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Indiana is at an economic crossroads. Its history and culture do not embrace change, yet its economy is heavily tied to manufacturing and exportsAE"both of which are highly sensitive to the ever-changing global economy. The Hoosier state is aging and experiencing a brain drain from its universities. Its infrastructure needs repair and updating. And its public schools are average at a time when excellence is demanded. Indiana is at a point in its history when it must make decisions about the directions it will take in the future. Author Mark Akers examines the culture of Hoosiers and what makes them happy, the global economic forces that the state is facing, and describes those actions that state and local governments must implement to compete for economic growthAE"world-class infrastructure, the best education system anywhere, highly attractive cities and towns, meaningful incentives, and a stable, predictable, and helpful government. But even if these basic needs are addressed, can Indiana eventually prosper and develop a broad-based, innovative economy? Indiana (In)Decision describes IndianaAEs dilemma of indecisiveness at a time requiring rapid decision-making about its economic future. The book is meant for everyone, not just economists or academics.
In Indiana through Tradition and Change: A History of the Hoosier State and Its People, 1920–1945 (vol. 5, History of Indiana Series), author James H. Madison covers Indiana during the period between World War I and World War II. Madison follows the generally topical organization set by previous volumes in the series, with initial chapters devoted to politics and later chapters to social, economic, and cultural questions. The last chapter provides an overview of the home front during World War II. Each chapter is intended to stand alone, but a fuller understanding of subjects and themes treated in any one chapter will result from a reading of the whole book. The book includes a bibliography, notes, and index.
Upon leaving the Constitutional Convention, Benjamin Franklin was asked what sort of government the delegates had created. His reply to the crowd: "A republic, if you can keep it." Now America's most respected governor explains just how close we've come to losing the republic, and how we can restore it to greatness. Indiana Governor Mitch Daniels has been called "the most presidential man in America." He has brought more change to his state in a few years than most see in decades. During his tenure, Daniels turned a $700 million deficit into a billion dollar surplus, balanced Indiana's budget even during the recession, converted its once unattractive business climate into one of the strongest for private sector job growth. The Hoosier state is now a model of good and efficient governance. Its public sector payroll is now the smallest per capita in the nation. And yet services have improved across the board. Even its Bureau of Motor Vehicles -- the ultimate symbol of dysfunctional bureaucracy - has been rated the best in the country. Daniels has done this by focusing on government's core responsibilities, cutting taxes, empowering citizens, and performing what he calls an "old tribal ritual" - spending less money than his state takes in, while distinguishing between skepticism towards big government and hostility towards all government. Unfortunately few politicians have the discipline or courage to follow his lead. And worse, many assume that Americans are too intimidated, gullible or dim-witted to make wise decisions about their health care, mortgages, the education of their kids, and other important issues. The result has been a steady decline in freedom, as elite government experts -- "our benevolent betters", in Daniels' phrase -- try to regulate every aspect of our lives. Daniels bluntly calls our exploding national debt "a survival-level threat to the America we have known." He shows how our underperforming public schools have produced a workforce unprepared to compete with those of other countries and ignorant of the requirements of citizenship in a free society. He lays out the risk of greatly diminished long term prosperity and the loss of our position of world leadership. He warns that we may lose the uniquely American promise of upward mobility for all. But, the good news is that it's not too late to save America. However, real change can't be imposed from above. It has to be what he calls "change that believes in you" -- a belief that Americans, properly informed of the facts, will pull together to make the necessary changes and that they are best- equipped to make the decisions governing their own lives. As he puts it: "I urge great care not to drift into a loss of faith in the American people. We must never yield to the self-fulfilling despair that these problems are immutable, or insurmountable. Americans are still a people born to liberty. Addressed as free-born, autonomous men and women of God-given dignity, they will rise yet again to drive back a mortal enemy."
The first book to bring together both leadership and change theories, concepts, and processes, Leading Change in Multiple Contexts uses a consistent framework and the latest research to help readers understand and apply the concepts and practices of leading change. Key Features Brings together leadership and change concepts and practices in five distinct contexts—organizational, community, political, social change, and global Draws from a wide range of classic and recent scholarship from multiple disciplines Includes the perspectives of change and leadership experts Offers real-life vignettes that provide examples of leading change in every context Provides readers with application and reflection exercises that allow them to apply leadership and change concepts to their experiences Leading Change in Multiple Contexts is designed for undergraduate and graduate courses in Change Management, Leadership, Organizational Behavior, Organizational Development, and Leadership and Change offered in departments of business, education, communication, and public administration, as well as programs focusing on leadership, public policy, community activism, and social change.