The cases in the 15th edition are excerpted and edited by the authors. The syntax is not altered, therefore retains the language of the courts. As in recent previous editions, the 15th edition includes a mix of actual AND hypothetical cases. This text is our most research-based Business Law text.

    What resulted was Apple.When Sergey Brin and Larry Page met at Stanford, they were in their early twenties. They were soon to start Google.Today’s teenagers are our smartest generation yet. They are tomorrow’s entrepreneurs, investors, managers, policy makers, watchdogs and of course, consumers. But do you know what the corporate and business world is all about? How do businesses touch everyone’s lives? What really makes an entrepreneur tick? How does the engine of a company run? Who is a social entrepreneur?And why do we need the world of business—is business good or bad for us?If you are curious, come join Subroto Bagchi and a group of smart teenagers on their exciting voyage of discovery, and in the process, get yourself a teen MBA!

    They face monumental decisions in unpredictable times; their actions have implications far beyond their own organizations; and they are judged mercilessly and incessantly by both their constituents and the media. Professionals, then, would do well to study the leadership traits that made Kennedy one of the most respected, beloved, and influential world leaders in modern history. John F. Kennedy on Leadership analyzes what made Kennedy, both before and during his Presidency, a unique and dominant force who would serve as the standard by which future leaders would be judged. Readers will learn the value of: * Planning and decision making: Consult widely, then act. * Crisis management: Don’t let events manage you. * Building a team: Find your own "Bobby." * Independence: Don’t follow the crowd. * Mistakes: Learn from them and move on. This timely (and timeless) book will be of interest to anyone involved in leadership.

    . .Mr. O'Toole puts soul and values squarely back into a vital topic, leadership."--Tom Peters The New York Times Book Review"A deeply philosophical and eminently practical study of leadership as change."--James MacGregor BurnsPulitzer Prize and National Book Award winner, and author of LeadershipCurrent management philosophy advocates an outmoded Machiavellian approach to running organizations: Leaders are told in countless books that they can only accomplish their goals by being tough, manipulative, dictatorial, or paternalistic as the situation requires.In Leading Change, noted management theorist James O'Toole proposes a provocative new vision of leadership in the business world--a vision of leadership rooted in moral values and a consistent display of respect for all followers. As O'Toole brilliantly demonstrates, values-based leadership is not only fair and just, it is also highly effective in today's complex organizations.When leaders truly believe that their prime goal is the welfare of their followers, they get results. The finest leaders--from political giants like Washington, Jefferson, and Lincoln to contemporary CEOs like Max De Pree and James Houghton--have always shared leadership with their followers. They create organizations that encourage change and self-reevaluation; they foster an atmosphere of open-mindedness and fresh thinking, in which assumptions can be challenged and goals reassessed. Grounded in the ideas of moral philosophy, Leading Change powerfully transcends the standard how-to management primer to define a challenging new approach to leadership. As O'Toole so persuasively argues, growth and change are possible, indeed necessary, and they will be effected by individuals who have the stature and the courage to lead morally. This important book, at once thought-provoking and totally practical, is bound to take its place as one of the landmark business volumes of our times."Jim O'Toole has written the essential work for organizations to survive and thrive in today's changing world. His intellectually penetrating thinking shows us how the sometimes conflicting problems we wrestle with--often in piecemeal fashion--fit together to form a complete picture, even as the picture itself continues to change. His message is so critical to the very existence of every organization that any leader who fails to heed his advice condemns his or her company to mediocrity and/or early death. It's that basic."--Warren Bennis Professor and founding chairman of the Leadership Institute at the University of Southern California Author of An Invented Life and Why Leaders Can't Lead

    The 9th edition continues to examine the strategic choices in managing total compensation. The total compensation model introduced in chapter one serves as an integrating framework throughout the book. The authors discuss major compensation issues in the context of current theory, research, and real-business practices. Milkovich and Newman strive to differentiate beliefs and opinions from facts and scholarly research. They illustrate new developments in compensation practices as well as established approaches to compensation decisions.

