deadlines, approval/disapproval time, program web site address, matching requirements and contact information.

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The Pursuit of Fairness: A History of Affirmative Action Review

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The Pursuit of Fairness: A History of Affirmative Action ReviewThis is an important history of the origins of affirmative action as a social policy for remedying racial inequality in the United States. In contrast to popular belief, affirmative action did not emerge full-blown in the late 1960s, as Anderson demonstrates we can trace its origins to the 1930s and President Franklin Delano Roosevelt's New Deal policy agenda. The book proceeds through the post World War II era to to show how thinking about such policy inititatives have shifted and changed up through the 1990s. Anderson concludes with the recent lawsuits filed against the University of Michigan and the Supreme Court's decisions on these two cases - Grutter and Gratz. The book tends to focus overly much on political history (as in politicians and the federal government) and less on grass roots social movements that forced such policy formations into the public domain. Nevertheless, it is an excellent resource for teaching undergraduates about the history of affirmative action in the U.S.The Pursuit of Fairness: A History of Affirmative Action Overview

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The Secret to GE's Success: A Former insider Reveals the Leadership lessons of the World's Most Competitive Company Review

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The Secret to GE's Success: A Former insider Reveals the Leadership lessons of the World's Most Competitive Company ReviewFirst, a disclaimer: unlike most (all?) of the previous reviewers, I'm not a GE alumnus. So I can't opine as to how intense will be the waves of nostalgia this book may induce in you if you currently work or previously worked for that company.
For outsiders, this book describes some interesting history. But I was disappointed at the relative shallowness of the discussion. The book seems designed to be read during a flight from L.A. to Chicago; the author duly adheres to commandment #1 of contemporary business book writing, namely don't trust your reader to be able to concentrate on one topic without interruption for more than 1.25 pages. (It also doesn't add depth that he relies on websites for most of his references.) Compared to, say, Robert Burgelman's study of Intel, "Strategy is Destiny", this book is very unsatisfying if you're interested in strategy. Considering that the author had been a senior corporate strategist at GE, one could reasonably have hoped for more.
Instead, the lion's share of the discussion is about the personalities and decisions of GE's leadership, and issues of succession. Even strategic issues are refracted through this leadership lens. Not that this was uninteresting -- but unless you're a CEO or a board member of a company, you aren't going to be able to apply these lessons on the job.
The author's decision to structure the book chronologically rather than, say, thematically, constrained him to draw edifying strategic conclusions from each of GE's administrations, even when the performance of some of them had been less than exemplary. As a result, some of the "takeaways" can be a bit banal, such as "Review your strategy from the top to the bottom and make sure it is internally consistent" (@ 69). Sometimes the advice seems inappropriately retro or unsubtle, e.g. using Edison's experience to justify patenting everything and litigating aggressively (@ 17). This ignores other possible ways of getting value from IP portfolios, as well as the fact that managing the costs of filing, litigating and maintaining multinational patent portfolios is a much bigger headache today than in Edison's time. The author tells us to judge business practices by the standards of their day, rather than the present; OK. But whether those historical practices can tell us much useful for the present has to be judged by the standards of today. And those standards include globalization, antitrust regulation in the US and EU, hair-trigger financial markets, and many other factors that have changed radically during GE's 126-year history.
Nonetheless, the most interesting aspect of the book for me was the discussion of GE's management team from 1922 until the early years of the Second World War, especially CEO Gerard Swope (who served about as long as Jack Welch). As amazing as it sounds, Swope was a Socialist. When the Depression hit, he and chairman Owen Young instituted a variety of progressive benefits policies, including offering all employees a 4-day work-week (to avoid having to fire 20% of the workforce) and profit-sharing. They also invited the CIO to unionize the company, which allowed GE to avoid strikes until the late 1940s (under Swope's successor). As an adviser to FDR, Swope became the prime architect of Social Security, among other New Deal programs. At the same time, Swope and Young also instituted a number of very smart, very capitalist moves that enabled the company to grow under the so-called "Benign Cycle" based on GE's consumer products and power generation systems product lines. To think that there were such complex and idealistic business leaders in the past -- now, *that* made me feel nostalgic.The Secret to GE's Success: A Former insider Reveals the Leadership lessons of the World's Most Competitive Company Overview
Learn why GE has always had the bestinventors, the best strategic planners, andthe best results

William Rothschild, who witnessed GE's revolutionfirsthand, explains the five keys that madeGE a global phenomenon—and gives managers a completetoolkit for duplicating its remarkable success. Heexplains the GE Code—the hallmark of all GE leadershipteams—and provides a far-ranging prescriptiveplan for strategizing the GE way.


