The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it’s good organizational advice, delivered by Dr. Pfeffer himself.

    It shows teachers how to create an environment in which technology can effectively enhance learning. It contains a technology integration framework that builds on research and the TIP model.

    Yet, during the 1990s millions have died in wars in Africa, Eastern Europe, and Asia, and millions more have become refugees from war-torn regions.In this pathbreaking book, the author argues that, in the context of globalization, what we think of as war—war between states in which the aim is to inflict maximum violence—is becoming an anachronism. In its place is a new type of organized violence, which she calls “new wars,” a mixture of war, organized crime, and massive violations of human rights. The actors are both global and local, public and private. These wars are fought for particular political goals using tactics of terror and destabilization that are theoretically outlawed by the rules of modern warfare; an informal criminalized economy is built into the functioning of these new wars.The author asserts that political leaders and international institutions have been unable to deal with the spread of these wars mainly because they have not come to terms with their logic; wars are treated either as old wars or as anarchy. Her analysis offers a basis for a cosmopolitan political response to these wars in which the monopoly of legitimate organized violence is reconstructed on a transnational basis, and international peacekeeping is reconceptualized as cosmopolitan law enforcement. The author shows how this approach has profound implications for the reconstruction of civil society, political institutions, and economic and social relations.

    If pre-industrial societies were held together by common values, sentiments, and norms, equally shared by all, what holds modern societies, with their complex division of labor and non-cohesive social structure, together? What did this new social order mean for the autonomy of the individual? Durkheim argued that class conflict is not inherent in a capitalist society, as Marx contended, but that the unfettered growth of state power would lead to the extinction of individuality. Only in a free society that promotes voluntary bonds between its members, Durkheim suggested, can individuality prosper.In this new edition, the first since 1984, world-renowned Durkheim scholar Steven Lukes revisits and revises the original translation to enhance clarity, accuracy, and fluency for the contemporary reader. Lukes also highlights Durkheim’s arguments by putting them into historical context with a timeline of important information. For students and scholars, this edition of The Division of Labor is essential reading and key to understanding the relevance of Durkheim’s ideas today.

    Nations worry about the learning of their citizens, companies about the learning of their workers, schools about the learning of their students. But it is not always easy to think about how to foster learning in innovative ways. This book presents a framework for doing that, with a social theory of learning that is ground-breaking yet accessible, with profound implications not only for research, but also for all those who have to foster learning as part of their responsibilites at work, at home, at school.

    This complex, contested intersection has led to censorship and worse-alarm, irrationality, and a failure to examine our ways of teaching, particularly teaching literacy to boys. In this book Tom Newkirk takes an up-close and personal look at elementary boys and their relationship to sports, movies, video games, and other venues of popular culture. Unlike the alarmists, he sees these media not as enemies of literacy, but as resources for literacy.Through a series of extraordinary interviews, Newkirk listens to young boys, and girls, who describe the pleasure they take in popular culture. They explain the ways in which they use visual narratives in their writing. They even defend their use of violence in their work. Newkirk disproves the simplistic stereotype of boys who are primed to imitate the violence they see. He shows that, rather than mimic, boys most often transform, recombine, and participate in story lines, and resist, mock, and discern the unreality of icons of popular culture.Using a mixture of memoir, research project, cultural analysis, and critique of published findings, Newkirk encourages schools to ask questions about what counts as literacy in boys and what doesn't, to allow in their literacy programs boys' diverse tastes, values, and learning styles. In other words, if we want boys to join the literacy club, then we have to invite them in with genres of their own choosing.

    At Mach 2, the instrument panel of an F-15 is screaming out information, the horizon is a blur, the wingman is occupied, the jet is hanging on the edge -- and yet fighter pilots routinely handle the stress. It's not much different in today's unforgiving business world. One slipup and your company is bankrupt before your employees know what hit them.What works on the squadron level for F-15 pilots will also work for your marketing team, sales force, or research and development group. By analyzing the work environment and attacking its centers of gravity in parallel, you'll begin to utilize the Plan-Brief-Execute-Debrief-Win cycle that will rapidly impact your business's future success. U.S. fighter squadrons have been using this program for nearly fifty years to reduce their mistake rate, cut casualties and equipment losses, and rack up an envious victory record. Now, with Flawless Execution, your business can too.

