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As the American labour movement mobilizes for a major resurgence through new organizing, this text presents research on union organizing strategies. The introduction defines the context of the current climate and subsequent chapters include community-based organizing and building
Between December 1941 and July 1945 the Allied Heads of State met nine times to decide the ongoing strategy of World War II with their chiefs of staff. President Franklin Roosevelt and Prime Minister Winston Churchill decided the strategies for the Mediterranean and the Far East at the Arcadia conference in December 1941, reconvening in Casablanca for the symbol conference in 1943. They then considered the European campaign at the Trident Conference in May and the Quadrant conference in August. Generalissimo Chiang Kai-Shek joined them in Egypt for the Sextant Conference in November 1943, while Premier Joseph Stalin welcomed them to Tehran for the Eureka conference. The Octagon conference in September 1944 reaffirmed the Allied partnership's commitment to the European campaign. They then travelled to Yalta in the Crimea the following February to agree with Stalin how to end the war in Europe at the Argonaut conference. At the final conference in Potsdam, Berlin, in July 1945 President Harry S. Truman took the place of the recently deceased Roosevelt and the new PM Clement Atlee replaced Churchill part-way through the conference. They discussed the chaos of Europe and an end to the campaign against Japan; Truman also took Stalin aside to tell him about the atomic bomb. He affected indifference 0- but his spies had forwarned him of its existence. Discover what they discussed though the edited minutes of the meetings. Read the reasons and the compromises behind the decisions. follow the heated discussions as the war turned in favour of the Allies - and learn how the foundations for the post war world were laid. This is a history in the raw, unmediated: how would you, as President of the United States, reply to Stalin's formal suggestion that between 50,000 and 100,000 of the German High Command be liquidated at war's end? All the minutes are supported by footnotes containing extensive supplementary information?
Over the last 25 years, Geoffrey Moore has established himself as one of the most influential high-tech advisors in the world—once prompting Conan O’Brien to ask “Who is Geoffrey Moore and why is he more famous than me?” Following up on the ferociously innovative ESCAPE VELOCITY, which served as the basis for Moore’s consulting work to such companies as Salesforce, Microsoft, and Intel, ZONE TO WIN serves as the companion playbook for his landmark guide, offering a practical manual to address the challenge large enterprises face when they seek to add a new line of business to their established portfolio. Focused on spurring next-generation growth, guiding mergers and acquisitions, and embracing disruption and innovation, ZONE TO WIN is a high-powered tool for driving your company above and beyond its limitations, its definitions of success, and ultimately, its competitors. Moore’s classic bestseller, CROSSING THE CHASM, has sold more than one million copies by addressing the challenges faced by start-up companies. Now ZONE TO WIN is set to guide established enterprises through the same journey. “For any company, regardless of size or industry, ZONE TO WIN is the playbook for succeeding in today’s disruptive, connected, fast-paced business world.” —Marc Benioff, CEO, Salesforce “Once again Geoffrey Moore weighs in with a prescient examination of what it takes to win in today’s competitive, disruptive business environment.” —Satya Nadella, CEO, Microsoft "With this book, Geoffrey Moore continues to lead us all through ever-changing times...His work has changed the game of changing the game!" —Gary Kovacs, CEO, AVG “ZONE TO WIN uses crystal-clear language to describe the management plays necessary to win in an ever-disrupting marketplace. Regardless of your level of management experience, you will find this book an invaluable tool for building long-term success for your business.” —Lip-Bu Tan, President and CEO, Cadence Design Systems
#1 Wall Street Journal and USA Today bestselling author Dave Ulrich offers HR professionals a new line of defense in the corporate “war for talent.” Destined to be a classic in the field, this game-changing book from HR visionary Dave Ulrich tackles one of the greatest challenges in Human Resources today: the talent wars. As companies grow increasingly and aggressively competitive in hiring and nurturing individual employees, this book offers a refreshing, revolutionary alternative. By creating dynamic systems that leverage talent throughout the organization, you can create a unified whole that is greater than the sum of its parts. In the long run, that’s what gives your company the competitive edge it needs. Based on the research findings of the latest round of Ulrich’s legendary HR Competency Survey, this groundbreaking book is sure to spark debate, shatter myths, and inspire real change throughout the HR community. Filled with fact-based insights and field-tested strategies, it proves that your organization’s success lies, not in the talent you have, but what you do with the talent once you have it. This book shows you how to build capabilities, strengthen systems, and empower human capital—for longer lasting success.