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The Change Management Pocket Guide and CD Bundle Review

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The Change Management Pocket Guide and CD Bundle ReviewThe change management pocket guide provides some excellent forms for those already familiar with the process. Some forms are obscure and may be less useful. Rather than forms, dedicating some of the guide to step by step procedures would have been more useful. The guide would be highly useful to an HR specialist rather than an engineer trying to develop a method for evaluating how his workforce will be affected by a change.
Overall, this book will be useful.
If this review was helpful, please add your vote.The Change Management Pocket Guide and CD Bundle OverviewThe Change Management Pocket Guide is a fantastic resource for people who need to make change happen. This tactical, hands-on guide will lead you through the steps in the entire process from planning for a change through sustaining new ways in your organization. In the Pocket Guide, youÂ'll find 27 valuable change management tools that can be easily customized for any organization. These tools are detailed, flexible, and scaleable. Many can be used throughout the project or with different audiences. The CD saves you time. The tools from the pocket guide are created in Word and Excel file formats and are ready to use.

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Above & Beyond: Former Marines Conquer The Civilian World Review

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Above & Beyond: Former Marines Conquer The Civilian World ReviewI LOVED this book. It is truly inspirational for anyone---whether you're a Marine or not. This book proves that with hard work and dedication, even the simplest of ideas can catapult one into stardom, wealth and the good life. Need a lift? This book can help.Above & Beyond: Former Marines Conquer The Civilian World OverviewIn spite of the relatively small number of people passing through its ranks, the Marine Corps produce a disproportionate share of this country's leaders. It is because Marines are different from the rest of the population. They have a different mindset and handle problems in a different manner. Above & Beyond: Former Marines Conquer the Civilian World profiles 87 former Marines who took that attitude and successfully applied it to the civilian sector. As you read the stories collectively, you will see a camaraderie of many ethnicities, ages, and personalities, some you already know, that make up the U.S. Marine Corps. Read these pages and discover why Jim Lehrer of PBS NewsHour says There has never been a better testimony to the value of service in the Marine Corps than Above & Beyond.--This text refers to the Paperback edition.

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Paralegal Practice & Procedure: A Practical Guide for the Legal Assistant Review

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Paralegal Practice & Procedure: A Practical Guide for the Legal Assistant ReviewAs an individual who was very new to the paralegal profession, I found that the book was only minimally beneficial in that many of the explanations and legal terms were not clearly defined or explained...It definitely left me feeling like I needed help from other sources...Paralegal Practice & Procedure: A Practical Guide for the Legal Assistant OverviewAU Deborah E. Larbalestrier AF Los Angeles, CA. DE This immensely popular reference book is the first place the effective, efficient paralegal turns to for answers. Literally packed with thousands of step-by-step procedures, facts, figures, definitions, model forms and diagrams, qit-Paralegal Practice and Procedure-qit covers virtually every significant law and computerised research tool in every major legal and paralegal area. PS 178 x 235 mm PP 450pp BC Pa PR 11.95 $19.95 BC Cl PR 29.95 $49.95 PU Prentice Hall Career and Personal Development

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The Age of Heretics: Heroes, Outlaws, and the Forerunners of Corporate Change Review

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The Age of Heretics: Heroes, Outlaws, and the Forerunners of Corporate Change ReviewNever judge a book by its cover - particularly its blurb. On first glance, The Age of Heretics seems askew, a tract on business revolution for "corporate leaders" interested in anything but. It purportedly chronicles the "recreation" of institutions, an eccentric term when left unhyphenated. It's described in alarming code words, such as "magisterial" (read, "long"). Why would anyone bother with a book like this?
Because it's terrific. And because the bland façade is disguising a remarkable reality. The Age of Heretics offers one of the few compelling, intelligent, thoroughly researched histories of the field of organizational development. Focusing largely on the 1960s and 1970s, Art Kleiner details the origins of T-Groups, Theory X and Theory Y, scenario planning, systems thinking, and much more. He proves particularly adept at summarizing an approach or technique succinctly, as if in passing, and all the while in the context of corporate change movements. Perhaps Kleiner errs on the side of the Great Man Theory of History ("there was one man who could do it, and his name was ..."), but he does demonstrate how OD can prove revolutionary to the modern corporation. And we all know what fate befalls the revolutionary.
For that is part of Kleiner's history: how the OD early adopters so often sowed the seeds of their own downfall. Perhaps they evolved from enthusiastic to monomaniacal. Perhaps they exacerbated their cultish image by experimenting with LSD. Perhaps they merely stepped on the wrong toes. Whatever the reason, the drugs or the shoes, they blew their own trumpets, then whimpered the blues.
As the title suggests, Kleiner dubs these forerunners "heretics," and even adopts a framework of comparisons to medieval knights, millenarians, Pelagians, and the like. The comparisons don't do any harm, and may even add a soupcon of panache, although a few are a stretch. Likening twelfth-century intellectual Peter Abelard to pharmaceutically enhanced 1960s visionaries does the great philosopher a disservice, not least because he's not an ideal model of universalism and holistic thinking. One might also argue that Kleiner misrepresents Parzival's dilemma when he writes of the plight of the OD consultant who fears to lose his job. Parzival encounters an obviously suffering king and must decide whether to ask "what afflicts thee?"; the consultant encounters an organization and must first recognize that there is any affliction in the first place.
Such criticisms are minor and admiring. The Age of Heretics is what the English like to call "a rollicking good read": fast-paced, persuasive, and written for adults, not sixth-graders. (Rare is the business author who would think to describe In Search of Excellence, accurately, as Manichaean.) This is not a book for generic "corporate leaders." It's for OD professionals and agents of change. If you pitch your tent in either camp, bring this book along for companionship.The Age of Heretics: Heroes, Outlaws, and the Forerunners of Corporate Change Overview

