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My One Big Break
My One Big Break takes a look at how successful businessmen and women around the country have taken advantage of their one big break to become some of the top CEOs and corporate executives in America. The way in which these men and women took advantage of great business opportunities turned their lives and companies around and into some of the top corporations in the world! For anyone looking for insight into how to become a successful CEO, this is a must-have book.
I Shall Not Die
Straddling the Maori and European worlds of the 1860s, Titokowaruwas one of New Zealand's greatest leaders. A brilliant strategist, he used every device to save the Taranaki people from European invasion. When peaceful negotiation failed, he embarked on a stunning military campaign against government forces. His victories were many, before the battle he lost. Although he was 'forgotten by the Pakeha as a child forgets a nightmare', his vision was one that would endure.Titokowaru was born into the Ngati Ruanuitribe of South Taranaki in 1823. Trained as a leader by his people, he was converted to Christianity in 1843, taking the name Joseph Orton. For nearly 20 years a pacifist and Methodist t...
The Man Who Broke Capitalism
New York Times Bestseller New York Times reporter and “Corner Office” columnist David Gelles reveals legendary GE CEO Jack Welch to be the root of all that’s wrong with capitalism today and offers advice on how we might right those wrongs. In 1981, Jack Welch took over General Electric and quickly rose to fame as the first celebrity CEO. He golfed with presidents, mingled with movie stars, and was idolized for growing GE into the most valuable company in the world. But Welch’s achievements didn’t stem from some greater intelligence or business prowess. Rather, they were the result of a sustained effort to push GE’s stock price ever higher, often at the expense of workers, consume...
Yours, Mine, and Ours
PRAISE FOR Yours, Mine & Ours: Creating a Compelling Donor Experience "Using the principles penned in this book, Barry McLeish has helped our nonprofit grow its customer base 400% with plans to double it yet again approved by our board. The creation of a compelling donor experience has increased gifts 1,000%." --Ron Ward Executive Director Camp Berea "Nonprofits face constant pressure from a public scrutinizing our every move, demanding more service for less cost. Into this perfect storm, Barry McLeish has cast a lifeline. He has given us the power to discern snake oil from salve and to craft custom strategies for our unique organizations. Those who survive the future shakeout and fragmentat...
Principles and Practice of Management
Concept And Mature Of Management 2. Evolution Of Management Thought 3. Management Process 4. Social Responsibility Of Business 5. Coordination 6. Nature And Process Of Planning 7. Method And Types Of Plans 8. Forecasting And Decision-Making 9. Management Information System 10. Organizing Functions 11. Departmentation And Organization Structure 12. Authority And Responsibility 13. Delegation And Decentralisation 14. Organisation Chart And Manual 15. Nature And Scope Of Staffing 16. Training And Development 17. Performance Appraisal And Promotion 18. Direction And Supervision 19. Motivation And Morale 20. Leadership 21. Communication 22. Process Of Control 23. Techniques Of Managerial Control 24. Organisational Conflicts And Grievances 25. Organisational Change 26. Management By Objectives And Workstress 27. Total Quality Management 28. Case Study Method
The Power to Innovate
In The Route Home readers followed the 16- and 12-year old Fran and Roger Norton as they traveled from their home in Missouri to their grandmother's home in Colorado in 1962 in a 1955 Chevy Bel-Air. The question became, why? Fran's adult friend, Lucy Magusey-Johnson is determined to find the answers. In The Rosy Bottom Bar and Grill, Lucy discovers secrets of the MacNaughtons and Nortons since 1920 that set the course of Fran and Roger's lives, more than 40 years later. She finds Lorraine, Bobbi Jo's sister, who never understood her sister or her mother, but missed them the rest of her life when they left, never to return. Lillian chatters candidly about preparing 31 years to be Joe Mac's second wife. Tommy Norton reveals the murder he witnessed that effectively kept him from being the father he wanted to be. Lucy stumbles upon Brandi Anne, who played a role in the events in 1962, yet no one but Tommy had ever heard of her, and he wasn't talking. And Brandi had secrets of her own. This is the other side of the story, because there always is one.
Responsible Science
Volume II of Responsible Science includes background papers and selected institutional reports, policies, and procedures that were used to develop Volume I. Topics discussed include traditions of mentorship in science; data handling practices in the biological sciences; academic policies and standards governing the conduct of research practices; congressional interest in issues of misconduct and integrity in science; the regulatory experience of human subjects research; and the roles of scientific and engineering societies in fostering research integrity. The panel also considers numerous institutional policy statements adopted by research universities and professional societies that address different aspects of misconduct or integrity in science. These statements have been selected to convey the diverse approaches for addressing such matters within research institutions.
Career Imprints
Based on her research of 800 biotechnology companies and 3,200 biotechnology executives, Harvard Business School professor Monica Higgins discovered that one firm–Baxter–was the breeding ground for today’s most successful biotechnology ventures. This phenomena of one organization spawning an industry has also been seen in the high-tech (Hewlett-Packard) and semiconductor industries (Fairchild). However, until now there has been no suitable explanation of why and how these organizations were able to create the next generation of industry leaders. Career Imprints shows why Baxter was so successful in spawning senior executives and offers an understanding of what it takes for an organization to produce leaders that will dominate an industry for years to come. In this important book, Higgins shows that an organization’s "career imprint"3⁄4the result of company systems, structure, strategy, and culture3⁄4that employees take with them throughout their careers is the key to creating great leaders. By understanding these factors, staff, human resource executives, and CEOs can analyze their own organization’s career imprint and develop leaders.