Between December 1941 and July 1945 the Allied Heads of State met nine times to decide the ongoing strategy of World War II with their chiefs of staff. President Franklin Roosevelt and Prime Minister Winston Churchill decided the strategies for the Mediterranean and the Far East at the Arcadia conference in December 1941, reconvening in Casablanca for the symbol conference in 1943. They then considered the European campaign at the Trident Conference in May and the Quadrant conference in August. Generalissimo Chiang Kai-Shek joined them in Egypt for the Sextant Conference in November 1943, while Premier Joseph Stalin welcomed them to Tehran for the Eureka conference. The Octagon conference in September 1944 reaffirmed the Allied partnership's commitment to the European campaign. They then travelled to Yalta in the Crimea the following February to agree with Stalin how to end the war in Europe at the Argonaut conference. At the final conference in Potsdam, Berlin, in July 1945 President Harry S. Truman took the place of the recently deceased Roosevelt and the new PM Clement Atlee replaced Churchill part-way through the conference. They discussed the chaos of Europe and an end to the campaign against Japan; Truman also took Stalin aside to tell him about the atomic bomb. He affected indifference 0- but his spies had forwarned him of its existence. Discover what they discussed though the edited minutes of the meetings. Read the reasons and the compromises behind the decisions. follow the heated discussions as the war turned in favour of the Allies - and learn how the foundations for the post war world were laid. This is a history in the raw, unmediated: how would you, as President of the United States, reply to Stalin's formal suggestion that between 50,000 and 100,000 of the German High Command be liquidated at war's end? All the minutes are supported by footnotes containing extensive supplementary information?
From Roger Knight, established by his multi-award winning book The Pursuit of Victory as 'an authority ... none of his rivals can match' (N.A.M. Rodger), Britain Against Napoleon is the first book to explain how the British state successfully organised itself to overcome Napoleon - and how very close it came to defeat. For more than twenty years after 1793, the French army was supreme in continental Europe, and the British population lived in fear of French invasion. How was it that despite multiple changes of government and the assassination of a Prime Minister, Britain survived and won a generation-long war against a regime which at its peak in 1807 commanded many times the resources and manpower? This book looks beyond the familiar exploits of the army and navy to the politicians and civil servants, and examines how they made it possible to continue the war at all. It shows the degree to which, as the demands of the war remorselessly grew, the whole British population had to play its part. The intelligence war was also central. Yet no participants were more important, Roger Knight argues, than the bankers and traders of the City of London, without whose financing the armies of Britain's allies could not have taken the field. The Duke of Wellington famously said that the battle which finally defeated Napoleon was 'the nearest run thing you ever saw in your life': this book shows how true that was for the Napoleonic War as a whole. Roger Knight was Deputy Director of the National Maritime Museum until 2000, and now teaches at the Greenwich Maritime Institute at the University of Greenwich. In 2005 he published, with Allen Lane/Penguin, The Pursuit of Victory: The Life and Achievement of Horatio Nelson, which won the Duke of Westminster's Medal for Military History, the Mountbatten Award and the Anderson Medal of the Society for Nautical Research. The present book is a culmination of his life-long interest in the workings of the late 18th-century British state.
The November 2020 US election was arguably the most consequential since the 1860 election of Abraham Lincoln--and grassroots leaders and organizers played crucial roles in the contention for the presidency and control of both houses of Congress. Power Concedes Nothing tells the stories behind a victory that won both the White House and the Senate and powered progressive candidates to new levels of influence. It describes the on-the-ground efforts that mobilized a record-breaking turnout by registering new voters and motivating an electorate both old and new. In doing so it charts a viable path to victory for the vital contests upcoming in 2022 and 2024. Contributors include: Cliff Albright, Yong Jung Cho, Larry Cohen, Sendolo Diaminah, Neidi Dominguez, David Duhalde, Alicia Garza, Ryan Greenwood, Arisha Michelle Hatch , Jon Liss, Thenjiwe McHarris, Andrea Cristina Mercado, Maurice Mitchell, Rafael Návar, Deepak Pateriya, Ai-jen Poo, W. Mondale Robinson, Art Reyes III, Nsé Ufot and Mario Yedidia
From longtime labor organizer Jane McAlevey, a vital call-to-arms in favor of unions, a key force capable of defending our democracy For decades, racism, corporate greed, and a skewed political system have been eating away at the social and political fabric of the United States. Yet as McAlevey reminds us, there is one weapon whose effectiveness has been proven repeatedly throughout U.S. history: unions. In A Collective Bargain, longtime labor organizer, environmental activist, and political campaigner Jane McAlevey makes the case that unions are a key institution capable of taking effective action against today’s super-rich corporate class. Since the 1930s, when unions flourished under New Deal protections, corporations have waged a stealthy and ruthless war against the labor movement. And they’ve been winning. Until today. Because, as McAlevey shows, unions are making a comeback. Want to reverse the nation’s mounting wealth gap? Put an end to sexual harassment in the workplace? End racial disparities on the job? Negotiate climate justice? Bring back unions. As McAlevey travels from Pennsylvania hospitals, where nurses are building a new kind of patient-centered unionism, to Silicon Valley, where tech workers have turned to old-fashioned collective action, to the battle being waged by America’s teachers, readers have a ringside seat at the struggles that will shape our country—and our future.
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As organizational leaders and managers, we can successfully apply all of the Lean Six Sigma principles, quality ideas, and best practices we know and still fail because we have done so within a company culture utterly hostile to such endeavors. In this book, Jeff Veyera shows you how to diagnose your company’s culture in terms of its suitability for your preferred quality improvement approach and then offers guidance on how to either tailor your approach to that culture or change the culture to better suit your approach. If you’ve ever executed a brilliant initiative only to see it chewed up in the prevailing culture of your company, this book is your protection against such soul-crushing setbacks in the future.