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Talent Is Not Enough: Business Secrets For Designers Review

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Talent Is Not Enough: Business Secrets For Designers ReviewI've been a freelance designer for many years and have read many books and papers on the business-side of design. I have to say that Perkins' book is the most thorough, easiest-to-understand guide on the ins and outs of freelancing I've read to date. The book is a practical guide on how to meander through the process of running a design organization - whether you're a one-person shop or a full-fledged agency. This book is a must-have for the serious design professional.Talent Is Not Enough: Business Secrets For Designers Overview&> —Frank Maddocks, President, Maddocks & Company This comprehensive guide includes everything designers need—besides talent—to turn their artistic success into business success. You'll find information on key issues facing designers from freelancing to the management of established design firms. A strong visual focus and to-the-point text take the fear factor out of learning about thorny business realities like staffing, marketing, bookkeeping, intellectual property, and more. These smart business practices are essential to success in graphic, Web, and industrial design. Here are just a few of the things you'll learn: • How to get on the right career path • How to market your services successfully • The best way to determine pricing for your services • How to avoid common legal pitfalls • How to structure projects for success • The secrets of successful teams • How to sustain your business long-term
Talent Is Not Enough provides a big-picture context for these and other challenges and shares practical, real-world advice. The book is destined to become an essential resource for both students and working professionals in these areas and more: • Design planning and strategy • Corporate identity development • Marketing communications • Publication and editorial design • Brand identity and packaging design • Advertising and promotion design • Motion graphics • Environmental design • Industrial design • Interaction design
Talent Is Not Enough is an AIGA Design Press book published under Peachpit's New Riders imprint in partnership with AIGA.
BONUS Watch for free chapters online! www.talentisnotenough.com




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Women, Work & the Art of Savoir Faire: Business Sense & Sensibility Review