    Anthony Bolton, the UK s most successful stock market investor, tells the story of his contrarian approach to managing money. He provides invaluable lessons on the factors that really matter in picking a stock: the need to identify good managers, how to run a portfolio, the importance of value investing, reading charts and how to trade successfully.It s not easy to continually buy low and sell high. This book gives clear directions for doing well in the stock market, and doing well consistently. Investing Against the Tide shows you how to make the right decisions at the right time.Anthony Bolton is considered the UK s most successful stock market investor and fund manager. Over twenty five years he delivered a market-beating return of 20% in his Fidelity Special Situations Fund. How did he do it, and what can you learn from him?In Investing Against the Tide, Anthony Bolton tells the story of his contrarian approach to managing money. He provides invaluable lessons on the factors that really matter when investing: how to pick a stock, the need to identify good managers, how to run a portfolio, the importance of value investing, reading charts and how to trade successfully.In this account of financial accomplishment, Bolton reveals the secrets of his success. It s not easy constantly to buy low and sell high and this book gives clear directions for doing well in the stock market, and doing well consistently. Chapter by chapter Investing Against the Tide shows you how to make the right decisions at the right time and featured key lessons show you how you really can learn from a life running money.Investing Against the Tideis an authoritative guide for investment professionals, offering them a rare insight into what it really takes to run money in a top-performing fund, as well as providing amateur investors the chance to learn the stock-picking strategies from a leading money-manager. About the authorAnthony Bolton left Cambridge University with a degree in engineering to begin a career in the City. He started as a graduate trainee working for Keyser Ullmann in 1971 before taking up a full time position as an assistant in their investment department. In 1976 he moved to Schlesingers where he became, for the first time, an investment manager. In 1979, aged 29, he was recruited by Fidelity, the international fund management group, as one of its first London-based investment managers, a move that proved to be the launch of a long and successful career. In surveys of professional investors, he is regularly voted the fund manager most respected by his peers. He retired from full-time investment management at the end of 2007, but continues to work at Fidelity as a mentor of the analysts and younger fund managers as well as being involved in overseeing Fidelity s investment process. His hobby is composing classical music. Anthony Bolton is married with three children and lives in West Sussex."

    Most importantly, it's about how to avoid making these same mistakes yourself.In The San Francisco Fallacy, serial entrepreneur and venture capitalist Jonathan Siegel looks at the 10 biggest fallacies that run through startup culture. Over his many years launching companies, he's fallen victim to what he now recognizes as a series of common errors, misconceptions that bedevil startups to this day. But he also learned how to sidestep and surmount many of these challenges.After multiple eight-figure exits and other startup successes, Jonathan began to see the deeper fallacies in which his failures took root. His biggest career successes, on the other hand, seemed to come when he and his teams went against the tide and did everything "wrong."This book is an examination of the popular belief system about startups. At its heart is a series of challenges to years of accumulated startup orthodoxy. What emerges is not just a critique but an inspiring call--to anyone trying to build a successful business--for a broader kind of critical thinking.

    It is that simple. For over 10 years, Henry Evans has worked with hundreds of organizations around the world, teaching and building accountability. This book offers that same guidance to you, your colleagues and your team to reach new levels of excellence and success. In Winning with Accountability, Henry offers a step-by-step guide to help any organization improve performance by creating a culture of accountability. The strategies in this book are simple, easy to implement...and the results are immediate! It should be required reading for every member of every team. Read, enjoy, and win with accountability!

    In its most simple form, earned value equates to fundamental project management. This is not a new book, but rather it is an updated book. Authors Quentin Fleming and Joel Koppelman have made some important additions. In many cases, there will be no changes to a given section. But in other sections, the authors have made substantial revisions to what they had described in the first edition. Fleming and Koppelman’s goal remains the same with this update: describe earned value project management in its most fundamental form, for application to all projects, of any size or complexity. Writing in an easy-to-read, friendly, and humorous style characteristic of the best teachers, Fleming and Koppelman have identified the minimum requirements that they feel are necessary to use earned value as a simple tool for project managers. They have also witnessed the use of simple earned value on software projects, and find it particularly exciting. Realistically, a Cost Performance Index (CPI) is the same whether the project is a multibillion-dollar high-technology project, or a simple one hundred thousand-dollar software project. A CPI is a CPI … period. It is a solid metric that reflects the health of the project. In every chapter, Fleming and Koppelman stick with using simple stories to define their central concept. Their project examples range from peeling potatoes to building a house. Examples are in round numbers, and most formulas get no more complicated than one number divided by another. Earned Value Project Management—Second Edition may be the best-written, most easily understood project management book on the market today. Project managers will welcome this fresh translation of jargon into ordinary English. The authors have mastered a unique "early-warning" signal of impending cost problems in time for the project manager to react.

