Organizations Books

WHAT A CHARMING PIECE ON THE ANTEBELLUM SOUTH. CRAFTED WITH PURE GENIOUS AND A PEN FOR DETAIL, "THE MODERATES' DILEMMA" BRINGS TO LIGHT THE UNDENIABLE OBSTINANCE OF THE SOUTH'S PREMIERE SCHOOL DISTRICTS.THIS WORK IS A MUST READ FOR HISTORY GRADS OF ANY BACKGROUND.

I read the book, it is brilliant collection of writings. The editors offer an interesting, sophisticated analysis of the white response to busing. Being a former student of his, I can attest that Matthew D. Lassiter is an incredibly intelligent, dynamic individual. I highly recommend this book, and anxiously await his upcoming works.

Matthew Lassiter, editor-in-chief of this seminal collection, sets forth, once again, a fresh standard of scholarly excellence and eloquence. His essay, "A 'Fighting Moderate,'" illustrates one of his innumerable intellectual virtues, the ability to electrify his arduously acquired historian's sobriety with an innate psychological acuity.

Matthew D. Lassiter, perhaps the world's pre-eminent scholar of the American South, co-edited this penetrating and resonant collection of essays, to which he has contributed a characteristically elegant and astute study of Benjamin Muse, who figured prominently in the turbulent early years of desegregation in Virginia.

For my senior seminar, I wrote a paper on desegregation/busing in the South. While I was doing research, a librarian found this book for me. I had to wait 2 weeks to get it through interlibrary loan, but it was worth it!! The essays really bring home the complexity of Southern desegregation when viewed through the lens of class issues. I can only aspire to produce such insightful scholarship!

Growth on a global stage is the only way to sustainable success. It is an enormous challenge to grow let alone accomplish it globally. This book provides tangible object lessons on how these leaders have done it. If first-hand learning is best, then these stories approximate that construct.

This is an engaging and usefull guide to a difficult act.

A brillant leadership study from M.F.R. Kets de Vries and E. Florent-Treacy. The New Global Leaders is the success stories of three global leaders : " Richard Branson (founder and head of the Virgin Group), Percy Barnevik (mastermind behind the merger of ASEA and Brown Boveri to form ABB), and David Simon (former CEO of British Petroleum) all looked for ways to create a greater sense of purpose for their employees while putting in place the structure necessary for a global organization."

With case studies and interviews, this book has been built around the personal development of these world-class global leaders and the evolution of their companies.

As stated by Kets de Vries and Florent-Treacy," we first discuss the values that provide a foundation for excellence and a new psychological contract in vanguard companies such as Virgin, ABB, and BP and then show how these values can be translated into practice in any organization."

I highly recommend this brillant study.

A detailed and succesful study about ABB and Percy Barnevik see "ABB the Dancing Giant/K. Barham & C. Heimer".

Authors Manfred F.R. Kets de Vries and Elizabeth Florent-Treacy idealistically foresee a new era where visionary, innovative CEO's will lead a new type of employee. Through insightful interviews, they position Richard Branson of Virgin, Percy Barnevik of ABB and David Simon of British Petroleum as icons of the modern, improved CEO. Certainly, Branson and Simon seem to be valid role models and their leadership of European global companies presents interesting alternatives. Although it is not reflected in this 1999 book, today Barnevik's reputation is tarnished in the wake of a 2002 severance pay scandal and problems that BusinessWeek refers to as "the mess at ABB." For good or ill, this book will provoke you to ask if emphasizing a leader's charismatic ability to motivate distracts attention from critical core business issues. Despite their varied outcomes, these charismatic visionaries created family-like corporate cultures and inspired their employees. Thus, they demonstrated that the new economic era requires a new type of leader. Whether they together constitute a composite of that leader is another question. We recommend this solid book to management students and to upcoming executives.