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Women, Work & the Art of Savoir Faire: Business Sense & Sensibility ReviewOoh la la . . . Mirielle Guliano, the tiny, compact style dynamo that demonstrated just why "French Women Don't Get Fat" and then kept them skinny and dressed them chicly in "French Women for All Seasons: A Year of Secrets, Recipes, & Pleasure (Vintage)" does her devoir again and transports her divinely put together femme into the corporate boardroom detailing an elegant and fashionable path to career success in her new book, "Women, Work and the Art of Savoir Faire." A clever woman of a certain age, Madame Guiliano has neatly transitioned from her role as spokesperson CEO for market-share-leader champagne company Veuve Clicquot to an entrepreneur selling an America-friendly French lifestyle via speaking appearances, books and an Internet presence complete with video clips displaying such things as the proper way to open a bottle of champagne, creating a romantic table for two, tying that all important fashion accent--the scarf and making two French secret food weapons: homemade yogurt and savory leeks. Smart and savvy Mirielle has lived fairly long and very well; her trademark anecdotes illuminate this latest memoir with the same common sense simplicity that worked so well in her first two books.
Mirielle's tips are the all important ones. She concentrates her efforts on what she know works through the filter of her own experience. As a woman in a man's world, she breaks a seemingly intrinsic rule that should have been abolished over fifty years ago, but for some reason--perhaps some vestige of female insecurity or the jealousy gene--still exists, that being that women in powerful positions rarely mentor their up and coming protégés. Guliano decides to take on this role within the pages of her book, but also suggests finding a role model willing to share his/her know-how about and familiarity with their mutual place of work.
Women already in business may find some of Mirielle's advise a bit obvious: she tells us the value of good communication skills, discusses the value of dressing well without showing too much and confesses the truth that as a woman, working harder and most likely longer is key to gaining respect from the Boy's Club. Remember that Madame Guliano has paid her dues, worked at a top position and now has segued into her new life of author and lifestyle coach. She has lived the life and walked the walk and this memoir/how to may not be comparable to one of Lee Iaccoca or Jack Walsh's business commentaries but nonetheless it does stand out as a summarization of key items that will work in a corporate environment simply because they are classics.
As in "French Women Don't Get Fat" and "French Women for All Seasons." Mirielle emphasizes simple techniques that win every time. We all know these things; Mirielle compiles them for us and affirms them with personal testimony.
As food and wine played a paramount role in her last two books, this book would not be complete without a section on business dining which I found to be the most enjoyable portion of the overall read. Mirielle explains the necessity of proper table etiquette with tips on how to shine during that interview lunch or dinner where your potential boss scrutinizes your dining behavior as to how it fits in with corporate image. She delivers three menus for those at home dinner parties--all of which contain the essential simplicity in preparation and sophisticated arousal of the taste buds. For those who dine out all the time due to their schedules, Mirielle offers her 50 Percent Solution to eating to avoid weight gain--I tried this at lunch the other day and it worked very well--she utilizes a Zeno's Paradox technique where she divides her food continuously in half and then just eats the half. As the brain takes the time to focus on the infinite act of bisection, the stomach has enough time to trigger the brain as to when it actually is full. I ate less than half of my food and felt comfortably satisfied. Mirielle has come up with a thinking person's guide to portion control.
She ends her book with advise about understanding that the old feminist boast about being able to `have it all' is nothing but myth. Taking on too much equates with being stressed to the max where no portion of your life receives the full attention that it deserves. Just said.
Guiliano is one smart cookie--well, half of a half of a half of a cookie. She created a brand for herself while she worked for Clicquot Inc. and now she has enhanced that brand to promote her books and speaking engagements. As it's been quite a while since I checked out her website, I was quite blown away by the content that has been added since the publishing of her first book, "French Women Don't Get Fat." Indeed, Mirielle formulated her working persona and has now morphed that character into the star of her own lucrative niche. She embodies the idea of savoir-faire transforming into joie de vivre.
Bottom line? In "Women, Work and the Art of Savoir Faire," Mirielle Guiliano tackles the business world with her simple and savvy French style and adopted American know-how while staying skinny and enjoying a balanced life. Recommended.
Diana Faillace Von Behren
"reneofc"
Women, Work & the Art of Savoir Faire: Business Sense & Sensibility Overview From the #1 New York Times bestselling author of French Women Don't Get Fat comes every woman's guide to navigating the world of work, living the good life, and savoring every minute of it. When Mireille Guiliano became a senior executive and spokesperson for Veuve Clicquot, she took the Champagne to the top of the luxury market, using her distinctive French woman's philosophy and style. Now she uses those same talents and savoir faire to help readers pop their own corks and get the most out of life. Drawing on her experiences at the front lines and highest echelons of the business world, she gives women (and a few men, peut-être) the practical advice they need to make the most of work without skimping on all the other good things in life. With lively lessons, stories, and helpful hints, Mireille teaches every reader how to identify her own passions and talents, improve her communication skills, balance work and life, cope with everyday stress, turn herself into a winning brand, and so much more. From acing a job interview or performance review to hosting a simple but elegant dinner party, Mireille tells it like it is as she shares her secrets for achieving happiness and success at any stage in business and life. Stylish, witty, and wise, Mireille segues easily from the small details to the big picture, never losing sight of what is most important: feeling good, facing challenges, getting ahead, and maximizing pleasure at every opportunity.

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Whale Done : The Power of Positive Relationships Review

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Whale Done : The Power of Positive Relationships ReviewWhenever Ken Blanchard (one of my favorite authors) comes
out with a new book, I usually rush to read it . . . so when I
saw that WHALE DONE! THE POWER OF POSITIVE
RELATIONSHIPS had just been released, I got hold of
a copy and devoured it in one sitting.
You'll be able to do so, too, in that it is real short . . . but
don't be fooled into thinking that there's not a lot of "meat"
contained in its 128 pages . . . Blanchard, along with
coauthors Thad Lacinak, Chuck Tompkins and Jim
Ballard, takes a simple tale and uses it to get you
thinking about how both whales and people perform
better when you accentuate the positive . . . that information
may sound basic, but it is far too often never used.