    It shows you how you can unleash astonishing potential by building the trust, delivering the change, and inspiring the focus that underpins sustainable high performance.From extensive interviews with executives from all over the world, as well as from surveys with more than a thousand executives, the book reveals the nine characteristics that Secure Base Leaders display on a daily basis. The research shows that a primary difference between a successful leader and a failed leader is the presence or absence of secure bases in his or her life.Care to Dare will take you on a journey where you will discover your own secure bases, past and present, and determine how you can be a secure base for other people in your life at work and at home.

    One of a manager's toughest--and most important--responsibilities is to evaluate an employee's performance, providing honest feedback and clarifying what they've done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process--no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don't bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: -How do I set goals effectively? How many goals should someone set?-How do I evaluate a person's behaviors? Which counts more, behaviors or results? -How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee?-How do I tell someone she's not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It's the one book you need to excel at this daunting yet critical task.

    To the almost universal disdain of their friends and professors, these two turned down tempting job offers, borrowed money from friends and family, loaded up on credit card debt, and decided to start a single-product company to manufacture and market a computer mouse shaped like the head of a golf club. They watched enviously as nearly all of their friends became millionaires in the dot-com boom, but they persevered and forged their own path. To chart their progress and to keep themselves motivated against the odds, they kept a diary that recorded the realities of their everyday life as entrepreneurs. Out of their diary entries grew The MouseDriver Chronicles, an intimate, insightful, and often funny look into the minds of two entrepreneurs and how they brought a simple idea to market. From The MouseDriver Chronicles: "School was just about over, and the wondrous combination of brick-baking heat and relentless high humidity that defines summer in south Philadelphia wasn't too far off. We couldn't afford to wait around for it. We needed to blaze to San Francisco and get rolling. Fine. No problem. Except we didn't yet have an office in San Francisco. Or a place to live. Or MouseDrivers in stock. We had all our plans and ambition, but everything real about running a business was ahead of us. Immediately ahead."

    But what are the habits and behaviors that actually lead to success? Drawing on his own experiences, Rajeev Agarwal, the founder and CEO of MAQ Software, concisely explains the steps he took for a successful career. As Agarwal realized that an IIT degree and a technical knowledge was not enough for his success. To distinguish himself, he shares his habits, behaviors, and thinking. Encouraging graduates to look at their careers over a forty-year span, Agarwal explains that successful people choose to be passionate about every job they have. Successful people recognize that performing average work does not advance them in the direction they want. The little bits of dedication here and there all add up-showing up to work on time, getting proper rest and nutrition, always striving to learn, and owning the results of your actions all build toward success. Transitioning from college to the workplace can be difficult. Graduates are required to determine their own lives, making several important decisions before the age of thirty. By providing an honest account, this book will make that transition easier.

    In over 50 interviews with industry leaders from a wide variety of fields, bestselling author Jeffrey J. Fox will share the proven techniques and hard-won wisdom that have helped great rainmakers get ahead, along with his trademark brand of counterintuitive insight and commentary that have made his books so popular.

    Maxwell has devoted his life to helping people become more successful. His books and seminars teach that anyone can be a REAL success if they master skills in four areas: Relationships, Equipping, Attitude, and Leadership. This book is designed to give you the essentials of attitude.People's lives are so hectic. Their time is valuable, and yet, they are also on information overload. More new information has been produced in the last thirty years than in the previous five thousand. A weekday edition of the New York Times contains more information than average people in seventeenth-century England were likely to come across in their lifetime. The amount of information available in the world has doubled in the last five years, and it will keep doubling.So this book, a companion to Leadership 101, Relationships 101 (available January 2004), and Equipping 101 (available January 2004), is the short course on attitude. Dr. Maxwell recognizes that as an individual, your attitude has a profound impact on your life. As a leader, you cannot ignore the attitudes of the people you lead and expect to achieve success--whether you're leading a business, a family, a sports team, or a group of volunteers. A person's attitude impacts their relationships, colors their view of failure, and defines their approach to success. Attitude can make or break you.