Well written, easy to read. Hard acts to follow. You will get to know three successful business leaders. What are their background, childhood, education and career? What happened to their companies when they were leading them? Interviews with each one of them in which many questions are answered that you probably would have asked. The companies are large, global and successful. There is a lot to learn. It is not a cookbook. The authors make a useful summary but when you reflect about what the three persons have done there are not only many things they all did but also many things they did differently. I bought the book because it was listed under the heading "business ethics" in an Amazon search. The book is not directly about ethics. It is useful in that context as it shows that these three leaders through their actions demonstrate having moral convictions. Part of that conviction is to deliver shareholder value but also strong feelings of responsibility for the environment and social issues. Furthermore they have been able, with a lot of hard work, to impart this concept on all of the employees. All three believe that employees become much more motivated and loyal to the organisation when they feel that they are working towards goals in addition to shareholder value. One also becomes convinced that they do not set these wider goals as a public relations exercise or a clever way to motivate people to work harder. These leaders are totally sincere in what they say and what they do.

The book gives valuable insight into the way these three ground-breaking European leaders think about business, and how they successfully manage global organizations. The book clearly illustrate the different personal traits of the subjects (the builder, the transformer, and the integrator), and ecourages the reader to challange the pros and cons of the different philosophies. The book reads very much like a case study, and provides an excellent but basic overview over the global marketplace and on how to be able to draw on the ideas implemented by these great leaders.

Opening and reading this book is extremely worthwhile. It is a practical guide showing how to IMPLEMENT the open-book philosophy.

This work provides a new model of business management that bridges the people- versus profit-orientation approaches. Discusses and presents features of ten open-book bonus plans. Some key topics are participation, communication, and empowerment. Filled with lots of detailed information and insights. Reviewed by Gerry Stern, founder, Stern & Associates, author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.

Great practical information on actual open book practices from several companies.

In his first book on Open-Book Management (OBM), the author builds the case for why a change in management practice is necessary, and why OBM in particular uniquely best addresses the issues needed for successful management today. Once one has read that book and is either interested enough to want to learn more or sold to the point he or she wants to implement it, then this book is the perfect follow-up.

This book focuses on the details, and they say the devil is always in the details. You could say the authors first book dealt more with the "WHY" and this deals more with the "HOW", though there is some crossover. By drawing experiences (both good and bad) from 100 companies, the reader can benefit enormously by not having to deal with as much trial-and-error personally. I highly recommend this book to those who are likely to implement OBM.

One of the best books yet on Open Book Management. Full of practical advice for anyone trying to use Open Book Management in their business. As anyone involved in implementing OBM will tell you, you need all the help you can get. This book has given us a host of new ideas and lots of hands on stuff to help us to make OBM a reality in our business. We hope the next book isn't far away.

I recently re-read Case's Open-Book Management: The Coming Business Revolution (1996) and then this book (1999). Both are even more important now than when originally published. In this volume, Case develops his key ideas in much greater depth while examining more than 100 companies which -- to varying extent -- have implemented open-book principles. Perhaps without intending to, some reviewers have incorrectly suggested that these principles have relevance only to publicly-traded companies. In fact, I think they can also be of substantial value to non-profits as well as to privately-owned companies. Consider the over-used phrase "taking ownership" in the context of assuming responsibility for helping to reduce costs by completing more and better work in less time or in the context of assuming responsibility for making certain that a customer's problem has been solved. Heaven knows, what Case advocates will increase "business literacy" among everyone involved in a given enterprise but it can and should accomplish more, much more.

For example, effective application of open-book principles will create a "transparent" organization. That is, one in which everyone is kept fully informed of what is most important to the success of that enterprise. Such knowledge includes but is by no means is limited to financial information which explains, for example, how much it costs to open the door each business day or how much money is spent on training, overtime, postage, shipping, etc. According to Case, "Really the only way for a company to boost performance consistently over the long terms is to have employees who work enthusiastically and effectively and who take responsibility for their own work. Good systems -- meaning good procedures and equipment -- are indispensable. But what makes the difference in the end is whether the employees doing the job think about doing it just a little bit better and care whether they do or don't." At a time when competition is more ferocious than ever before, "battles" will be won or lost within what Case characterizes as "the human dimension of business -- the wanting, the caring, the enthusiasm, the problem solving and initiative taking." Open-book principles offer a new approach to management, one which starts from scratch with a new set of assumptions "about how people in an organization work together." In this volume, citing countless real-world applications of those principles, Case explains HOW...and, of equal importance, WHY.

If possible, read Open-Book Management first. You may also wish to check out Kaplan and Norton's The Balanced Scorecard: Translating Strategy into Action and then its sequel, The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Perhaps the Lone Ranger could prevail armed only with a silver bullet but the rest of us need a full arsenal of weapons. Many of them are provided by Case, Kaplan, and Norton.