The story revolves around a gruff manager who visits
SeaWorld and is impressed with how animal trainers
of killer whales can get them to perform amazing
acrobatic leaps and dives . . . he begins to see how
these same techniques could be applied to his
business life, as well as his situation at home . . . in
addition, he learns the difference between "GOTcha"
(catching people doing things wrong) and "Whale
Done!" (catching people doing things right).
I particularly liked the many examples that were used,
and the fact that these could be applied to countless
work and home situations.
There were many memorable passages; among them:
"The point here is that progress--doing something better--is
constantly being noticed, acknowledged, and rewarded.
We need to do the same thing with people--catch them
doing things better, if not exactly right, and praise
progress. That way, you set them up for success and
build from there."
"Killer whales can 'take out' any other animal in the
ocean. We sometimes use that information when we're
working with dog trainers. Some of them scold and yell
at their animals. They use choke chains and sometimes
hit them. When they talk about that kind of treatment, I
ask them, 'If your dog weighed eleven thousand pounds
like Shamu, the whale, how would you treat him? Would
you use a choke collar or smack him around?' I don't
think so."
If you don't hire people on a performance review curve,
why grade them on one?
My only criticism is that some of the material seems
recycled from Blanchard's first bestseller, THE
ONE MINUTE MANAGER . . . but maybe that's not
such a bad thing, in that I still consider this his best
work . . . and a "must" read for anybody who has not
yet had the pleasure of experiencing it.Whale Done : The Power of Positive Relationships OverviewWhat do your people at work and your spouse and kids at home have in common with a five-ton killer whale? Probably a whole lot more than you think, according to top business consultant and mega-bestselling author Ken Blanchard and his coauthors from SeaWorld. In this moving and inspirational new book, Blanchard explains that both whales and people perform better when you accentuate the positive. He shows how using the techniques of animal trainers -- specifically those responsible for the killer whales of SeaWorld -- can supercharge your effectiveness at work and at home. When gruff business manager and family man Wes Kingsley visited SeaWorld, he marveled at the ability of the trainers to get these huge killer whales, among the most feared predators in the ocean, to perform amazing acrobatic leaps and dives. Later, talking to the chief trainer, he learned their techniques of building trust, accentuating the positive, and redirecting negative behavior -- all of which make these extraordinary performances possible. Kingsley took a hard look at his own often accusatory management style and recognized how some of his shortcomings as a manager, spouse, and father actually diminish trust and damage relationships. He began to see the difference between "GOTcha" (catching people doing things wrong) and "Whale Done!" (catching people doing things right). In Whale Done!, Ken Blanchard shows how to make accentuating the positive and redirecting the negative the best tools to increase productivity, instead of creating situations that demoralize people. These techniques are remarkably easy to master and can be applied equally well at home, allowing readers to become better parents and more committed spouses in their happier and more successful personal lives.

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Innovation and Entrepreneurship Review

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Innovation and Entrepreneurship ReviewInnovation and Entrepreneurship is a good resource for categorizing and identifying sources of innovation. Drucker does an excellent job of organizing the key elements involved in innovation and there is a fair amount of real world examples that help the reader understand the concepts. However, most books on this topic usually leave me asking for more concrete examples of the execution of the topics laid out here, and this book is no exception. Innovation and Entrepreneurship is more about creating a framework for innovation that can be used to compartmentalize current practices and shed light on their origins. Drucker accurately points out that the least likely sources of innovation are from new knowledge and bright ideas. The insight into this alone, makes the book well worth reading. If you are looking for a way to categorize and identify the most effective sources of innovation in an effort to budget the research efforts in you corporation, I highly recommend this book. If you are an entrepreneur looking for new sources, you might me better off looking elsewhere, such as Clayton Christensen's The Innovator's Dilemma.Innovation and Entrepreneurship OverviewThe first book to present innovation and entrepreneurship as purposeful and systematic discipline which explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. A superbly practical book that explains what established businesses, public survey institutions, and new yentures have to know, have to learn, and have to do in today's economy and marketplace.

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Perspectives on Managing Employees Review

