PorterHarvard Business SchoolWhether you're new to the field or a seasoned executive, this book will give you a firm grasp on what it takes to make an organization perform. It presents the basic principles of management simply, but not simplistically. Why did an eBay succeed where a Webvan did not? Why do you need "both" a business model "and" a strategy? Why is it impossible to manage without the right performance measures, and do yours pass the test?"What Management Is" is both a beginner's guide and a bible for one of the greatest social innovations of modern times: the discipline of management. Joan Magretta, a former top editor at the "Harvard Business Review, " distills the wisdom of a bewildering sea of books and articles into one simple, clear volume, explaining both the logic of successful organizations and how that logic is embodied in practice.Magretta makes rich use of examples -- contemporary and historical -- to bring to life management's High Concepts: value creation, business models, competitive strategy, and organizational design. She devotes equal attention to the often unwritten rules of execution that characterize the best-performing organizations. Throughout she shows how the principles of management that work in for-profit businesses can -- and must -- be applied to nonprofits as well.Most management books preach a single formula or a single fad. This one roams knowledgeably over the best that has been thought and written with a practical eye for what matters in real organizations. Not since Peter Drucker's great work of the 1950s and 1960s has there been a comparable effort to present the work of management as a coherent whole, to take stock of the current state of play, and to write about it thoughtfully for readers of all backgrounds. Newcomers will find the basics demystified. More experienced readers will recognize a store of useful wisdom and a framework for improving their own performance.This is the big-picture management book for our times. It defines a common standard of managerial literacy that will help all of us lead more productive lives, whether we aspire to be managers or not.

    In Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions--using tools, exercises, assessments, and real-world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team? Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively.

    Suppose that different food inspectors give different ratings to indistinguishable restaurants — or that when a company is handling customer complaints, the resolution depends on who happens to be handling the particular complaint. Now imagine that the same doctor, the same judge, the same inspector, or the same company official makes different decisions, depending on whether it is morning or afternoon, or Monday rather than Wednesday. These are examples of noise: variability in judgments that should be identical.   In Noise, Daniel Kahneman, Cass R. Sunstein, and Olivier Sibony show how noise contributes significantly to errors in all fields, including medicine, law, economic forecasting, police behavior, food safety, bail, security checks at airports, strategy, and personnel selection. And although noise can be found wherever people make judgments and decisions, individuals and organizations alike are commonly oblivious to the role of chance in their judgments and in their actions.   Drawing on the latest findings in psychology and behavioral economics, and the same kind of diligent, insightful research that made Thinking, Fast and Slow and Nudge groundbreaking New York Times bestsellers, Noise explains how and why humans are so susceptible to noise in judgment — and what we can do about it.

    Federal Election Commission trust in our government has reached an all-time low. More than ever before, Americans believe that money buys results in Congress, and that business interests wield control over our legislature.With heartfelt urgency and a keen desire for righting wrongs, Harvard law professor Lawrence Lessig takes a clear-eyed look at how we arrived at this crisis: how fundamentally good people, with good intentions, have allowed our democracy to be co-opted by outside interests, and how this exploitation has become entrenched in the system. Rejecting simple labels and reductive logic-and instead using examples that resonate as powerfully on the Right as on the Left-Lessig seeks out the root causes of our situation. He plumbs the issues of campaign financing and corporate lobbying, revealing the human faces and follies that have allowed corruption to take such a foothold in our system. He puts the issues in terms that nonwonks can understand, using real-world analogies and real human stories. And ultimately he calls for widespread mobilization and a new Constitutional Convention, presenting achievable solutions for regaining control of our corrupted-but redeemable-representational system. In this way, Lessig plots a roadmap for returning our republic to its intended greatness. While America may be divided, Lessig vividly champions the idea that we can succeed if we accept that corruption is our common enemy and that we must find a way to fight against it. In REPUBLIC, LOST, he not only makes this need palpable and clear-he gives us the practical and intellectual tools to do something about it.

    There, one man and his five brilliant sons made their fortune as court agents to a royal prince. It would take Napoleon’s earth-shattering quest to conquer Europe to scatter the five brothers to the four winds, but when the dust of war settled, there was a Rothschild brother and a Rothschild bank in five cities: London, Paris, Frankfurt, Naples, and Vienna. The era of haute finance had begun, and the legend of a banking dynasty more powerful than any royal family in history was established. In this book, you will follow the progress of the Rothschild family through the centuries. Their ranks included not only bankers and financiers but doctors, scientists, bomb experts, and collectors who amassed not only some of the finest art collections in Europe, but also one of the finest bug collections. Find out for yourself how the Rothschilds prevented wars, crowned and uncrowned kings, helped win the battle of Waterloo, looked down their noses at Nazis, and established a Jewish homeland in Palestine.

