Organizations Books

Anything Woodson writes is a winner. I have enjoyed his other books as well. He can be highly controversial at time which lends such extrordinary flavor to his books. Enjoyed it and recommend it to all.

I recommend everybody to read this book. Everyone that is an African American.

Carter G. Woodson's constructive critique of the how the education system in America plays a pivotal role in ensuring African-Americans' dependence on white America. This is not book of protest. In fact, Mr. Woodson proposes that, "One should rely upon protest only when it is supported by a constructive program". The writing here is clear, concise and compelling. I often don't finish reading books. This one was very difficult to put down. This book is a MUST READ for all African-Americans. You didn't hear me...READ THIS BOOK!

This text was required for a class in School Administration in my post grad class at Seton Hall University. The author is easy to follow along with as he presents theories along with examples of organizational life in the education system. An excellent chapter on the Culture and Climate of Schools can be used by administrators in any field to better recognize these characteristics, as well as organizational health, before taking steps to change the culture or climate. Another very good chapter deals with Leadership in Schools and helps to identify the various theories of leadership and the strengths and weaknesses associated with each type. A great book for administrators in either the private or public sector.

Very quick receipt, well packaged, and fairly priced for the excellent condition of this book. Thank you so much for the great service.

This book was and is the best introduction to school administration available. I was the foundation for my doctorate program.

The book arrived in a very timely manner and was in excellent condition. Online shopping should ALWAYS work out this well. This seller did an excellent job and I look forward to buying more books from them.

After purchasing this book, it arrived quickly, no problems and it was in great condition.

I got this days ago from halfvalue at 56 dollar for my online course study, and I found it the best textbook ever in educational administration so far.

Needed this book for the LSUS Master's Program in Human Services Administration. Got it very quick. Text in MINT & EXCELLENT condition and at a great price! Would've paid alot more at BAM or other vendors. I'll order from amazon again in a heartbeat. Brody is an excellent author and amazon's price and timing was the icing on the cake!

This book cover the basis to run a human services agency. Easy to follow with good advice. I used it a part of my MSW curriculum.

The book arrived in excellent condition and had minimal highlighting. I was very satisfied with my purchase. I will order from Amazon for all the books that I need for college, because the price was right.

This review is a shorter one I wrote for the journal Personnel Psychology.
I couldn't resist reviewing this book. Its title is beguilingly ambiguous. I had to see what it really meant. Are the authors describing a reality I have yet to discover? Or are they prophesying? Or writing a manifesto? Or wishfully thinking? The authors, both organizational consultants who "have drawn on over thirty years experience with hundreds of organizations," raise and dismiss in the same sentence the fourth interpretation. But can it be so confidently dismissed?

The book was written "as a tool to help build more collaborative, democratic, self-managing organizations." Note the use of multiple qualifiers. Done occasionally would be tolerable, but the authors' habit of frequently tacking three and four onto nouns and of also running trains of verbs and nouns in a single sentence annoyed me a bit (e.g., "---we have separated, disengaged, detached, distinguished, and divided---in order to clarify, categorize, and recommend---.").

Part One is devoted to "making a case for the end of management" through a review and a critique of hierarchies and their management. In tracing the evolution of management, three of the influences posited by the authors had never occurred to me before yet seem quite plausible. They are slavery, then serfdom, and much later on, increasing governmental regulations that the regulated have to increasingly manage. Nor was I aware that the French novelist, Honore de Balzac, and I share the same sentiment, namely, that bureaucracy is "a gigantic power set in motion by dwarfs." I also learned that "hierarchy" stems from the Greek word hieros, which means holy, implying sacred power at the top, and that a contrasting word, "heterarchy," stems from heteros, meaning neighbors.
The authors dust off and briefly examine Taylorism, scientific management, and Theory X rationales. I wish they had gone further in their review to present and debate more recent and starkly opposite arguments, including those that are unabashed paeans to hierarchies and bureaucracies (e.g., du Gay, 2000; Jaques, 1990).

Making their case includes presenting, each in a separate chapter, the familiar arguments that management "reduces communication, morale, and motivation," "constricts quality," and is intransigent, resisting change and innovation. While I think a separate chapter should also have been given to the moral inferiority of hierarchies, it's very clear throughout the book that the authors recognize such organizations foster unethical conduct by their members, and a separate chapter in Part Two is devoted to suggestions on how to "shape a context of values, ethics, and integrity."

