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Photographs of custodial, maintenance, and food service workers of Harvard University are accompanied by brief statements by those pictured, including Bill Brooks, janitor to three university presidents and David Noard, security guard at the Fogg Art Muse
Gender equality is a moral and a business imperative. But unconscious bias holds us back and de-biasing minds has proven to be difficult and expensive. Behavioral design offers a new solution. Iris Bohnet shows that by de-biasing organizations instead of individuals, we can make smart changes that have big impacts—often at low cost and high speed.
In the twentieth century, large companies employing many workers formed the bedrock of the U.S. economy. Today, on the list of big business's priorities, sustaining the employer-worker relationship ranks far below building a devoted customer base and delivering value to investors. As David Weil's groundbreaking analysis shows, large corporations have shed their role as direct employers of the people responsible for their products, in favor of outsourcing work to small companies that compete fiercely with one another. The result has been declining wages, eroding benefits, inadequate health and safety protections, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring--splitting off functions that were once managed internally--has been phenomenally successful. Despite giving up direct control to subcontractors and franchises, these large companies have figured out how to maintain the quality of brand-name products and services, without the cost of maintaining an expensive workforce. But from the perspective of workers, this strategy has meant stagnation in wages and benefits and a lower standard of living. Weil proposes ways to modernize regulatory policies so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this business strategy.
This story explodes the popular belief that women white-collar workers tend to reject unionization and accept a passive role in the workplace. On the contrary, the women workers of Harvard University created a powerful and unique union--one that emphasizes their own values and priorities as working women and rejects unwanted aspects of traditional unionism. The workers involved comprise Harvard's 3,600-member "support staff," which includes secretaries, library and laboratory assistants, dental hygienists, accounting clerks, and a myriad of other office workers who keep a great university functioning. Even at prestigious private universities like Harvard and Yale, these workers--mostly women--have had to put up with exploitive management policies that denied them respect and decent wages because they were women. But the women eventually rebelled, declaring that they could not live on "prestige" alone. Encouraged by the women's movement of the early 1970's, a group of women workers (and a few men) began what would become a 15-year struggle to organize staff employees at Harvard. The women persisted in the face of patronizing and sexist attitudes of university administrators and leaders of their own national unions. Unconscionably long legal delays foiled their efforts. But they developed innovative organizing methods, which merged feminist values with demands for union representation and a means of influencing workplace decisions. Out of adversity came an unorthodox form of unionism embodied in the Harvard Union of Clerical and Technical Workers (HUCTW). Its founding was marked by an absorbing human drama that pitted unknown workers, such as Kris Rondeau, a lab assistant who came to head the union, against famous educators such as Harvard President Derek Bok and a panoply of prestigious deans. Other characters caught up in the drama included Harvard's John T. Dunlop, the nation's foremost industrial relations scholar and former U.S. Secretary of Labor. The drama was played out in innumerable hearings before the National Labor Relations Board, in the streets of Cambridge, and on the walks of historic Harvard Yard, where union members marched and sang and employed new tactics like "ballooning," designed to communicate a message of joy and liberation rather than the traditional "hate-the-boss" hostility. John Hoerr tells this story from the perspective of both Harvard administrators and union organizers. With unusual access to its meetings, leaders, and files, he examines the unique culture of a female-led union from the inside. Photographs add to the impact of this dramatic narrative. Author note: John Hoerr, a freelance writer, has been a journalist for more than thirty years at newspapers, magazines, public television, and United Press International. A specialist in labor reportage, he is the author of And the Wolf Finally Came: The Decline of the American Steel Industry.
Michèle Lamont takes us into the world inhabited by working-class men--the world as they understand it. Interviewing black and white working-class men who, because they are not college graduates, have limited access to high-paying jobs and other social benefits, she constructs a revealing portrait of how they see themselves and the rest of society. Morality is at the center of these workers' worlds. They find their identity and self-worth in their ability to discipline themselves and conduct responsible but caring lives. These moral standards function as an alternative to economic definitions of success, offering them a way to maintain dignity in an out-of-reach American dreamland. But these standards also enable them to draw class boundaries toward the poor and, to a lesser extent, the upper half. Workers also draw rigid racial boundaries, with white workers placing emphasis on the "disciplined self" and blacks on the "caring self." Whites thereby often construe blacks as morally inferior because they are lazy, while blacks depict whites as domineering, uncaring, and overly disciplined. This book also opens up a wider perspective by examining American workers in comparison with French workers, who take the poor as "part of us" and are far less critical of blacks than they are of upper-middle-class people and immigrants. By singling out different "moral offenders" in the two societies, workers reveal contrasting definitions of "cultural membership" that help us understand and challenge the forms of inequality found in both societies.