    Thaler, and Cass R. Sunstein: a revelatory look at how we make decisionsNew York Times bestsellerNamed a Best Book of the Year by The Economist and the Financial Times Every day we make choices—about what to buy or eat, about financial investments or our children’s health and education, even about the causes we champion or the planet itself. Unfortunately, we often choose poorly. Nudge is about how we make these choices and how we can make better ones. Using dozens of eye-opening examples and drawing on decades of behavioral science research, Nobel Prize winner Richard H. Thaler and Harvard Law School professor Cass R. Sunstein show that no choice is ever presented to us in a neutral way, and that we are all susceptible to biases that can lead us to make bad decisions. But by knowing how people think, we can use sensible “choice architecture” to nudge people toward the best decisions for ourselves, our families, and our society, without restricting our freedom of choice.

    The winners and losers are easily identified.In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind.The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance.The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future.Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace.I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.

    Although there are hundreds of books on Hinduism, there are only a few which provide a lucid, accessible, yet deeply layered account of the religion’s numerous belief systems, schools of thought, sects, tenets, scriptures, deities, rituals, customs, festivals and philosophies. This book is one of them. In the tradition of classics of the genre like K. M. Sen’s Hinduism and Sarvepalli Radhakrishnan’s The Hindu View of Life, this book captures the essence of Hinduism with brevity, insight and an enviable grasp of the myriad layers and intricacies of one of the world’s greatest religions. It is a book that is especially timely given the rather controversial role that religion has played in countries around the world. The author tells us why Hinduism is a religion that is well-suited to the needs of the world today: ‘In the twenty-first century, Hinduism has many of the attributes of a universal religion—a religion that is personal and individualistic, privileges the individual and does not subordinate one to a collectivity; a religion that grants and respects complete freedom to the believer to find his or her own answers to the true meaning of life; a religion that offers a wide range of choice in religious practice, even in regard to the nature and form of the formless God; a religion that places great emphasis on one’s mind, and values one’s capacity for reflection, intellectual enquiry, and self-study; a religion that distances itself from dogma and holy writ, that is minimally prescriptive and yet offers an abundance of options, spiritual and philosophical texts and social and cultural practices to choose from. In a world where resistance to authority is growing, Hinduism imposes no authorities; in a world of networked individuals, Hinduism proposes no institutional hierarchies; in a world of open-source information-sharing, Hinduism accepts all paths as equally valid; in a world of rapid transformations and accelerating change, Hinduism is adaptable and flexible, which is why it has survived for nearly 4,000 years.The text of The Hindu Way is embellished with over a hundred photographs and illustrations, many of them in colour, on various aspects of the religion. Based on Dr. Tharoor’s extensive writing on the subject, including the bestselling Why I Am a Hindu, this book gives the reader an unrivaled understanding of Hinduism.

    They start from a single assertion: Leaders do whatever keeps them in power. They don’t care about the “national interest”—or even their subjects—unless they have to. This clever and accessible book shows that the difference between tyrants and democrats is just a convenient fiction. Governments do not differ in kind but only in the number of essential supporters, or backs that need scratching. The size of this group determines almost everything about politics: what leaders can get away with, and the quality of life or misery under them. The picture the authors paint is not pretty. But it just may be the truth, which is a good starting point for anyone seeking to improve human governance.

    It's not a gold star given to those with fancy titles and expensive degrees. Leadership is what we all try to do every day.Based on the author's hard-won experience as a Global CEO, this smart, fun book delivers a step-by-step working manual on how to lead - for anyone. Full of simple and direct approaches, it demystifies an over-analysed subject to get to the heart of modern leadership: the life-changing, career-transforming power to get stuff done.These principles and actionable steps apply to every field, from small businesses to community initiatives, from schools to sports teams to global enterprises. No matter your goal, this book will show you how to:- make effective decisions- build a world-class team- take care of yourself and others- achieve results

    Gerald Posner, author of the groundbreaking investigations "Case Closed" and "Why America Slept," has uncovered the hair-raising political-financial-criminal history of the Beach and reveals a tale that, in the words of one character, "makes "Scarface" look like a documentary." From its beginnings in the 1890s, the Beach has been a place made by visionaries and hustlers. During Prohibition, Al Capone had to muscle into its bootlegging and gambling businesses. After December 1941, when the Beach was the training ground for half a million army recruits, even the war couldn't stop the party. After a short postwar boom, the city's luck gave out. The big hotels went bankrupt, the crime rate rose, and the tourists moved on to Disney World and the Caribbean. Even after the Beach hosted both national political conventions in 1972, nobody would have imagined that this sandy backwater of run-down hotels and high crime would soon become one of the country's most important cultural centers.But in 1981, 125,000 Cubans arrived by the boatload. The empty streets of South Beach, lined with dilapidated Art Deco hotels, were about to be changed irrevocably by the culture of money that moved in behind cocaine and crime. Posner takes us inside the intertwined lives of politicians, financiers, nightclub owners, and real estate developers who have fed the Beach's unquenchable desire for wealth, flash, and hype: the German playboy who bought the entire tip of South Beach with $100 million of questionable money; the mayoral candidate who said, "If you can't take their money, drink their liquor, mess with their women, and then vote against them, you aren't cut out for politics"; the Staten Island thug who became king of the South Beach nightclubs only to have his empire unravel and saved himself by testifying against the mob; the campaign manager who calls himself the "Prince of Darkness" and got immunity from prosecution in a fraud case by cooperating with the FBI against his colleagues; and the former Washington, D.C., developer who played hardball with city hall and became the Beach's first black hotel owner.From the mid-level coke dealers and their suitcases of cash to the questionable billions that financed the ocean-view condo towers, the Beach has seen it all. Posner's singular report tells the real story of how this small urban beach community was transformed into a world-class headquarters for American culture within a generation. It is a story built by dreamers and schemers. And a steroid-injected cautionary tale.