    Applying economic analysis to the subjects of the political scientist, sociologist, and economist, Mancur Olson examines the extent to which the individuals that share a common interest find it in their individual interest to bear the costs of the organizational effort.The theory shows that most organizations produce what the economist calls "public goods"--goods or services that are available to every member, whether or not he has borne any of the costs of providing them. Economists have long understood that defense, law, and order were public goods that could not be marketed to individuals, and that taxation was necessary. They have not, however, taken account of the fact that private as well as governmental organizations produce public goods.The services the labor union provides for the worker it represents, or the benefits a lobby obtains for the group it represents, are public goods: they automatically go to every individual in the group, whether or not he helped bear the costs. It follows that, just as governments require compulsory taxation, many large private organizations require special (and sometimes coercive) devices to obtain the resources they need. This is not true of smaller organizations for, as this book shows, small and large organizations support themselves in entirely different ways. The theory indicates that, though small groups can act to further their interest much more easily than large ones, they will tend to devote too few resources to the satisfaction of their common interests, and that there is a surprising tendency for the "lesser" members of the small group to exploit the "greater" members by making them bear a disproportionate share of the burden of any group action.All of the theory in the book is in Chapter 1; the remaining chapters contain empirical and historical evidence of the theory's relevance to labor unions, pressure groups, corporations, and Marxian class action.

    This highly accessible book is aimed at anyone who wants to improve their financial situation, from the financial novice who needs clear basic guidelines on how to deal with money to those who are more financially savvy but want to supplement their knowledge. Covering a range of topics, from saving, investing, debt management, buying a house to blunders to avoid, Become Your Own Financial Advisor provides people of all ages and levels of wealth with practical information on how to improve their finances. And, in the process, proves that financial freedom is possible for everyone.

    That's what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first. But building tomorrow's businesses while simultaneously sustaining excellence in today's demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed.The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. "Forget, Borrow, Learn" is every leader's guide to execution in unexplored territory.

    As they created larger societies, however, inequality rose, and by 2500 BCE truly egalitarian societies were on the wane. In The Creation of Inequality, Kent Flannery and Joyce Marcus demonstrate that this development was not simply the result of population increase, food surplus, or the accumulation of valuables. Instead, inequality resulted from conscious manipulation of the unique social logic that lies at the core of every human group.A few societies allowed talented and ambitious individuals to rise in prestige while still preventing them from becoming a hereditary elite. But many others made high rank hereditary, by manipulating debts, genealogies, and sacred lore. At certain moments in history, intense competition among leaders of high rank gave rise to despotic kingdoms and empires in the Near East, Egypt, Africa, Mexico, Peru, and the Pacific.Drawing on their vast knowledge of both living and prehistoric social groups, Flannery and Marcus describe the changes in logic that create larger and more hierarchical societies, and they argue persuasively that many kinds of inequality can be overcome by reversing these changes, rather than by violence.

    We obsess over our emails, Instagram likes, and Facebook feeds; we binge on TV episodes and YouTube videos; we work longer hours each year; and we spend an average of three hours each day using our smartphones. Half of us would rather suffer a broken bone than a broken phone, and Millennial kids spend so much time in front of screens that they struggle to interact with real, live humans. In this revolutionary book, Adam Alter, a professor of psychology and marketing at NYU, tracks the rise of behavioral addiction, and explains why so many of today's products are irresistible. Though these miraculous products melt the miles that separate people across the globe, their extraordinary and sometimes damaging magnetism is no accident. The companies that design these products tweak them over time until they become almost impossible to resist. By reverse engineering behavioral addiction, Alter explains how we can harness addictive products for the good—to improve how we communicate with each other, spend and save our money, and set boundaries between work and play—and how we can mitigate their most damaging effects on our well-being, and the health and happiness of our children.

    It shows how the components of design interact with each other, and provides a strategy for creating coherent and workable relationships among these design components, highlighting key design issues. Written in an informal, jargon-free style, the new Third Edition incorporates examples and hands-on exercises.

    An introduction to the work of the greatest German sociologist and a key figure in the development of present-day sociological thought.

    With conventional solutions failing, a new culture of decision-making is called for. Strategic design is about applying the principles of traditional design to "big picture" systemic challenges such as healthcare, education and the environment. It redefines how problems are approached and aims to deliver more resilient solutions. In this short book, Dan Hill outlines a new vocabulary of design, one that needs to be smuggled into the upper echelons of power. He asserts that, increasingly, effective design means engaging with the messy politics - the "dark matter"- taking place above the designer's head. And that may mean redesigning the organization that hires you.