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Perspectives on Managing Employees ReviewPerspectives on Managing Employees gets its low rating because the title is misleading. Perspectives on Managing Employees is not book for managers and its not really about managing nor even supervising, although much of the information will be helpful to supervisors.
Perspectives on Managing Employees a book for supervisors and managers who must hire and supervise inexperienced, usually nonexempt employees. The book spends very little time on managing or supervising. Most of the time is spent on interviewing, setting reasonable expectations for junior employees and using things like employee-of-the-month programs and birthday celebrations. The book asks things like "is it worthwhile to check references?" (a question that would not occur most professional managers as the answer would be an automatic, "Are you kidding? Of course!)" Another issue tackled is whether an employer has a right to expect "universal etiquite." The issues mentioned will ring true for anyone currently dealing with recent college grads including dress, saying please and thank you, minimizing personal phone calls etc.
These are not management issues. They are basic supervisory issues and standards that are necessary when training young people and other people who, for whatever reason, haven't learned how to behave in an office. Each section includes the perspective of the manager and that of the employee. (A typical employee is that of weight loss consultant, another is a financial advisor but its safe to say that this is a junior level financial advisor.) The information given is just fine, and the book is worthwhile for supervisors, managers of junior staff or owners of small companies who hire customer service and other nonexempt staff.
There certainly is a place for a book that tells supervisors how to hire and deal with junior or nonexempt employees. But naming a book Perspectives on Managing Employees and implying that it's a management guide is misleading. As the book is being sold on the internet, it's bound to be purchsed by people who trust the number of stars and think its a book filled with essays on perspectives on management.
If you need a book about the ongoing management of mostly experienced professionals, Perspectives on Management is not the right book. Its probably not the right book if you are looking for something to help you supervise a team that is in place. If you are hiring junior people however, and need something to guide you in setting basic limits, and using some very basic motivation programs, this book may be helpful.
Perspectives on Managing Employees OverviewWho really knows how to get the most from a workforce: the manager or the employees?Each has a different approach to effective management what really motivates employees to go the extra mile. Each approaches management issues from a different angle - a different perspective - and without understanding both points of view, the picture is never fully complete. Perspectives on Managing Employees is the first book to offer both sides of the story.In an easy-to-read, question/answer format, Michael A. Fina provides the manager's perspective while a host of real employees gives the workforce point of view on topics including interviews and the first few days on the job, building and improving the relationship, the importance and best methods of celebrating, managing through problems and issues and a whole lot more.What makes this book different from other management books is that there is no author collaboration or sharing of information during the writing process.None of the authors were aware of what the others were writing. The result is a fascinating, no-holds-barred look at effective management as both the manager and employees see it, leaving readers with a list of action items and a better understanding of core management concepts to dramatically improve production and results.

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How to Write Winning Proposals for Your Company or Client Review

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How to Write Winning Proposals for Your Company or Client ReviewThis book will have value to someone just beginning to explore either federal contracts or grants. It is fairly dated and attempts too much for its size, but it provides enough information to be useful without danger of overwelming the reader.How to Write Winning Proposals for Your Company or Client OverviewAmong these outstanding writers/presenters are: Don Kracke, an advertising and marketing executive whose private sector proposals have resulted in millions of dollars of business from more than 30 major U.S. corporations Carol Geisbauer, who runs a tiny, community-based local organization and gets more than 20 out of every 25 public grants funded each year simply by following her "technical/political" format in approaching RFPs Jay Abraham, one of the few proposal writers who specializes in cold calling and selling with "proposal/letters" In this book, these three proposal writers and 16 others show you that writing a proposal is more than just answering a request. It is obtaining insight into what the prospective client/company/government agency really wants. You'll learn: The advantage of the "laundry list" approach in private sector proposals How to get decision makers on your side before the decision The inside approach to the two most common proposals submitted to government agencies--RFPs (Request for Proposal) and RFQs (Request for Quotation) How to plan and prepare the graphics, format, style, and language of a written proposal The ideal length and content for a verbal proposal and when you should make one The psychology, format, and language for internal/external proposals

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Discontinuous Change: Leading Organizational Transformation (J-B US non-Franchise Leadership) Review