The authors argue that hierarchies are the source of bureaucracy, the formal mechanisms that support the organizational structure and provide a "safe haven" where managers can escape accountability and exercise autocratic power. Each of these elements reinforces the other. They also violate, the authors contend, four "value-based propositions" about all people in organizations. One, everyone is a human being, not merely an employee or a human resource. Two, everyone is fully capable of acting responsibly and thriving on challenges. Three, the only natural relationships of any worth aren't hierarchical. And fourth, human beings deserve all of the different dimensions of freedom that should be available to them in an organization, such as the horizontal dimension of cross-functional teams and the "hyperdimension" of community. Regarding this latter observation, the authors' argument most appealing to me affectively is that it's incongruous for people to live in a democracy where they can vote for their country's leaders, yet work in hierarchies where they aren't free to select their organizations' leaders.

Time and again the authors remind us that their case is being made against management as a system rather than against management as a class of people. But the authors often contradict themselves (e.g., "Managers who hold these assumptions---micromanage---restrict----and institute---."), and I wonder if they aren't being a bit disingenuous, for as consultants they do feed off the hands of that class of people. Furthermore, not all management processes or systems are dysfunctional. Performance management, for one, is both inevitable and essential as a process. It couldn't end if you tried, and you wouldn't want to try. It can be done well or poorly, but it will be done. I think all species instinctively manage their own performance.

My assessment of Part One is that the authors make a better case against management on rational than on empirical grounds. What supporting evidence is offered is mostly piecemeal and largely anecdotal. Further, no footnote citations are provided for the few surveys and research studies briefly mentioned, and numerous assertions are made (e.g., "many managers report," "many organizations seek," etc.) with no corroborating evidence given. Even so, the evidence that is provided and all of assertions made do seem relevant and plausible, and I have no reason to doubt the authors "who have been inside enough organizations to know how dysfunctional most of them are."

In Part Two, the authors explain how to use their book as "a practical guide to organizational democracy." It does indeed seem practical, but a caveat is necessary. Almost all of their consulting experiences appear to be with limited interventions in hierarchies, not heterarchies. I found only one instance where the authors' intervention, in this particular case the design of a conflict resolution system, was for a large corporation they say had already been reorganized into self-managing teams. Their guide would thus appear to be untested for making the wholesale, even revolutionary changes they believe are required but apparently have not fully tried anywhere.

I don't mean to be dismissive of the second part, however. To the contrary, I would guess that any business organization that followed the "seven key strategies" the authors describe, each in a separate chapter, would "shift from management to self-management," "hierarchy to heterarchy," and "autocracy to democracy." The authors begin, logically and necessarily I believe, with a strategy for transforming the values of the organization's culture. Then there's a strategy for forming "evolving webs of association" (in contrast, say, to rigid functional departments in a hierarchy), for developing leadership skills throughout the organization, for building self-managing teams, for implementing "streamlined, open, collaborative processes" (e.g., teamwork as opposed to the adversarial processes common to hierarchies), and for creating "complex, self-correcting systems" (i.e. the kind of feedback you won't find in hierarchies). The seventh is having an overall strategy to ensure that all changes are integrated together.

The book ends with a final chapter on "the consequences of organizational democracy." The authors argue that greater organizational democracy is bound to have positive effects not only on members of the organization but also on society and politics.

While I basically agree with the distinguished business professor, Ian I. Mitroff, who endorses the book very favorably as "bristling with wisdom and practical advice," I don't want to conclude without mentioning two more significant faults I find with the book.

Nowhere in the book do I get a sense of whether heterarchies are gaining in number over hierarchies. I don't think the authors know or even tried to know, yet I would have expected them to know or try to know given the book's title and their treatment of the subject. They waffle on the matter, too. They say, for instance, that "---management continues, with few exceptions, to manage autocratically---." Then they turn around and say, "We have reached---the end of management---." Perhaps their waffling simply reflects what may be an accurate observation during a transitional period, for when I read the research literature on organizations, some findings suggest a shift towards heterarchies, (e.g., Purser & Cabana, 1998), some don't (e.g., Koch & Godden, 1996), and some are totally silent on the matter (e.g., Collins, 2001; Collins & Porras, 1994).

