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In this volume, first published in 1974, the author provides an introduction to the historical development of management in business. Success and failure in a commercial world can be explained partly in terms of economic forces, but much also depends on the people, on the management of the firms – on the bosses. The author approaches this topic by examining some of the major companies and individuals over the past two hundred years, and examines how apparently secure and profitable companies at times run into great difficulties and shows that, by examining the reasons for success and failure, pitfalls may be avoided and efficiency improved. This book will be of special value to business and commercial students, as well as to the general reader who is interested in the problems of modern industry.
A Bibliography of British History, 1914-1989 by Keith Robbins,American Historical Association,Royal Historical Society (Great Britain) Pdf
Containing over 25,000 entries, this unique volume will be absolutely indispensable for all those with an interest in Britain in the twentieth century. Accessibly arranged by theme, with helpful introductions to each chapter, a huge range of topics is covered. There is a comprehensiveindex.
Author : Simon Milner Publisher : Institute for Public Policy Research Page : 92 pages File Size : 53,7 Mb Release : 1996 Category : Business & Economics ISBN : 1860300227
"British business - for all its pretensions to play on the world stage - seems content to bumble along. The lack of urgency, the sloppiness about time-keeping and disregard for service in general pervade all sectors of British industry. Retailers complain about sluggish sales but seem unconcerned about their inability to supply what people want; exporters claim that they have brilliant products but cannot attract buyers because the strong pound makes them unattractive; and manufacturers seem intent on making what they want rather than what the market demands. It is not just this writer who is angry, frustrated and puzzled."
Over the last few decades, power, information and resources have moved from being concentrated in the hands of a few, to being disbursed across many. We need look no further than events on the world stage to see the heat signature of this – from the arrival of Wikileaks, the Arab Spring of 2011 and the Occupy movements, to the social media revolution and flashpoints such as the British Members of Parliament expenses scandal. All are examples of deep change occurring. This book is about what this means for the workplace and for management. The proposition offered here is that our organisations need to catch up, and that the “death of deference” that we are seeing elsewhere in society needs to be accelerated in the workplace. Systems of deference slow down organisational performance. Deference prevents organisations from learning. It stops them from being agile, innovative and ethical. Deference is the enemy of organisational success and it needs to be dismantled so that in its place we can build modern organisations with a new breed of managers and leaders. This book offers a solution to a problem that belongs in the last century, and a game plan for nothing short of a workplace revolution. "If deference is dead, this book is about the resurrection of the effective manager in a world where nothing is quite the way it used to be. Powerful and thought-provoking from start to finish." - Jeremy Vine, BBC Presenter and Author “Never Mind the Bosses is a refreshing type of management book, it advocates that deference to authority figures needs to go if we are to have engaged workforces.” - Cary L. Cooper, CBE, Distinguished Professor of Organizational Psychology and Health at Lancaster University Management School "An engaging and entertaining romp through the post punk world. By going beyond the boundaries of most business books, Ryde gives us all food for thought about how organisations are, or are not, dealing with a rapidly changing society and workforce." - Jo Owen, bestselling author of ‘How to Manage’ and 'How to Lead' “If you are looking for a book that will shake up your thinking about how to improve your organization’s performance – or worried that your competitors will find it first! – try this one.” - Professor Dutch Leonard, Harvard Business School & Harvard University's John F. Kennedy School of Government
This work explores differing historical patterns in the adoption of the three major models of organizational management: scientific management; human relations; and structural analysis. The author takes a fresh look at how managers have used these models in four countries during the 20th century.