It is a well-written (text)book outlining and discussing, in an accessible and at the same time scholarly manner, the organizational patterns uncovered by organizational theorists studying the emergence and co-evolution of organizations and their socio-politico-economic environments.

There are three features of the presentation of material I especially like:
1) The organizational phenomena/patterns discussed are often considered from the different perspectives of different schools of organizational theorists, each emphasizing very different aspects/interpretations of the same organizational phenomena. This ensures an unusually rich, multi-faceted perspective on and thus a clear understanding of the organizational phenomena/patterns under consideration. You may consider/interpret a red rose, for example, as a geometrical object, as a biochemical system, as a botanic variety, as an object of esthetics, as a symbol of love and passion and in many other ways. Neither perspective alone will give you, however, an adequate understanding of what red rose actually is. Only together, when coordinated within an overarching conceptual context/framework of life, they will provide you with an understanding of the red rose phenomenon. In "Organizations Evolving", the overarching conceptual framework coordinating different interpretations of and perspectives on organizations is the evolutionary framework built on the four conceptual patterns common to all living systems - variation, selection, retention/inheritance and struggle. Notwithstanding the limitations of Darwinian framework for adequate description/understanding of living systems, it is currently by far the best one as compared to any of existing alternatives, and its use as an overarching framework of the organizational theory is a brilliant advance.
2) The organizational dynamics is presented as inherently contextual, i.e. defined by the environment and defining the environment at the same time.
3) The organizational patterns/phenomena are considered across several levels of organizational hierarchy, from intra-organizational dynamics through inter-organizational relationships to the dynamics of organizational populations.
All of these features together with a broad coverage of topics in organizational theory and a well-structured, clear and scholarly presentation of material, make this book a must-to-have resource for any intellectual.

Please keep in mind that everything around you and inside you are organizations. Your thoughts (if they are organized, of course), the organization of your psyche, your cells and tissues, your family, your social network, your organization, your country and your planet are all, in their essence, organizational phenomena. Therefore, if you would like to gain a better understanding of any of those phenomena, and of all of them together, buy and study this book. It is one of those rare texts, the value of which is so overwhelming that any critical comments you may have in mind while reading it eventually fade into insignificance.

>>>>>>>>>>>>>>

Alexei, you have captured the spirit in which I wrote the book! Maybe you could log on & amend your review to include this? (I know that it is allowed).

best,
howard

This book is a must read for organizational scholars in any discipline. This book not only summarizes and synthesizes decades of research in organizations but also provides new insights and understandings of the evolving organization and its environment. Selection, Retention, and Variation are key oncepts that make sense for understanding organizations from their creation and disbanding to innovation and stagnation within organizations. The book has created and encourages news ways to think about organizations by combining what was thought of as opposing theories in the past.

It is imperative that students, scholars, and anyone who interacts with organizations (that is all of us!) should read this book.

Indicative of the North Carolina Sociology tradition of serving as an incubator for ecological-sociological perspectives, the book opens by quickly stating its goal to apply ecological principles to the study of formal organizations. Aldrich and Ruef define evolution as occurring via four major principles: variation, selection, retention and struggle for scarce resources. Environments shape and select heterogeneous organizations competing for market share, legitimacy and survival. Since Herbert Spencer and his eventual fall from theoretical prominence in sociology, the imposition of scientific analogies to explain social science phenomena has been controversial. However, the evolutionary metaphors presented are lucid and intuitive, and may be especially compelling to newcomers to the field, who are immediately presented with a clear heuristic to understand markets and organizations.

Aldrich and Ruef adroitly apply the evolutionary perspective to all main organizational theories, including population ecology, institutional theory and resource dependency theory. However, regardless if one accepts or prefers the ecological rubric that is sketched out in the early chapters, I believe the book's prime contribution is serving as a comprehensive and contemporary review of the literature in organizations, markets and networks. The standard chapters on organizational forms, boundaries and populations are included, but the book also stands out for its emphasis on the dynamic and fluid nature of markets, institutions, networks, organizations and other relevant social entities. Numerous chapters focus on the emergence of new organizations and populations, showing how the dynamic and static states of organizations and social phenomena in general are intertwined and how organizations often serve as harbingers of social change and development.

