Boyer's Scholarship Reconsidered offers a new paradigm that recognizes the full range of scholarly activity by college and university faculty and questions the existence of a reward system that pushed faculty toward research and publication and away from teaching.

    Grounded in the latest knowledge and filled with illustrative examples from diverse institutions, as well as helpful reflection questions, the book's guidance can be put to immediate use. In addition, the authors suggest ways of avoiding common pitfalls and address what to do when faced with budget fluctuations and changing fiscal environments."This book is vitally important for understanding the complex financial underpinnings of higher education. Could there be a more critical time for administrators to add to their knowledge in this area? I don't think so." --EUGENE S. SUNSHINE, senior vice president for business and finance, Northwestern University"The authors have produced an easily readable and valuable resource for board members, administrators, students, faculty, or anyone interested in knowing about budgeting and the budgeting process. Their treatment of the subject is thorough and complete." --LARRY H. DIETZ, vice chancellor for student affairs, Southern Illinois University, Carbondale"This is the best 'nitty-gritty-how-to' book on university budgeting that I have found. My graduate students at both the master's and doctoral levels have found it to be a comprehensive, insightful, and useful tool in their graduate studies." --LINDA KUK, program chair, Higher Education Graduate Programs, and associate professor of education, Colorado State University

    There was atime when this revered organization ranked among the lowest in the country in this area. Within ten years, however, it had climbed to among the highest and has emerged as the thought leader in the space.How did Cleveland Clinic turn itself around so effectively and so quickly?More important, how can you do the same with your organization?In gripping, visceral, on-the ground fashion, Service Fanatics reveals the strategies and tactics the Clinic applied to become one of today's leading patient-experience healthcare organizations--methods that seamlessly translate to any business seeking to improveits customer experience. This strategic guide covers:How the Clinic's leaders redefined the concept of patient experience and developed a strategy to improve itCritical lessons learned regarding organization, recruitment, training, and measuring service excellenceWays in which the Clinic aligned its entire workforce around its Patients First strategyHow leaders improved the critical element of physician communicationRather than view patients simply as sick people who need treatment, Cleveland Clinic sees them also as important stakeholders in the organization's success. Patients are customers--who desire, pay for, and deserve the best possible care and experience during what is often a challenging time in their lives.Featuring customer service case studies, as well as invaluable insight from C-level executives at top corporations in various industries, Service Fanatics provides actionable lessons for any manager and business leader beyond healthcare.Whether you run a healthcare institution, nonprofit, or for-profit business, Service Fanatics will help you create the kind of customer experience that promises to transform your organization into an industry powerhouse.

    Is it growing? Is it diminishing? Is it somewhere in between? Acclaimed church leader, blogger, and founder and chief strategic officer of The Unstuck Group, Tony Morgan has identified the seven stages of a church's lifecycle that range from the hopeful and optimistic days of launch, to the stagnating last stages of life support.Regardless of the stage in which you find your church, it carries with it the world's greatest mission—to "go and make disciples of all the nations . . ." With eternity at stake the Church should be doing most everything within its power to see lives changed forever. The Church should strive for the pinnacle of the lifecycle, where they are continually making new disciples and experiencing what Morgan refers to as "sustained health."In The Unstuck Church, Morgan unpacks each phase of the church lifecycle, and offers specific and strategic next steps the church leader can take to find it's way to sustained health . . . and finally become unstuck.The Unstuck Church is a call for honest an assessment of where your church sits on the lifecycle, and a challenge to move beyond it.

