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Readings in Managerial Psychology
With more than half the papers new to this book, the fourth edition of Readings in Managerial Psychology represents a substantial revision of this popular text. This edition focuses more than ever on the managing process, both within and between organizations, and such "soft" issues as managing creativity and imagination, managers' values and beliefs, and organizational culture play a larger role than they have before. Readings in Managerial Psychology is designed for managers in business and industry, students of management, public and university administrators, and executives in other organizations. The collection can be used independently or as a companion volume to Harold J. Leavitt and Homa Bahrami's Managerial Psychology: Managing Behavior in Organizations (5th edition, 1988), also published by the University of Chicago Press.
Hot Groups
A "hot group" is defined by a distinctive state of mind coupled with a style of behavior that is sharply focused on an ultimate goal. This book explores the extraordinary phenomenon of hot groups.
Corporate Pathfinders
The author of Management Psychology helps managers to understand some hard-to-measure skills and how to incorporate them into a winning management philosophy.
Handbook of Organizations (RLE: Organizations)
This book charts the state of organizational research and theory during the 1960s. A compendium of results, references, concepts ideas and theories, this Handbook will be of interest to both academics in organizational theory and managers facing operating problems of organizations.
Super-Flexibility for Knowledge Enterprises
strategy, but we also focus on execution. We talk about organizational design, and also refect on leadership practices. Our assumption is that in a dynamic world, leaders at all levels, have to constantly switch gears, wear different hats, and na- gate at different altitudes. They have to think about the “total” enterprise, not in terms of compartmentalized silos or felds of functional expertise. Much like a g- eral contractor, they have to draw on specialized expertise, as and when needed, yet keep the big picture in mind. Our hope is that our diagnostic tools can help teams develop a shared frame of reference and generate cross-functional dialogue. The third driving force behind this s...
The Connective Edge
Respected organizational sociologist and feminist scholar Jean Lipman-Blumen takes a radical new look at leadership, citing examples from Wall Street to the Warsaw Pact, from Gorbachev to Cuomo, to show the power of relationship-building. Her nine-fold spectrum of strategies demonstrates how leaders can move beyond competition and collaboration to confront the future.
Leading Outside the Lines
An all-new approach to understanding the (in)formal connections of an organization From the bestselling coauthor of the business classic The Wisdom of Teams comes an all-new exploration of the modern workplace, and how leaders and managers must embrace it for success. Katzenbach and Khan examine how two distinct factions together form the bigger picture for how organizations actually work: the more defined "formal" organization of a company-the management structure, performance metrics, and processes-and the "informal"-the culture, social networks, and ad hoc communities that spring up naturally and can accelerate or hinder how the organization works. With dynamic examples from enterprises a...
Wild Thought
As the most influential anthropologist of his generation, Claude Lévi-Strauss left a profound mark on the development of twentieth-century thought. Through a mixture of insights gleaned from linguistics, sociology, and ethnology, Lévi-Strauss elaborated his theory of structural unity in culture and became the preeminent representative of structural anthropology. La Pensée sauvage, first published in French in 1962, was his crowning achievement. Ranging over philosophies, historical periods, and human societies, it challenged the prevailing assumption of the superiority of modern Western culture and sought to explain the unity of human intellection. Controversially titled The Savage Mind w...
X-Teams
Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what’s needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership. The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren’t, but that they actually improve an organization’s ability to produce creative ideas and execute them—increasing the entrepreneurial and innovative capacity within the firm. What’s more, the new environment demands what the authors call “distributed leadership,” and the book highlights how X-teams powerfully embody this idea.
The Night Watch
I thought everything would change, after the war. And now, no one even mentions it. It is as if we all got together in private and said whatever you do don't mention that, like it never happened. It's the late 1940s. Calm has returned to London and five people are recovering from the chaos of war. In scenes set in a quiet dating agency, a bombed-out church and a prison cell, the stories of these five lives begin to intertwine and we uncover the desire and regret that has bound them together. Sarah Waters's story of illicit love and everyday heroism takes us from a dazed and shattered post-war Britain back into the heart of the Blitz, towards the secrets that are hidden there. Olivier-nominated playwright Hattie Naylor has created a thrilling and theatrically inventive adaptation of a great modern novel. The stage adaptation of The Night Watch was premiered at the Royal Exchange Theatre, Manchester, on 16 May 2016.