The chapter on entrepreneurship and the emergence of new organizations emphasizes the author's emphasis on the dynamic processes that underlie organizational creation. Entrepreneurship and the decisions entrepreneurs make serve as the precursors for the development of organizations in addition the environments they are situated in. Forming (or at least strategizing) one's organizations and networks is an integral part of commerce and economic behavior, and may be one of many areas where economic sociology and formal organizations overlap. As was the case with the book's 1999 edition, the emphasis on nascent and dynamic organizations and entrepreneurs provides valuable perspectives on the struggles of individuals and organizations for survival and legitimacy, and driving forces of innovation and change within populations and industries.

A question the book left me pondering was to what degree formal organizations can be treated analogously to markets and other institutions. While the broad ecological principles Aldrich and Ruef sketch out may provide such an analogy, neoclassical and evolutionary economists have also used similar analogies to evidence their own theories. When an evolutionary perspective is applied to formal organizations or economic phenomena, how does it differ (and should it differ?), if at all, from the Darwinian/Smithian notion of "the survival of the fittest" often invoked by many economists. Some sociologists argue that contemporary economic life is characterized by much adverse selection, with insufficient or undesirable variation, unfair struggle and the retention of undesirable firms and behaviors, which may or may not be uniquely human/social issues and problems that transcend evolutionary theories and phenomena. At the very least, an evolutionary perspective provides an interesting metaphor to explore these macro-level questions.

In short, the second edition of Organizations Evolving can serve as a textbook for introducing undergraduates to organizational, market and network phenomena, in addition to providing a clear, comprehensive and up-to-date review of a vast array of relevant literature that more experienced scholars will also appreciate.

(A similar version of this review appeared in Accounts, the Economic Sociology Newsletter of the ASA, Summer 2006.)

I bought this book despite having the first edition. It is a welcome addition, and is really well executed. There's a new section on organizational forms that examines organizational cognition, organizational knowledge/culture, and knowledge/cultural diffusion. Addressing culture was a particularly important improvement to a classic work, which now cites more recent literature. For the classroom, it also includes "student friendly" questions at the end of each chapter, although it would be well worth buying regardless.

Focusing primarily on businesses, and using a multidisciplinary approach, the book examines organization from three standpoints: the challenge of studying organization; the genesis of organizations, organizational populations, and communities; and the evolutionary processes through which new organizations, populations and communities emerge.

The book is organized into five sections:
1) introduction to the evolutionary approach;
2) a discussion of the role of individuals and groups in the creation and maintenance of organizations;
3) an examination of organizational transformation by exploring the historical context and social change;
4) the emergence of new and established populations; and
5) an assessment of organization evolution at the community level.

The book offers many insights and an extensive discussion of each topic. Each chapter ends with study questions and exercises. Includes an extensvie list of references. For scholars seeking to understand organizations from an evolutionary standpoint, this book is very highly recommended.

Since there doesn't seem to be any plan to update this book for XP, 2003 or 2007, this is still the definitive tome on programming with Outlook VBA. An excellent desktop reference, although it reads more like a dictionary than a true book, but for a straight up list of Outlook constants, it cannot be beat. If you program in Office VBA you must own this book.

This is the best book I've seen on the subject. Very well organized and clear. If you're programming Outlook you need this book.

Here's a tip. Use VBA whenever possible, rather than the VB Script available on the Outlook forms. The book shows you how to program for events such as the addition of a new item or changing an item. You can avoid VB Script programming on the forms this way.

Very Informative. I highly recommend this book. I was able to get the information I needed very easily.

This book was awesome! I used it to help me write VBA code to connect our SQL 7 database to the Outlook Calendar. As staff members update the SQL database, the information will show in individual calendars as soon as Outlook is started up!!! I also plan to use it generate Task Lists from the database. There aren't many books written on Outlook VBA so if you are looking for some answers start here first!!!

Before this book was available, I used the Outlook Help files as a reference for objects, methods, properties and events. Anyone who has used the Outlook Help files knows how prone they are to errors, so this book was a welcome edition to my collection. I use it so regularly, that the spine on my copy has already has a crease.