Secondly, the authors fail to differentiate sufficiently between business and government organizations. The latter have an endless lifeline to taxpayer pockets and no market incentive whatsoever to undertake the seven strategies toward heterarchies, no matter how strong of a case is made for making the shift. It will be the 12th of Never, I say, when heterarchies prevail in government.

In closing, if you are simply interested in the subject of if you do consulting in the subject area and regardless of whether you already appreciate arguments for heterarchies, I would recommend you read this book. If you are also empirically bent, then this book alone won't totally satisfy you unless you already know what's happening out there.

References

Collins, JC. (2001). Good to great. NY, NY: Harper Business.

Collins, JC. & Porras, JF. (1994). Built to last. NY, NY: Harper Business.


du Gay, P. (2000). In praise of bureaucracy: Weber, Organization, Ethics. London: Sage Publications.

Jaques, E. (1990). In praise of hierarchy. Harvard Business Review, 68, 127-133.

Koch, R. & Godden, I. (1996). Managing without management: A manifesto. London: Nicholas Brealey.

Purser, RE. & Cabana, S. (1998). The self-managing organization: How leading companies are transforming the work of teams for real impact. NY, NY: The Free Press.

Newscasts are filled with reports of democracy's relentless spread across the planet, but less is heard of its expansion through the corporate world. Just as dictators and oligarchs everywhere are being toppled from power, the hierarchical management structures that have governed organizations since before the industrial revolution are falling. Their usurper is self-management - the concept that motivated employees empowered to make their own decisions will work harder, faster and smarter than their rigidly controlled counterparts. Kenneth Cloke and Joan Goldsmith document this organizational coup and instruct executives on how to incite the revolution in their own companies. While acknowledging the scarcity of hard data to prove some of the book's assertions, we from getAbstract highly recommend The End of Management to all executives for its innovative take on modern organizational theory.

This is the best book on the changing face of management that I've read in 10 years. As part of the new Warren Bennis Management series, it provides the framework for the new Organizational Democracy and how it can (and should!) replace the outdated, ineffective heirarchical forms of management most common today. If you manage or lead a team, department or organization and desire to manage less and produce more, this is the book for you. I felt the same excitement in reading this book as I did when I read Drucker's classic many years ago.

The chapter entitled "A Brief History of Management" is worth the price of the book -- and its just 10 pages. In the rest of the book you will be given step-by-step guidance for implementing a new way of managing. Among the many practical applications of this book, you will learn:

How to shape Values
How to create Webs of Association
How to develop Self-managing Teams
How to implement Effective Process
and How to produce Self-correcting Systems.

Management (Drucker) is dead, long live management (Cloke).

Nelson Searcy, Chief Innovation Officer, Smartleadership.com

An outstanding book on contemporary Japanese environmental politics. The author brings a deep knowledge of Japanese society and politics, as well as substantial field research experience, to this important work.

I love this book written by my Dad. I recommend for all.

(*Sorry, as author it is not proper for me to rate the book, but the computer program demanded that I do so, so I went for the gold :) ). I just want to convey the following information.

This book has won two awards:

1. "Outstanding Publication Award 2000" from the Environment and Technology Section of the American Sociological Association.

2. "Masayoshi Ohira Memorial Prize" for 2001, awarded by the Masayoshi Ohira Memorial Foundation, Tokyo, Japan, in memory of the late Prime Minister of Japan.

This book has been reviewed in over twenty journals and sites. Here are a few quotes from the reviews: "Broadbent's book remains a first rate account of environmental politics both within Japan and worldwide. It also offers one of the most valuable sources of reading for anyone interested in learning more about the complexities of social, cultural and political processes of contemporary Japan in general" (J. Royal Asian Inst); "With general discussion ranging over theories of regional development, power structures, social movements, social control, and elites, this is a book of wide appeal, beautifully written and refreshingly free of the jargon which so often pollutes social science" (Econ. Hist. Rev.); "As a model for future research, this is a book that should be translated and widely read within Japan (in Japanese, Kankyo to Kogai); "When all is said and done, this is an impressively researched, very thorough study of a series of milestone events in Japanese politics. It is a must-read for anyone interested in Japan or environmentalism" (J.Japanese Studies); "I was left with a rich understanding of the Japanese social, political and cultural context. I found the synthesis of theoretical perspectives to be extremely thought-provoking. This book makes a major contribution to the literatures on policy networks, social movements, environmental activism, and the structure-agency relationship" (Connections); "Environmental Politics in Japan is a major accomplishment, rich in empirical research and theoretical reflection. Besides being a comprehensive ethnography, the book is complex in its use of multiple theories and analytic perspectives - it can be read and reread from a number of viewpoints. Those with an interest in social movements, protest or environmental politics should be sure to add this to their reading list (Am. Pol. Sci. Rev.).