    The four principles that can help us to overcome our brains' natural biases to make better, more informed decisions -- in our lives, careers, families and organizations.In Decisive, Chip Heath and Dan Heath, the bestselling authors of Made to Stick and Switch, tackle the thorny problem of how to overcome our natural biases and irrational thinking to make better decisions, about our work, lives, companies and careers.    When it comes to decision making, our brains are flawed instruments.  But given that we are biologically hard-wired to act foolishly and behave irrationally at times, how can we do better?  A number of recent bestsellers have identified how irrational our decision making can be.  But being aware of a bias doesn't correct it, just as knowing that you are nearsighted doesn't help you to see better.  In Decisive, the Heath brothers, drawing on extensive studies, stories and research, offer specific, practical tools that can help us to think more clearly about our options, and get out of our heads, to improve our decision making, at work and at home.

    secretary of state Condoleezza Rice and Stanford University professor Amy B. Zegart comes an examination of the rapidly evolving state of political risk, and how to navigate it.The world is changing fast. Political risk-the probability that a political action could significantly impact a company's business-is affecting more businesses in more ways than ever before. A generation ago, political risk mostly involved a handful of industries dealing with governments in a few frontier markets. Today, political risk stems from a widening array of actors, including Twitter users, local officials, activists, terrorists, hackers, and more. The very institutions and laws that were supposed to reduce business uncertainty and risk are often having the opposite effect. In today's globalized world, there are no "safe" bets.POLITICAL RISK investigates and analyzes this evolving landscape, what businesses can do to navigate it, and what all of us can learn about how to better understand and grapple with these rapidly changing global political dynamics. Drawing on lessons from the successes and failures of companies across multiple industries as well as examples from aircraft carrier operations, NASA missions, and other unusual places, POLITICAL RISK offers a first-of-its-kind framework that can be deployed in any organization, from startups to Fortune 500 companies.Organizations that take a serious, systematic approach to political risk management are likely to be surprised less often and recover better. Companies that don't get these basics right are more likely to get blindsided.

    Though it never saw the light of day in 1939 (it was only supposed to go up if Britain was invaded), it has suddenly struck a chord in our current difficult times, now we are in need of a stiff upper lip and optimistic energy once again. Gordon Brown had one up in 10 Downing Street and James May wears a Keep Calm T-shirt on the telly - it is suddenly everywhere. The book is packed full of similarly motivational and inspirational quotes, proverbs, mantras and wry truths to help us through the recession, from such wits as Churchill, Disraeli and George Bernard Shaw. Funny, wise and stirring - it is a perfect source of strength to get us all through the coming months.'A banker is a fellow who lends you his umbrella when the sun is shining and wants it back the minute it begins to rain' Mark Twain 'It's a recession when your neighbor loses his job; it's a depression when you lose your own' Harry S. Truman'An economist is an expert who will know tomorrow why the things he predicted yesterday didn't happen today' Laurence J. Peter'Always laugh when you can. It is cheap medicine' Lord Byron'Better bread with water than cake with trouble' Russian Proverb

    Part 1 is about the purpose and importance of having principles in general, having nothing to do with mine. Part 2 explains my most fundamental life principles that apply to everything I do. Part 3, explains my management principles as they are being lived out at Bridgewater. Since my management principles are simply my most fundamental life principles applied to management, reading Part 2 will help you to better understand Part 3, but it’s not required—you can go directly to Part 3 to see what my management principles are and how Bridgewater has been run. One day I’d like to write a Part 4 on my investment principles. If you are looking to get the most bang for your buck (i.e., understanding for the effort), I suggest that you read Parts 1 and 2, and the beginning of Part 3 (through the Summary and Table of Principles) which will give you nearly the whole picture. It’s only about 55 pages of a normal size book. Above all else, I want you to think for yourself—to decide 1) what you want, 2) what is true and 3) what to do about it. I want you to do that in a clear-headed thoughtful way, so that you get what you want. I wrote this book to help you do that. I am going to ask only two things of you—1) that you be open-minded and 2) that you honestly answer some questions about what you want, what is true and what you want to do about it. If you do these things, I believe that you will get a lot out of this book. If you can’t do these things, you should reflect on why that is, because you probably have discovered one of your greatest impediments to getting what you want out of life.