Whether we like it or not, private schools are a big deal in Hawaii, more so than in any other state. With the roots of the issue dating back to the mid-1800s missionary days, Island parents today make difficult choices when it comes schooling their children. On Oahu alone there are 71 private elementary, middle and high schools to chose from if you decide to go that route. Thirty years ago I found myself on the same quest as Jacqui Pirl - working myself through the maze of school choices for my own children. I, too, wrote a book about it (A Guide to Independent Schools in Hawaii, now a collector's item!) Pirl has expanded on the theme in every way, and has included information on public schools as well. Her book covers every detail that will help parents make informed choices. If you are on a similar quest, let Pirl's book be your guide. You'll be extremely grateful for the deep reasearch she has done on your behalf.

This is a great book. Jacqui Pirl provides tools to look beyond the obvious choices in private education. The Guide provides excellent background information and encourages parents to consider a broad range of factors in selecting a school for their children. It's a must-read for the proactive parent.

Ms. Pirl's Guide to Private Schools in Hawaii is a well researched and well organized guide for parents in choosing a school for their children. It seems to me it would be a helpful tool to guide parents not only in Hawaii but also in any state where private schools dominate the educational systems. It is full of excellent ideas for wading through the process of choosing a school and encourages parents to remain steadfast in their search to find an educational system that best fits the needs of their child(ren).

Finally one place where you can see all the information and make the best decision for your children. I'm buying this book for all my friends.

The Parent's Guide to Private Schools in Hawaii is a wonderful, easy to read and easy to use guide. No stone was left unturned in the research done to prepare a parent to find the the best school for their child. Pirl has given parents of the Islands' children a wonderful way of educating themselves so that may choose the school which best suits their child's individual needs.

This book has everything from parent involvement to parent teacher conferencing to the very best history of parent education/involvement that I have EVER seen.

If you can't find any book by Kevin Swick, then get this one. Heck! Get 'em both! You can never do with enough ways to get parents involved with children during the early years.

This book is comprehensive and easy to follow. It is useful for understanding the various perspectives of both teachers and families. I think it is essential for new teachers, as well as those who may feel the need to prioritize and start putting families and communication first!

[...]

This text supplies new teachers with necessary information to understand the importance of parent involvement- "parents as partners"- in education.

ME ENCANTARIA QUE ME DIJERAN COMO PUEDO CONSEGUIR UNA COPIA DE ESTE EJEMPLAR TAN INTERESANTE. SOY ESTUDIANTE DE MAESTRIA Y SE QUE ME SERVIRA DE GRAN AYUDA EN UN CURSO QUE ESTOY TOMANDO ESTE SEMESTRE.

GRACIAS MIL, CARLOS A. SILVA-RUIZ

This is a very good book, it doesn't only focus on teachers but on parents and student as well. This book is easy to read, not heavy scientific language, and has very beautiful pictures. As a student and a mother I surely find everything I wish to read and know about "parents as partners in education". Thank you for a great book!

This was a wonderful read. For anyone in management (particularly human resources) this book is easy/quick to read and provides some very interesting information and practical information. I highly recommend it.

This book was refered to me by a professor at my college. I think this is the most accurate book i have ever read. It is a must read for all managers and supervisors. Job well done.

Here is a practical guide for managers that provides key insights and action steps for managers to diagnose, evaluate and effectively guide people to success in their jobs. It is easy to read and even easier to implement these best practices for setting goals, empowering people, enhancing and achieving personal and team performace, and dealing with the borderline or ineffective performers. As a management consultant and coach, I highly recommend this book to managers at all levels in the organization.

The Performance Advantage Method provides an effective guide for leaders in coaching and developing team members to greater performance and personal success. The Method is easy to understand and apply with specific leadership actions recommended for each performance challenge diagnosis. This book is a great leadership guidebook for supervisors and executives alike.

This is a "must read" for managers at all levels. It truly provides the best method for diagnosis of employee performance issues and powerful tools for appropriate corrective action.The stories drive home the key points and make it an enjoyable book to read.

Having served on several community and non-profit boards, I thought everyone always worked in harmony on these boards. But, I recently found out that's just not the case. After a couple of our board members did not see a vote go their way, they then went out of their way to "stir the pot" and not support the board decision. I needed help ... and found it in "The Perfect Board". The three pages dealing with respect and unity were woth the price of the book alone! This book should be required reading for any board member or potential board member. This primer is loaded with great wisdom!

