Well known author, Fred Luthans is the 5th highest Publisher in Academy of Management Journals, is a senior research scientist with the Gallup Organization, and continues to do research in the organizational behavior area. Organizational Behavior, 11th Edition is ideal for instructors who take a research-based and conceptual approach to their OB course.

    Providing strategies and solutions for the managers of today, this book offers answers for improving employee commitment and profitability by strategically acknowledging employee effort. How is it done? The deceptively simply answer: with carrots.

    Along the way, Mattis recounts his foundational experiences as a leader, extracting the lessons he has learned about the nature of warfighting and peacemaking, the importance of allies, and the strategic dilemmas--and short-sighted thinking--now facing our nation. He makes it clear why America must return to a strategic footing so as not to continue winning battles but fighting inconclusive wars.Mattis divides his book into three parts: Direct Leadership, Executive Leadership, and Strategic Leadership. In the first part, Mattis recalls his early experiences leading Marines into battle, when he knew his troops as well as his own brothers. In the second part, he explores what it means to command thousands of troops and how to adapt your leadership style to ensure your intent is understood by your most junior troops so that they can own their mission. In the third part, Mattis describes the challenges and techniques of leadership at the strategic level, where military leaders reconcile war's grim realities with political leaders' human aspirations, where complexity reigns and the consequences of imprudence are severe, even catastrophic.Call Sign Chaos is a memoir of a life of warfighting and lifelong learning, following along as Mattis rises from Marine recruit to four-star general. It is a journey about learning to lead and a story about how he, through constant study and action, developed a unique leadership philosophy, one relevant to us all.

    He is the “grey eminence” within the Army whose influence helped to shape the careers of George Patton, George Marshall, and, most notably, President Eisenhower. What little is known about Conner comes primarily through stories about his relationship with Eisenhower, but little is known about Fox Conner himself.After a career that spanned four decades, this master strategist ordered all of his papers and journals burned. Because of this, most of what is known about Conner is oblique, as a passing reference in the memoirs of other great men. This book combines existing scholarship with long-forgotten references and unpublished original sources to achieve a more comprehensive picture of this dedicated public servant. The portrait that emerges provides a four-step model for developing strategic leaders that still holds true today. First and foremost, Conner was a master of his craft. Secondly, he recognized and recruited talented subordinates. Then he encouraged and challenged these protégés to develop their strengths and overcome their weaknesses. Finally he wasn’t afraid to break the rules of the organization to do it. Here, for the first time ever, is the story of Major General Fox Conner.

    Carr's skills as historian and storyteller come to the fore in this thrilling account of the kind of adventurer the world no longer sees. Photographs.

    This work contains components of the model, which include staffing models and strategy, staffing support systems (legal compliance, planning, job analysis and rewards), core staffing systems (recruitment, selection, employment), and staffing system and retention management.

    Examples of the many perspectives based on real-life characters include: Hu, a VC “informant” whose false information led the Rangers straight into the jaws of a ferocious ambush; General Tanh, the COSVN commander; Major Nguyen Hiep, the 52d Ranger Commander; and Ranger POWs later returned by the North.Nightingale moreover offers the point of view of an American advisor to elite Vietnamese troops, a vital perspective regrettably underrepresented in the literature of Vietnam, including Burns’ documentary. Added to this are well-informed conjecture of enemy psychology; insight into the dedication and often misunderstood role of the elite Vietnamese Ranger forces; the intelligence acquired from debriefing captured Rangers, whose captors had told them that the entire battle had been a carefully staged attack planned by COSVN as part of a larger Total War strategy developed by the leadership of the North Vietnamese Army; and an eyewitness account by a gifted author who is a rare survivor of one of the most vicious—and heretofore forgotten—battles of the war.

    Can Australia defend itself in the Asian century? How seriously ought we take the risk of war? Do we want to remain a middle power? What kind of strategy, and what Australian Defence Force, do we need? In this groundbreaking book, Hugh White considers these questions and more. With exceptional clarity and frankness, he makes the case for a reconceived defence of Australia. Along the way he offers intriguing insights into history, technology and the Australian way of war. Hugh White is the country’s most provocative, revelatory and yet realistic commentator on Australia’s strategic and defence orientation. In an age of power politics and armed rivalry in Asia, it is time for fresh thinking. In this controversial and persuasive contribution, White sets new terms for one of the most crucial conversations Australia needs to have.

    The tipping point, Mirbat, South Oman, 19 July 1972 is one of the least-known yet most crucial battles of modern times. If the SAS had been defeated at Mirbat, the Russian and Chinese plan for a communist foothold in the Middle East would have succeeded, with catastrophic consequences for the oil-hungry West. OPERATION STORM is a page-turning account of courage and resilience. Mirbat was a battle fought and won by nine SAS soldiers and a similar number of brave local people - some as young as ten years old - outnumbered by at least twenty-five to one. Roger Cole, one of the SAS soldiers who took part, and writer Richard Belfield have interviewed every SAS survivor who fought in the battle from the beginning to the end - the first time every single one of them has revealed their experience. OPERATION STORM is a classic story of bravery against impossible odds, minute by minute, bullet by bullet.