I read this book when it was written several years ago. The book has staying power. I find that I have adopted the concepts from complexity science as a framework for my organization development work. I think in terms of the simple, yet powerful, metaphor of breadmaking when consulting and facilitating.

This is an interesting book about an approach to managing and changing organizations, which is quite different from traditional change approaches: complexity theory. You might think: "Ah, here we go again.... Is this just the next new management hype, destined to be forgotten soon?" I don't think so. I think complexity theory is to be taken a bit more serious than that. What is it? It is a rapidly developing theoretical framework that describes and explains fundamental processes of complex adaptive systems, like organizations. What is a complex adaptive system? The authors of this book, Edwin Olson and Glenda Eoyang, explain that in a complex adaptive system, a multitude of different players (called agents) held together by some cohesive force (called a container) and constantly interacting with each other in all kinds of ways (these interactions are called transforming exchanges).

The self-organizing nature of human interactions in a complex organization leads to surprising effects. Small actions, events and interactions can lead to dramatic outcomes affecting the whole system. Human interactions in complex systems lead to so-called emergent properties, which are features of the system that the separate parts do not have. (For example, brain cells don't have consciousness, but the human brain does). All of this explains why it is often impossible to understand let alone predict or control events and developments. This is a rather big departure from the traditional view, which tends to see organizations as understandable, predictable and ... controllable!

Then how exactly is the complexity theory approach to change management different from the traditional approach? Ed Olson and Glenda Eoyang summarize the main features of the CAS approach to change as follows: 1) Achieve change through connections between agents (instead of trying to control the change top-down), 2) Adapt to uncertainty (instead of trying to use predictable stages of development), 3) Allow goals, plans, and structures to emerge (instead of depending on clear and detailed plans or goals), 4) Amplify and value difference (instead of always directly focusing on consensus), 5) Create self-similarity (instead of difference between levels), 6) Regard success as a matter of fit with the environment (instead of focusing on one dimensional success measures).

It's hard to accurately summarize in a few words what's in this book. So, if you're organizational development consultant, perhaps you'd better read it yourself. What you will find is that the book is a nice mix of theory, case descriptions and practical tools which (some of which are very nice and handy). I think this is the first book that makes complexity theory so practical.

This is the best practical guide in existence for using Complexity to transform an organization. The authors give valuable tools and techniques for concrete processes which promote Complexity transformation, along with examples of real business situations where the tools have worked. Especially valuable for those who have a background in organization development. Highly recommended.

Agressively researched, beautifully written, and wisely presented, this is one of the best books of any kind I've ever read. History, particularly history of such a narrow scope, has seldom been presented in such a moving pageant. It is also fair, treating Native Americans and blacks, Catholics and Protestants with equal fairness and compassion. A truly great work.

I think there should be one of these for every state - a history book of how a state ends up with its religious mix. Luckily, I live in Tennessee and have this little gem of a book to reference. The authors present historic regional tidbits that elementary textbooks often leave out (all properly footnoted and indexed.) But the book doesn't get so far into religion as to forget history by sketching the role of the Indians, the wars and other key political events. And it doesn't get so far into Tennessee history as to overlook what's going on spiritually in the rest of the nation by including the likes of Wesley and Whitefield.

This is a state side version of Marshall's epic "The Light and the Glory." It's a quick read but perhaps goes too quickly through coverage of the last few decades leaving the reader wanting more (perhaps a sequel). Overall, a must read for the history buff and teacher or those wanting to spiritually map the state they're in.

This book is an inspiring account of the history of religion in Tennessee. Chapters like "Paths of Hope, Trails of Tragedy," will help the reader to understand the passions that forged a land---the passion of what people believed that drove them to make the history that is written about in this book. I highly recommend this book, especially for anyone with interest in Tennessee, but also for those from anywhere who love to see how history can be shaped from what people will live and die for.