Clemon's new volume is a wonderful tool for individuals who are about to enter a challenging and sometimes unknown world - the world of Board service. I have served on a number of Boards in my nearly 35 years of professional life, including 8 years service as an elective office holder, perhaps the most difficult of all Boards of serve on. How I wish that I had Clemon's insights during that time. Buy the book- its a gem.

The Perfect Board is a great resource and provides a list of requirements for my (future) Board Members, the legal necessities related to meetings, and decision making in groups. Most importantly, the writing style makes for a very easy and interesting read. Instead of a textbook and academic approach that typically puts me to sleep, the writing style is straightforward and practical, and this combines to keep it compelling.

"The Perfect Board," is a book written for those who want to become an effective member of any Board of Directors. In essence it is a self-help book chock full of essential guidelines to be an effective leader.
However, this work is written in a cleaver way, as it is told in story form when a young woman named Rebecca is about to be promoted and is unsure how to proceed. In her quest to do the best job she can, she seeks out help and is lead to a man, EJ Cummings, who shares with her a book which he is about to release. In this book he shares the principals that he has learned through years of dealing with this facet of business. This information gives Rebecca the knowledge and confidence she needs to perform the task before her.
In giving this work a storyline with characters that are about to embark on this journey, author Calvin Clemons puts this self-help book many notches about any other. The personal touch it brings allows the reader to absorb more of the information in the work, allowing a relaxed read instead of feeling you must obtain every morsel, great move on author Calvin Clemons part.
I believe this book will help many and is definitely packed full of some great principals that definitely should be followed.

This book expertly and effortlessly summarizes the attributes of winning boards and board members. It's an appealing and comprehensive work-yet the book manages to be bite-sized, which is exactly what busy readers want these days. Its content applies to both the non-profit and for-profit worlds. Just about everyone serves on a Board of one kind or another, so just about everyone should read this book!

I'm an avid reader of family business books, and I recently re-read Perpetuating the Family Business by John Ward and found myself tabbing numerous pages that contained insightful and important ideas that just about every family business can put into practice.

Ward begins by laying out his conceptual foundation for familes, which contain his "Four P's" - 1. Policies before the need; 2. sense of Purpose; 3. Process; and 4. Parenting. Understanding and practicing the four P's should provide families in business with a decent start in the right direction toward developing a sustainable and successful family and business.

The heart of the book contains Ward's "50 Lessons" for family businesses, broken down into three sections: lessons for owner-manager businesses; lessons for sibling partnerships; and lessons for cousin collaborations. At the end of each section he briefly applies the lessons to the story of two media families: the Och-Sulzberger family (of the NY Times) and the Binghams (the Southern US media family) for illustrative purposes. Below I've set out a few of my favourite lessons from the book.

Lesson 2: Irrevocable Retirement.
Ward highlights the importance of family businesses establishing mandatory retirement policies for executives. As he states: "While a mandatory retirement date addresses the delicate issue of the leader letting go, it does much more than that. The value of a mandatory retirement policy is that it creates the opportunity for more changes in leadership in the later stages of the business." Family member executives in family businesses often have a hard time 'letting go' of the enterprise, creating all kinds of problems for the next generation of family (and non-family) executives who's professional and personal development is often retarded as a result. Also, mandatory retirement will force family executives to find a 'life beyond the business' - perhaps turning towards a leadership or mentorship role in the family or community - that will continue to provide them meaning in their lives.

Lesson 4: Principle of Merit.
Ward argues that families should put in place policies that focus on competence and earned privilege and discourage paternalism. Merit should impact many areas of family business decision making, including what roles family members should play in management of the business; determining compensation; selecting successors; who serves on the board; etc.

Lesson 5: Attract Most Competent Family Members.
As Ward observes, family businesses often fail to attract the best family members into the business because the most competent family members often have opportunities elsewhere. He states that failing to adopt the Principle of Merit (Lesson 4) will result in the business attracting the least competent family members while those who are the most competent search for opportunities outside the business where their competence will be recognized and rewarded.