    In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be—or are actually being tested as—the firm's CEO-elect. Despite all this, the COO role has not received much attention.Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors—a scholar and a consultant—develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today's economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick & Struggles; InBev; Kohlberg Kravis Roberts & Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book:On focusing on success"The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, 'They love you until they don't.' I am going to stay happy until I am not."—Dan Rosensweig, COO Yahoo!On the relationship between the CEO and COO"Deep down, you have to trust each other and you have to like each other. If you don't like each other, and/or don't trust each other, it may work, kind of, but it will be at a fifty percent level at best."—Craig Weatherup, Director, Starbucks, and former Chairman, PepsiOn the challenges of transitioning into the COO role"If you can't conceptualize the strategic objectives or help drive that or participate in that, I don't think you are going to succeed. But, equally, if you can't translate that into an executable plan, you are not going to succeed either."—Shantanu Narayen, COO, Adobe SystemsAdditional Quotes:"Miles & Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We've seen several COOs who have been total winners, but it's striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together."—Jim Williams, Partner, Texas Pacific Group"The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design."—Dale Morrison, President & Chief Executive Officer, McCain Foods Limited"The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today's corporate structure."—John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group"The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources

    This enables you to scan, absorb, and share the management insights with others. A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suitedfor, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.

    Student-loan debt in the United States crossed the $1 trillion mark in 2011. To say that the cost of a four-year college education is inflated on many campuses would be an understatement—and that education bubble is about to burst. Jeffrey J. Selingo, editor at large for The Chronicle for Higher Education and senior fellow at Education Sector, argues that America’s higher education system is broken and that the great credential race has transformed universities into big business. In the wake of the 2008 recession, colleges can no longer sell a degree at any price as the ticket to success in life. Brand-name universities like Harvard, Yale, Cornell, and Stanford will always find students and families willing to pay the sticker price because of their institution’s global prestige, influential alumni networks, and considerable endowments. But the campuses that the vast majority of Americans attend, where some students go into tens of thousands of dollars in debt for degrees with little payoff, will need to adapt fast to the changing job market and new technological breakthroughs. As an industry insider who has covered higher education for more than 15 years, Selingo offers a critical examination of the current state of affairs and the pressing issues faced by students and parents. He also seeks out institutions like Arizona State University and the University of Central Florida that are leading the way into the future. Selingo predicts that the class of 2020 will have a college experience that is radically different from the one their parents had, and the college of the future will be personalized, leaner, and better able to arm students with the hard skills they need to enter the workforce of tomorrow. College (Un)bound will be a great resource for prospective students, but more important, it will change the way you think about higher education.

    Vella sees the path to learning as a holistic, integrated, spiritual, and energetic process. She uses engaging, personal stories of her work in a variety of adult learning settings, in different countries and with different educational purposes, to show readers how to utilize the twelve principles in their own practice with any type of adult learner, anywhere.

    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.

    But the reality often falls short... Now imagine having a team where everyone steps up and performs all of the leadership tasks. Imagine a team that is constantly sharing knowledge and pushing the envelope--one that does long term planning and produces outstanding performance. A Team of Leaders shows readers how to design systems that nurture the leadership potential of every employee--the key to creating high-performance teams. The book's proven principles and techniques include: ● The Five-Stage Team Development Model that maps the transition from traditional to self-directed teams ● Best practices in team process design ● A Team Value Creation Tool that allows members to appreciate the significance of what they contribute each day ● Visual Management ● And more Filled with real-world examples, this fresh approach transforms passive groups of disparate people into effective teams of leaders--workplace teams that work!

    This book is one of those stories - about a manager and his mentor. It offers unique encouragement and direction that will help you become a better manager, employee, and person.

    Now, in On Grand Strategy, Gaddis reflects on what he has learned. In chapters extending from the ancient world through World War II, Gaddis assesses grand strategic theory and practice in Herodotus, Thucydides, Sun Tzu, Octavian/Augustus, St. Augustine, Machiavelli, Elizabeth I, Philip II, the American Founding Fathers, Clausewitz, Tolstoy, Lincoln, Wilson, Franklin D. Roosevelt, and Isaiah Berlin. On Grand Strategy applies the sharp insights and wit readers have come to expect from Gaddis to times, places, and people he's never written about before. For anyone interested in the art of leadership, On Grand Strategy is, in every way, a master class.

    This is a summary of First Break all the rulesThe complete book can be found here: First, Break All the Rules: What the World's Greatest Managers Do Differently

    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.