If you are a Christian and you have children, you should be doing daily family devotions. If you are a Christian father, you should be leading your family in daily worship. However, many people don't know how to begin to do it. We bought this book to help us and it has been very helpful. We practice family worship every night of the week and this resource has been invaluable in keeping our children involved and interested. The results we have seen are awesome. Our girls are learning the Bible, Christian doctrine, the creeds, and are practicing to sit through Church and participate in the service instead of squirming all over because they are bored. Plus, they are learning the daily pattern of walking with Christ, which is more valuable than anything you could give your children. I highly recommend this to Christian parents. Start worshipping together as a family, this book can help you get started.

The two hardest things about family worship are getting started and getting started. On the one hand I had a desire to lead my family in studying God's Word and helping us all to store it up in our hearts, but it is difficult with busy and erratic schedules to know when to do it. Combine that with the fact that there is very little precedent for actually leading it or knowing how to lead it and you have a recipe for never getting going. I knew that it was something that needed to be done so I set a date when we would get started and then began my hunt for resources that would help me know exactly what I should do in leading this time. I did a bit of research and found this book. After taking a look and reading some reviews I decided to order it, and am I glad that I did.

This book is a great resource for anyone wishing to start family worship or for anyone who is already leading but feels that there could be more to it. The book gives a good introduction to the what and why of family worship (which I, frankly, skimmed since I didn't need any convincing). The author then dives into the meat of the book; how to lead and what this time should consist of. The book includes several hymns and selections from the psalter (sans music, although it does give suggested tunes for all the songs). There are also several other resources including creeds and confession, suggested Bible reading timelines, the Westminster Shorter and Larger Catechisms, articles on prayer and many other great resources for leading worship. I have found this book to be truly indispensable as we have begun this endeavor.

My wife bought me this book, and I couldn't have picked a better book for our entire family. Terry L. Johnson does a wonderful job of giving the case for family worship and then gives practical advice on how to perform it. The most important advice that he gives is, "Just do it." He includes numerous resources in planning daily worship times with your family from the "Call to Worship" to the "Benediction." It includes hymns and the complete psalter, but if you do not know music (like my wife and me), then you might want to buy a CD that has the music. It also includes a Bible Reading Record and Memorization helps along with the Shorter Catechism and the Apostle's and Niceane Creeds for you and your children to memorize.

Family worship was very new to us, especially with very small children. We were struggling to find a resource that could help us in figuring out if we were "doing it right." The one thing that I realized most of all that doing it is much better than waiting to do it right. However, having this resource helps those of us that hate to step out without the safety net.

Catherine Odell has done a wonderful job telling the story of the life of Father Solanus Casey who was declared "venerable" in 1995 by Pope John Paul II. The story of his life as a Capuchin priest who served as a porter is so inspirational, reminding us all that no matter what our calling in life, there are many ways in which we can all serve God. Many people sought healing and counseling from him and this humble man was truly an instrument of God on this earth. Father Solanus tells us that we should not pray for tasks equal to our powers, but for powers equal to our tasks. I would highly recommend this book to anyone who is interested in learning about a modern day person who may very well become a canonized saint.

The story starts out rather slow and monotoneous, but before long you will find yourself completely emmerced in the psyche of this modern day saint. A touching story of one man's decision to say yes and to compleely surrender his life and his will to God's plan for his life. This humble man possessed those attributes that we all desire and seek, but somehow find elude us. This is a story of struggle, hope and the fullfillment of God's will in the very simple things of our lives. We are all drawn to this mindset and you will see the hunger and desire that we all have a hunger for by the unlikely attention that this man of God draws to himself without the desire to do so. If this beautiful story of real "life" brings a tear to your eye, you will have crossed that wonderful divide that seperates the spiritual from the secular, and you will in a very real sense find the hidden beauty of inner peace in the simple. I highly recommend this book for I believe it has set the roadmap for the true longing of the human spirit. The final words of Barney Casey are words that reverberate through the Centuries and words that should be readily on the tips of each of our tongues as we draw our last breath.

This is a truly inspirational story. It not only shares his story of becoming a Capuchin Monk, but also about his early life. It is an interesting story about a man that we can all relate to in some way. Something really different about him is that he is not some person from another country that we only heard about because of the news. He is from the USA, he lived and worked in Detroit as a Porter and a priest. This is a wonderful story that everyone should read.