Lesson 10: Understated Wealth.
One of the most complicated issues for larger family businesses is how to deal with the privileges and responsibilities of wealth. Ward doesn't suggest that families pretend to live in poverty, but suggests that living beneath one's means is a good route to take. He warns that families who do not practice this concept can run into the situation where the salaries of family members in the business can escalate rapidly and compromise the business.

Lesson 12: Graceful Pruning.
The idea of discouraging family shareholders from exiting the business is one that many families often follow - especially once ownership has left the founding generation. Family members often ask questions such as: Why should my kids be able to sell their shares and walk away from the business I've built? or, Why should my nephews be able to force my children to buy their shares and put them and the business in a problematic financial situation? Ward argues that mandating that shareholders wishing to exit do so at a discount to their real value is a bad policy for family businesses to adopt. According to Ward, families should make it as easier for individuals to sell their shares (even offering a premium to their value) as doing so will allow unhappy family members or those not engaged by the business to leave freely, resulting the family being owned by family members who genuinely want to be owners.

Lesson 16: Selective Family Employment.
According to Ward, it is better for families to set policies that create higher standards of entry for family members wishing to join the business. Doing so will encourage the most competent family members to join the business and will preserve upward mobility for able non-family employees. Increasing the amount of outside work experience and education over generations should result in increasingly selective policies.

Lesson 25: Legacy of Values.
In my opinion, the concept of a shared set of values is probably the biggest factor contributing to the sustained success of select family businesses. Ward states that the business should serve as an example of the family's values, and also that the business can contribute to the values of the family.

Lesson 28: Spirit of Enterprise.
Families that consider themselves as being "in the business of business" are more likely to be successful over the long-run than families that are strongly tied to the specific business that the founder created. While attachment to the original business is common, and selling the business or re-orienting it in new business areas might be troubling for those who built the business, they should see their success not as creating a business that does a particular thing, but creating a family that shares their love of enterprise.

Lesson 45: One Family.
This is probably one of the hardest lessons for many families to adopt. Many families that extend to a sibling partnership and beyond tend to adopt practices and policies that view the family as 'factions' or 'branches' - e.g. allowing each branch to nominate it's own director. Ward argues that families should avoid this state of mind and the practices that go along with it. Instead, he suggests that families should view themselves as 'one family' regardless of which branch individuals originate from. Adopting the 'branch' theory results in too many family members on the board, promotes tension and rivalry, and allows family feuds to continue. A family that adopts a one family approach should be comfortable with one family representative on the board of directors, knowing that the individual will represent the interests of the family and will not be motivated by self-interest.

In summary, I think Ward's book presents many interesting lessons and can serve as a very good resource for new ideas for families seeking to improve the governance, communication, and ownership of their family and business.

By 'clear' I mean relatively easy to read, this is not a textbook. Dr. Ward says himself that it is the most personal book that he's ever written, and I would say that it is his best. Because it is insightful.
One example: of the Five Insights and Four P's, one is 'Policies before the need'. This is something that I've been begging business families to do: establish a policy manual with rules for this and that occasion. Just because your family business is relatively small and simple today does not mean that you can delay.
A problem with other books on the subject is that they are written with a certain kind of family business in mind. This one, however, mentions the first three stages of family business evolution, and lists the 50 lessons under one stage or the other. Most helpful!
Appendix C: A Family Business Checklist made me stop and say "Hey, this question isn't for my business yet." but that only means that if the question and its answer is not appropriate for your business yet, it is still beneficial to start planning and educating. In other words, what is not needed by one generation is essential to the next.
Families in business: listen to this wise man, communicate, and educate.

It is simply the best book about Family Businesses that I read. Besides that, it is one of the few books in this field that has a conceptual structure.
It will be helpful to all people interested in the perpetuation of family businesses.

Well written and researched, "Perpetuating the Family Business" is a "must read" for anyone interested in passing their own business on to the next generation. John Ward is not only experienced, but insightful regarding the dynamics that make or break families and family businesses.

In a short book, John Ward offers many key findings & synthesized concepts (often surprising, even counter-intuitive) without wasting readers' time but with true-life examples enlivening his conclusions. His research & concisely presented insights match the multi-generational history of our multi-$B family holding company. This work should be on best sellers lists, not only because it is the "Built To Last" for private business, but also because it includes management principles that could be used in public companies seeking to endure.
C.U.