    So begins The Dying Place, David Maurer’s unflinching look at MACV-SOG, Vietnam, and a young man’s entry into war. Fresh from the folds of the Catholic Church, Sgt. Sam Walden is quickly embraced by another religion, jungle warfare. After four years there may be no resolution between the two; God knows Sam has tried. But how many Hail Mary’s will absolve him of what he has done in Laos? Walden is a war-weary Green Beret, regularly tested beyond normal limits by the ever-changing priorities of the puzzle palace in Saigon. And yet he overcomes, staying alive to go on mission after mission with his one-one and his little people. To them he is everything – strength, compassion, courage. He will not let them down. David Maurer’s own experiences at MACV-SOG’s Command and Control North come to life in this tense action-packed story. The U.S. was not supposed to be in Laos during the Vietnam War and by all accounts, we weren’t. Some know better, and fortunately, Maurer is one of those. With a fine ear for dialogue Maurer takes you back and sets you down squarely on the LZ, where inner turmoil is quelled and external conflict takes over, if only for awhile. If you’re lucky, you just might make it out alive.

    The Russians, who had occupied the country throughout the 1980s, were long gone. The disparate ethnic and religious leaders who had united to eject the invaders - the famous mujaheddin - were at each others' throats. For the rural poor of Kandahar province, life was almost impossible.On 12 October 1994 a small group of religious students decided to take matters into their own hands. Led by an illiterate village mullah with one eye, some 200 of them surrounded and took Spin Boldak, a trucking stop on the border with Pakistan. From this short and unremarkable border skirmish, a legend was born. The students' numbers swelled as news of their triumph spread. The Taliban, as they now called themselves - taliban is the plural of talib, literally 'one who seeks knowledge' - had a simple mission statement: the disarmament of the population, and the establishment of a theocracy based on Sharia law. They fought with a religious zeal that the warring mujaheddin could not match.By February 1995, this people's revolt had become a national movement; 18 months later Kabul fell, and the country was effectively theirs. James Fergusson's fascinating account of this extraordinary story will be required reading for anyone who wishes to understand the situation in Afghanistan, now and for the future...

    Lewis Pugh knows oceans. He was the first to complete a long distance swim in every ocean of the world, and has pioneered more swims around famous landmarks than any other person in history. He swam across the icy waters of the North Pole to highlight the melting of the Arctic Sea ice, and across a glacial lake on Mount Everest to draw attention to the impact of climate change on the Himalayan glaciers. It was there that he met his first yak. Trekking behind them up the icy slopes, watching them cross skeletal bridges over dizzying ravines, and listening to them breathe outside his tent each night, Lewis got to think about the things he most admires in a yak. And found that those qualities were not unlike the ones that enabled him to meet his own challenges - and achieve things that people believed to be impossible.In 21 Yaks and a Speedo, Lewis shares his ability to dream big dreams, build crack teams, and get the job done. You'll be inspired by his devotion to excellence, his loyalty to his crew, and his belief in never giving up. These are 21 strategies Lewis used to achieve what no one thought was possible. The principles are simple but effective. Stick by them, he says, and you will achieve your own impossible.

    One essentially comes from the Harvard Business School camp, and it’s perhaps best described as “Thou Shalt Collaborate.” This approach teaches that negotiating parties should always work together toward common interests. The other school of thought, mostly pushed by author/consultant Roger Dawson, takes an opposite approach. Call it “Thou Shalt Compete,” this approach is always overtly or subtly adversarial. The One Minute Negotiator differs in that it doesn’t single-mindedly push one strategy over the other—in the real world every negotiation differs depending on the participants and the circumstances. The authors provide an easy-to-use tool that allows you to understand your own negotiation strategy and quickly match it to the negotiation strategy used by the other side and to the situation.   Too many people lose out in negotiations because of apprehension and misunderstanding about the process—what the authors call “negotiaphobia”. By providing a simple, straightforward process anyone can use The One Minute Negotiator to help conquer their fears and achieve the most beneficial outcome in all their dealings.

    The result: Though often faced with extraordinarily dynamic and complex challenges, the Marines get the job done every time.Their secret? Don't think boot camp. Instead, the Marines have refined a wide-ranging system of management practices that have undergone continuous evolution under the most demanding conditions conceivable. Armed with these straightforward principles, any organization can achieve the high-impact responsiveness demanded by today's ultra-competitive, fast-changing business environments.In Corps Business, author David H. Freedman brings these principles--and their application to the business world--to light in clear, fascinating form. Freedman brings you along to observe, firsthand the high-speed Marine environment, where you'll take part in urban combat practice maneuvers, sit in on mission planning sessions, spend time on a "floating invasion party," and participate in a live-fire combat exercise. Along the way, you'll tap the wisdom of scores of Marines from three-star generals to grunts. Here are some examples:Managing by end-state--Tell people what needs to be accomplished and why, and leave the details to them.The 70-percent solution--It's better to decide quickly on an imperfect plan than to spend time considering every angle and roll out a perfect plan when it's too late.Authority on demand--While retaining a strong management pyramid, encourage people even at the lowest levels to make any and all decisions necessary to accomplish the mission when management guidance isn't at hand.Anyone facing entrenched or predatory competitors, short time frames, chaotic markets, and obstacles in every direction, has a simple choice: Learn to move fast, change on the fly, and inspire employees--or die. The Marines are here to help.With a foreword by Gen. Charles C. Krulak, Thirty-first Commandant of the United States Marine Corps.

    Defining folly as the pursuit by governments of policies contrary to their own interests, despite the availability of feasible alternatives, Tuchman details four decisive turning points in history that illustrate the very heights of folly in government: the Trojan War, the breakup of the Holy See provoked by Renaissance Popes, the loss of the American colonies by Britain's George III & the USA's persistent folly in Vietnam. THE MARCH OF FOLLY brings the people, places & events of history alive for today's reader.