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Discontinuous Change: Leading Organizational Transformation (J-B US non-Franchise Leadership) ReviewIntroduction In the book Discontinuous Change the authors use anecdotes of prestigious organizations to enhance the understanding of the theoretical and practical ideology concerning organizational change. The authors begin the text by identifying the precursors of organizational change. The precursors are shifts in industry structure, technological innovation, macroeconomic trends and crises, regulatory or legal changes, market and competitive forces and growth. The authors introduce the concept of sustained success as arrogant, insular, and complacent. By remaining in the sustained success idealism, the authors state that the organization will fall into the trap of success which tends to lead to an internal focus; the perception that knowledge, insight, and ideas are found inside the organization rather than outside.Throughout the text, the authors create a clear distinction between incremental and discontinuous change. The authors define incremental change as a continuous pattern of large and small changes that may impact the functioning enterprise in small or large increments. In contrast, discontinuous change is defined as a shocking impact that creates radical departure from the past. Using a variety of models, the authors give the reader a visual picture of the types of change that could occur in an organization. Portrayed in one of the models, the reader will identify the leadership as the "champions and gatekeepers" of the change. By setting the pace, the leaders identify the new corporate identity, the degree to which change needs to happen, the design and organization of the change plan and the interventions needed to keep the plan on course. The authors conclude with discussions concerning the different types of leaders that have been involved with organizational change throughout the years. The authors identified three types of leaders, heroic, instrumental and institutionalized. The authors concluded that the institutionalized leader would be more effective in directing the discontinuous change. Gut Reactions The authors believe that the organizational change should begin with the senior management, by analyzing their "point of view" relative to organizational strategy and policy level. In addition, they also focus on the behavioral dynamics of the organization, believing that the organization is a complex yet active system of human behavior. As practitioners, the authors give valuable insight for contemporary use in organizational change. Citing large organizations, such as, AT&T, Chrysler, and GE as examples, the authors state that the need for change in these organizations came from life-threatening business issues not just questions of organizational work life or corporate climate. In addition, the authors state that the issues that arose in the organizations were generated from external sources, such as, competition, new technology, deregulation, maturation of product sets, changes in ownership, shifts in fundamental market structure, or rapid growth opportunities. Further, the authors state that these changes altered the core of what the organizations represents to its customers and members, not just individual parts or subsystems. Based on the authors insights it has become clear that the days of effortless dominance of large organizations are history. Every organization needs to continue to develop and focus if they are to survive. The authors make it clear that change is inevitable, however, how that change is managed is the key to success. As individuals are resistant to change, so are organizations, however, the risk of an organization resisting change is much greater. The new environments demand that organizations develop speed, innovation, and flexibility, the very opposite of stability. Discontinuous change is a defined analysis of Schein's frame-breaking change in that it is more traumatic, painful and demanding on the organization than incremental change. Big Ideas The changed techniques used in the past are no longer sufficient to manage the complex transitions that are taking place in organizations today. Hence, the authors have determined that there is a need for further development of the old techniques, in order to manage the new types of transitions. Change has out grown the perception of being the exception it has now become the rule. With this perspective in mind, the authors' goal is to transform those things that are practice into theory. The authors are focused on proactive strategic responses to change, rather than, reactive. They offer propositions based on trial-and-error approaches. These propositions create the foundation for diagnoses of the readers current situation. With the understanding that not all leaders are capable of changing, the authors provide a framework to assist in assessing the ability of the current leadership. There are times when it becomes necessary for an organization to invoke change in an effort to avoid complacency. Implications In this era of intense organizational transitions, there is a need for every individual in the organization to adapt to change, beginning with the executives and management. This text speaks of long-term change that will continuously impact an organization over the period of its existence. The types of change needed in organizations are progressing towards frame-breaking, as opposed to historical cosmetic restructuring. Past techniques do not create the immediate turnaround needed to effect change. Therefore, just-in-time interventions are needed to create new behaviors immediately. However, the authors have conceded that often times tried-and-true techniques from decades ago are the most effective, but are often denounced because of the time sensitivity. The authors suggest that there are only two types of change, incremental and discontinuous. Those organizations that will be successful must create core capabilities that are not easily replicated by others. In order for discontinuous change to be effective, organizations must unlearn their old habits, orientations, assumptions, and routines.Discontinuous Change: Leading Organizational Transformation (J-B US non-Franchise Leadership) OverviewExplores the practical lessons learned from internationally renowned companies to bring about lasting and fundamental organizational transformation, providing a useful set of field-tested concepts and techniques for anyone seeking to promote change. In-depth interviews with such key corporate change leaders as Bob Allen of AT&T and Jamie Houghton of Corning, Inc., provide valuable insight and firsthand advice on the role CEOs and leadership teams can play in organizational transformation.

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Dynamic Dentistry Review

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Dynamic Dentistry ReviewThe book is packed with practical information and hints on efficient running of a dental practice. I read the book in two days, not because it lacks substance but because it is riveting for any dental practitioner or staff wishing to improve patient service or striving for efficiency. I would have liked to see more on case presentation, and specific technics which aid in case acceptance but perhaps that was not the scope of this book.Dynamic Dentistry OverviewDentistry's changing and so is practice management. This book is a home run for the transition from a solo managerial style to the total team concept. A must-read for the dentists and staff who wish to make it to the top two percent in their career field. Don't miss out on the practice management principles that guide this exciting journey day to day.

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Securing Prosperity: The American Labor Market: How It Has Changed and What to Do about It (A Century Foundation Book) Review

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Securing Prosperity: The American Labor Market: How It Has Changed and What to Do about It (A Century Foundation Book) ReviewOsterman presents a carefully researched look at the problems facing American workers in the new economy. He puts forth so solid a case for the need to ensure equity for all--not just technologists--that he even convinced this consultant that something has to be done. Like many, I thought the disillusionment and chaos of the past was history, but he proves that only by forming new kinds of institutions will workers be able to ensure that they are allowed the opportunity to succeed in what remains a very difficult environment for all too many workers.Securing Prosperity: The American Labor Market: How It Has Changed and What to Do about It (A Century Foundation Book) Overview

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Changing the Game: Organizational Transformations of the First, Second, and Third Kinds Review