Though the definition itself is somewhat derogatory, that author has dispelled this notion through this book. As a believer in the law of averages, and quoting from his own experience of around forty years, the author says that there would be more good guys in organizational corridors of power than bad ones. Yet there is big room for improvement for the good guys too. A leader has a much larger role to play which affects performance and progress of the entire organization. At the core of leadership lies vision, mission, direction, wisdom, sacrifice and also a moralistic stance. In contrast, the role of a boss is more 'hands on' and largely revolves around and is focused towards 'people management' and interpersonal relations with the employees of the organization. The boss subordinate relationship becomes very personal and that is why one would say 'He is my boss, and you will seldom get to hear anything like, 'he is my leader.' It is the softer part of leadership which is the hardest to manage! Putting it in another way, a boss is in your immediate vicinity with whom you deal on a daily basis, whereas a leader may be visible only from a distance. During the Gilded Age, in the 19th century in the United States, bossism was a system of political control centering around a single powerful figure-the boss. The central figure had tremendous clout and influence in terms of political control. In that context also, boss was to do more with “control” and perhaps nothing to do with leadership. In the modern environment, bossism is about 'atmospherics', which has a direct impact on a subordinate's performance as well his personal life and happiness too. Therefore, bossism is skewed more towards emotional intelligence rather than the IQ of a boss.
British Business in Post-Colonial Malaysia, 1957-70 by Nicholas J. White Pdf
This book explores the limits of the idea of 'neo-colonialism' - the idea that in the period immediately after independence Malaya/Malaysia enjoyed only pseudo-independence, because of the dominant position of British business interests.
The globalization of the world economy today means that more and more people are experiencing working in another culture. Focusing on the real experiences of workers in Japanese transnational finance companies, this book not only throws light on this specific case, but at the same time raises timely questions and insights concerning the newly emerging multicultural work experiences world-wide. The Clash of Economic Cultures: Japanese Bankers in the City of London reflects on contemporary discussions in sociology, anthropology and cultural studies of individual global movement and cultural interaction. While there are some studies on Japanese multinational companies in Europe, they have typically assumed stereotyped differences in management systems and work cultures. This book, however, breaks the mold by looking at the culture and individuals' subjective views about their working lives and also their own worldviews; this perspective illuminates the difficulties in working relationships between Japanese and Europeans. Junko Sakai reveals, through 100 transcribed interviews, the influence of power relationships on people of different groups in terms of gender, class, and ethnicity. The Clash of Economic Cultures shows uneven transformation of economic and cultural hegemony between East and West. This book gives voice to Japanese men and women whose voices are rarely heard, and to the British who have worked for non-Westerners in the West. It is also a significant and timely analysis of the increasing influence of non-Western companies in London. It will be of great interest to cultural anthropologists, business historians, sociologists and scholars in Japanese and Asian studies, as well as those involved in international finance and management.
Enterprise, Management and Innovation in British Business, 1914-80 by R.P.T. Davenport-Hines,Geoffrey Jones Pdf
'A general introductory text on British business history', declared ProfessorDonald Coleman in an important public lecture published in 1987, 'has yet to bewritten'.1 This lacunae is extraordinary, given Britain's role as the birthplace ofthe Industrial Revolution and its possession, even in the late 1980s, of theworld's sixth largest Gross Domestic Product.2 It is even more odd given thatbusiness history in Britain is almost a 'sunrise' industry: every year severalscholarly company histories are published, although these volumes remainlargely unread by business people, business scholars and e.
Japanese Bankers in the City of London by Junko Sakai Pdf
The globalisation of the present day world economy means that more and more people are experiencing different cultures through their work. Focusing on the real experiences of workers in Japanese transnational finance companies, this book not only throws light on this specific case, but at the same time raises timely questions and insights into the newly-emerging multicultural work experience worldwide. Japanese Bankers in the City of London reflects on contemporary discussions in sociology, anthropology and cultural studies, of individual global movement and cultural interaction.
The World's Business Cultures and how to Unlock Them by Barry Tomalin,Mike Nicks Pdf
Demonstrates how to get your communications right internationally and ensure that meetings, both face-to-face and virtual, go according to plan. This work provides a framework for understanding any culture in the world, offering strategies and tactics for getting people from different countries on your side.