What do we really want from schools? Only everything, in all its contradictions. Most of all, we want access and opportunity for all children—but all possible advantages for our own. So argues historian David Labaree in this provocative look at the way “this archetype of dysfunction works so well at what we want it to do even as it evades what we explicitly ask it to do.” Ever since the common school movement of the nineteenth century, mass schooling has been seen as an essential solution to great social problems. Yet as wave after wave of reform movements have shown, schools are extremely difficult to change. Labaree shows how the very organization of the locally controlled, administratively limited school system makes reform difficult. At the same time, he argues, the choices of educational consumers have always overwhelmed top-down efforts at school reform. Individual families seek to use schools for their own purposes—to pursue social opportunity, if they need it, and to preserve social advantage, if they have it. In principle, we want the best for all children. In practice, we want the best for our own. Provocative, unflinching, wry, Someone Has to Fail looks at the way that unintended consequences of consumer choices have created an extraordinarily resilient educational system, perpetually expanding, perpetually unequal, constantly being reformed, and never changing much.
J.K. Rowling, one of the world's most inspiring writers, shares her wisdom and advice. In 2008, J.K. Rowling delivered a deeply affecting commencement speech at Harvard University. Now published for the first time in book form, VERY GOOD LIVES presents J.K. Rowling's words of wisdom for anyone at a turning point in life. How can we embrace failure? And how can we use our imagination to better both ourselves and others? Drawing from stories of her own post-graduate years, the world famous author addresses some of life's most important questions with acuity and emotional force.
Are your employees like a synchronized "V" of geese in flight-sharing goals and taking turns leading? Or are they more like a herd of buffalo-blindly following you and standing around awaiting instructions? If they're like buffalo, their passivity and lack of initiative could doom your company. In How I Learned to Let My Workers Lead, you'll discover how to transform buffalo into geese-by reshaping organizational systems and redefining employees' expectations about what it takes to succeed. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.
This elegant essay on the justice of work focuses on the fit between who we are and the kind of work we do. Russell Muirhead shows how the common hope for work that fulfills us involves more than personal interest; it also points to larger understandings of a just society. We are defined in part by the jobs we hold, and Muirhead has something important to say about the partial satisfactions of the working life, and the increasingly urgent need to balance the claims of work against those of family and community. Against the tendency to think of work exclusively in contractual terms, Muirhead focuses on the importance of work to our sense of a life well lived. Our notions of freedom and fairness are incomplete, he argues, without due consideration of how we fit the work we do. Muirhead weaves his argument out of sociological, economic, and philosophical analysis. He shows, among other things, how modern feminism's effort to reform domestic work and extend the promise of careers has contributed to more democratic understandings of what it means to have work that fits. His account of individual and social fit as twin standards of assessment is original and convincing--it points both to the unavoidable problem of distributing bad work in society and to the personal importance of finding fulfilling work. These themes are pursued through a wide-ranging discussion that engages thinkers from Plato to John Stuart Mill to Betty Friedan. Just Work shows what it would mean for work to make good on the high promise so often invested in it and suggests what we--both as a society and as individuals--might do when it falls short.
Named one of 10 Best New Management Books for 2022 by Thinkers50 A Wall Street Journal Bestseller "...this guide provides readers with much more than just early careers advice; it can help everyone from interns to CEOs." — a Financial Times top title You've landed a job. Now what? No one tells you how to navigate your first day in a new role. No one tells you how to take ownership, manage expectations, or handle workplace politics. No one tells you how to get promoted. The answers to these professional unknowns lie in the unspoken rules—the certain ways of doing things that managers expect but don't explain and that top performers do but don't realize. The problem is, these rules aren't taught in school. Instead, they get passed down over dinner or from mentor to mentee, making for an unlevel playing field, with the insiders getting ahead and the outsiders stumbling along through trial and error. Until now. In this practical guide, Gorick Ng, a first-generation college student and Harvard career adviser, demystifies the unspoken rules of work. Ng distills the wisdom he has gathered from over five hundred interviews with professionals across industries and job types about the biggest mistakes people make at work. Loaded with frameworks, checklists, and talking points, the book provides concrete strategies you can apply immediately to your own situation and will help you navigate inevitable questions, such as: How do I manage my time in the face of conflicting priorities? How do I build relationships when I’m working remotely? How do I ask for help without looking incompetent or lazy? The Unspoken Rules is the only book you need to perform your best, stand out from your peers, and set yourself up for a fulfilling career.