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Changing the Game: Organizational Transformations of the First, Second, and Third Kinds Review"In its broadest sense, a game involves procedures or strategies for gaining certain ends. The game of business is to use resources (people, money, ideas, equipment, and tools) to gain certain ends desired by the organization. For a corporation, the objectives of the game are to increase profitability and shareholder value...Whether it is recognized or not, all organizations operate under a 'game plan'. The 'organizational game plan' consists of the basic concept of the game being played as well as the fundamental strategy for playing the game...No matter what game an organization chooses to play or how it chooses to play it, there are certain periods in an organization's life when 'the game' (either the game itself or how it is played) needs to be changed. This occurs when there have been major changes in the economic environment, or some kind of revolution in technology or the nature of competition. It can also happen simply as the result of significant, rapid organizational growth...As used in this book, the phrase, 'changing the game' has a dual meaning. First, it refers to changes in the game being played by an organization. This involves changes in the business an organization is actually in. In addition, the phrase also refers to changes in the way the game is being played (i.e., how a firm operates). Both are major aspects of a business and both can require major transformations, either at different points or even at the same time. These transformations are the focus of this book and define what we mean by 'changing the game'...During the past few years, there has been increasing use of the terms 'transformation' and 'change' in business literature. Some people unfortunatelly use these terms synonymously. That is not the way we will use these terms in this book...Our focus in Changing the Game is on transformation rather than merely incremental changes" (pp.4-9).
In this context, Eric G. Flamholtz and Yvonne Randle:
* describe 'pure' types of transformations, including what they have termed Transformations of the First, Second, and Third Kinds:
1. Entrepreneurial transformations to professional management including the special case of family business transformations - First Kind (more detailed discussion and examples of this kind see Chapter 3).
2. Revitalization transformations of established companies - Second Kind (more detailed discussion and examples of this kind see Chapter 4).
3. Business vision transformations - Third Kind (more detailed discussion and examples of this kind see Chapters 5-6).
and note that actual organizations sometimes engage in compound transformations, consisting of more than one type of transformation simultaneously.
* present a framework that managers can use to understand and plan what must be done to build an organization with a high probability of long-term success, and examine four critical factors that influence the design of a successful business enterprise:
1. The 'business concept' that defines the business a company is in.
2. Six key 'building blocks' of organizational success.
3. The 'size' of the enterprise.
4. The 'environment' (markets, competition, and trends) in which the enterprise will exist.
* focus on the strategic transformational planning process in order to provide a tool for assisting in the process of managing transformations.
* examine how to design an organizational structure that will support a firm's transformation.
* examine the issues involved in transforming an organization's structure after a strategic transformational plan has been developed, and show that the choice of the form of organization to help implement a transformational plan is a strategic issue in itself.
* focus on the behavioral aspects of organizational transformations, and describe the important role leadership plays in not only helping to transform the behavior of individuals within an organization, but in changing the overall game that the organization is playing.
* discuss two additional, powerful tools -performance management systems and corporate culture management- that can be used to transform the behavior of all employees within an organization.
* present ten key lessons for Managing Transformations and Changing the Game.
Finally, they argue that "unlike chess and the NCAA basketball tournament, business is a game without an end. There is no national championship tournament for business. The game goes on and on. In a sense, a basketball program is like a business. A given team may win a championship one year, but there is always the next year and the next and the next, just as in business. As soon as one profitable year is completed, the next emerges. There is, however, one constant in the business game year after year: the need to understand the process of managing organizational transformations. Accordingly, the final lesson is: adapt and increase the probability of future success; or remain fixed in the existing paradigm and risk failure. The game is there for the taking".
I highly recommend.Changing the Game: Organizational Transformations of the First, Second, and Third Kinds OverviewHow do companies like Microsoft and Wal-Mart rise to the top of their industries and dominate year after year, while others like People Express and LA Gear burn out after promising starts?In Changing the Game, Eric Flamholtz and Yvonne Randle, two leading management consultants, reveal that the key to success lies in how you transform your organization. Virtually all organizations face critical transition points in their life cycle, when they must change how they play the game, or perish. Flamholtz and Randle focus here on three critical moments: the move from entrepreneurial to professional management, when a firm reaches a stage of growth where it can no longer operate in an informal,unstructured way;the revitalization of an established business that is losing ground to competitors; and a radical change in a business vision. The authors show, for instance, how American Century Investors made the transformation from a $50 million entrepreneurship to a professionally managed company with a market value of $2 billion; how IBM, one of the great American corporations, was forced by the proliferation of PCs in the 1980s to overhaul its business to survive; and how Starbucks Coffee, originally a Seattle coffee-bean store,was inspired by Milans romantic coffee bars to recreate itself and transformed an entire industry. The book concludes with a look at how one company--Bell Carter Olive Company--pulled together all the concepts and tools presented in the book and successfully changed the game. Changing the Game provides a comprehensive framework and a set of tools for the strategic management of organizational transformation. It will help managers meet the challenges of an increasingly competitive business environment.

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