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If you could go back in time and ask any historical figure for advice on how best to manage your business or staff, who would it be? Benjamin Franklin, Niccolo Machiavelli, Elizabeth I or Helena Rubinstein? Well, they are all here, and more...Featuring nearly 20 figures from across two and a half millennia, this fascinating book brings you peerless advice on, and insights into, the essential nature of leadership and the human condition. Presented in their own words - through diaries, letters and published works (plus contemporary analysis and commentary from Diehl and Donnelly) - the advice is sometimes extreme, occasionally humorous, always profound.
What isn’t management and why doesn’t it matter? This compelling book leads the reader away from the stories told by managers and management theories to show the secret history of the field. In characterizing the progress of management as a war on workers, this book offers a controversial and revealing alternative intellectual history of this overwhelming discipline. The author employs a unique range of theories and sources, including the founding fathers of management, US labour and social history, and earlier intellectual figures such as Marx and Weber alongside the contemporary insights of Foucault and European and American workerist and post-workerist thought, to shed light on the world of management. This book is key reading for researchers and students across the social sciences. With a controversial and stimulating approach, it also engages readers with a general interest in business and management issues. Are managers neoliberalism’s executioners? Read more from this author here.
The people management secrets that experts and top professionals use.
Imagine, if you can, the world of business - without corporate strategy. Remarkably, fifty years ago that's the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turbocharged business as never before, with implications far beyond what even they imagined. In The Lords of Strategy, renowned business journalist and editor Walter Kiechel tells, for the first time, the story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry: Bruce Henderson, founder of Boston Consulting Group Bill Bain, creator of Bain & Company Fred Gluck, longtime Managing Director of McKinsey & Company Michael Porter, Harvard Business School professor Providing a window into how to think about strategy today, Kiechel tells their story with novelistic flair. At times inspiring, at times nearly terrifying, this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the way we work.
Print version of the book, 15 Secrets Successful People Know About Time Management, by Kevin Kruse.
This book argues that if we are to think differently about management, we must first rewrite management history.
Mark Forster's book "Get Everything Done and Still Have Time to Play" took an entirely new approach to time management. One of his most important points was that once we have taken on a commitment, prioritising does not work because we need to do everything relating to that commitment. In the six years since he wrote the book as he has reached thousands of people through writing, seminars and coaching, he has continued to develop and refine his methods . He has now perfected even more effective methods of getting everything done through the introduction of some radical new ideas, including closed lists, the manyana principle and the "will do" list. He is brilliant at helping people to use new forms of communication effectively so that they do not become a tyrant. The result is a complete system which will enable almost anyone to complete one day's work in one day.
Winner of the Emme Award for Astronautical Literature from the American Astronautical Society How does one go about organizing something as complicated as a strategic-missile or space-exploration program? Stephen B. Johnson here explores the answer—systems management—in a groundbreaking study that involves Air Force planners, scientists, technical specialists, and, eventually, bureaucrats. Taking a comparative approach, Johnson focuses on the theory, or intellectual history, of "systems engineering" as such, its origins in the Air Force's Cold War ICBM efforts, and its migration to not only NASA but the European Space Agency. Exploring the history and politics of aerospace development and weapons procurement, Johnson examines how scientists and engineers created the systems management process to coordinate large-scale technology development, and how managers and military officers gained control of that process. "Those funding the race demanded results," Johnson explains. "In response, development organizations created what few expected and what even fewer wanted—a bureaucracy for innovation. To begin to understand this apparent contradiction in terms, we must first understand the exacting nature of space technologies and the concerns of those who create them."
Volume 2 explains how Bill Belichick's New England Patriots have won three Super Bowls in four seasons, and includes quotations from Patriots players, coaches, owners, and executives as they describe the team's success factors.
A New York Times Notable Book • Daily Beast Best Nonfiction of 2014 • Inc. Magazine's Most Thought-Provoking Books of the Year “Man is born free, but he is everywhere in cubicles.” How did we get from Scrooge’s office to “Office Space”? From bookkeepers in dark countinghouses to freelancers in bright cafes? What would the world be like without the vertical file cabinet? What would the world be like without the office at all? In Cubed, Nikil Saval chronicles the evolution of the office in a fascinating, often funny, and sometimes disturbing anatomy of the white-collar world and how it came to be the way it is. Drawing on the history of architecture and business, as well as a host of pop culture artifacts—from Mad Men to Dilbert (and, yes, The Office)—and ranging in time from the earliest clerical houses to the surprisingly utopian origins of the cubicle to the funhouse campuses of Silicon Valley, Cubed is an all-encompassing investigation into the way we work, why we do it the way we do (and often don’t like it), and how we might do better.