Organizations Books

Ever hear of the ancient mystery religions from the ancient mediterranean world that supposedly influenced the new testament? This is just about the best book to actually read up on what the mystery religions consisted of. A good tool to check out for yourself if there are or are not any parallels between the mystery religions and new testament content.

The book is informative and well presented. It was required reading for a Masters Class, and it augmented the other required reading, as well as the classroom information. The author writes commentary on the background of the mystery, and then the sacred text.

As Marvin M. Meyer explains in his excellent introduction, the Mysteries (from the Greek myein = to close) were associations of individuals: 'The Mysteries were secret religious groups composed of individuals who decided, through personal choice, to be initiated into the profound realities of one deity or another. They joined an association of people united in their quest for personal salvation.'

Unlike the Catholic Church or State religions, the Mysteries had no power base and no organized structure. They were an easy target for those who considered them as enemies or serious rivals in their power search. The Catholic Church attacked them fanatically in speech, picture and scripture. After becoming the official religion under Constantine the Great, the Roman Church convinced emperor Theodosius the Great to commit one of the most savage crimes against humanity: he ordered in A.D. 391 the abolition of all pagan mysteries and the destruction of their sanctuaries, giving at the same time a religious monopoly to the Pope.

This book contains excerpts of very well known works like 'Bakchai' by Euripides or 'The Golden Ass' by Apulejus, but also texts which are difficult to find.
The editor wrote a small introduction for each of the mysteries considered together with excellent bibliographies.

Not to be missed by all those interested in Ancient history.

Marvin W. Meyer's "The Ancient Mysteries: A sourcebook of Sacred Texts" is a splendid resource for original texts pertaining to the ancient Greco-Roman mystery cults. Meyer covers the full range of mystery cults, from the mysteries of Demeter and Persephone, through the mysteries of Dionysos, the Great Mother, Isis, Osiris, and Mithras, finishing with the mysteries within Judaism and Christianity. The texts span a wide spectrum of viewpoints and sources, from relatively objective accounts by period historians, to manuals from within the cults governing discipline and worship, to actual hymns and stories by initiates such as Apuleius's "The Golden Ass." My favorite selection was his excerpts from the Orphic Hymns, reproduced from the incomparable translation by Apostolos Athanassakis, which inspired me to obtain and read the entire book.

Meyer provides a brief introduction to each form of the mysteries that he discusses, along with brief introductions to the excerpts he provides. This book is an excellent introduction to what the mysteries were, and how they were seen and experienced by initiates, dramatists and historians during the period when they flourished.

A very useful source book, I use it often. The division of the book into specific religions/cults makes it easy to use.

The only thing lacking are images/diagrams to supplement the texts.

The chapters on Isis, Osiris and Mithras are excellent.

A very clear and practical view of the Balanced Scorecard tool. The text has the right amount of theoretical background and gives very enlightening exemples and advice to those interested in this field. However most of the exemples comes from private sector and non-profit organizations. Little from government and armed-forces.
But in general terms this is an excelent book. I recommend it.

This book is informative and keeps your interest. Lots of case studies and examples. The author keeps the focus on why scorecards should be used and places emphasis on how to keep them useful.

Niven is one of the best authors on BSC. If this administration and communications tool has been hailed as one the best new concepts in the business world, in nonprofit and government administration it can have even more impact. It is a great general introduction, but even seasoned experts will find enlightenment and a great very updated bibliography. Works very well as a textbook for nonprofit management with HBS cases.

Balanced Scorecards make lots of sense for the For-Profit world for which they were originally developed. What makes this book so good is that they have concentrated on what makes Non-Profits different and how to conceptualize how the BC works in that arena. The book is well written and easy to understand. It is a must for all non-profit execs.

Very helpful approach in developing a measuring tool for monitoring ministry growth and tracking to Vision.

An excellent review of the period of the Act of the Apostles, immediately following Christ's ascension, with a particular view to responding to the radical criticism of the Jesus Seminar. A very helpful book for any church library

I wanted to know what happened immediately post-crucifixion with those disciples and followers of Jesus. What took those earliest followers of Jesus, immediately following the resurrection, and put them on the path that produced the Christian church we see today. What did they do, how'd they do it, and where did they do it?

Unfortunately, I read Crossan's book first. It was a terribly long disappointment. Crossan never got to the point and buried the topic and me in minutiae. He never gave me any firm answers or clear and concise pictures of historical events.

Barnett, on the far other hand, writes concisely, logically, and provides connections and documentation to support his findings. Best of all, Barnett's book allowed me to lift above the details and see the story in a completely understandable light.

Amazingly, a shorter book by Barnett hits the bull's eye and gives me the information I'm seeking while a rolling explosion of methodology and diversion by Crossan never seemed to find the target.

What do you think? Did Barnett title his book "The Birth of Christianity" because Crossan had already published a book under the same title? Yeah, that's what I think, too. Barnett deliberately picked the title as a rebuke and a response to Crossan.

After leaving the priesthood, Crossan has spent his life doing what he can to destroy Christianity. And yes, he is the one who helped found the Jesus Seminar. In his book he argues that Jesus was a hippie-Cynic with no intention of founding a religion.

Barnett pokes holes--lots of holes--in this thesis by investigating what can be gleaned about earliest Christianity.

The problem for Crossan is that the time between the death of Jesus, most likely in 33 AD, and the first Christian documents is a scant 20 years. That's not a lot of time for myths to form. Furthermore, huge numbers of people who knew Jesus would still be alive. Facts could still be easily checked.

Most scholars agree that Thessalonians is the earliest Christian text available, written about 50 AD.

Barnett points out that "In no other letter does Paul so often appeal to what the readers already know" (P 47). Paul reminds his readers of the traditions the apostles passed on. So by 50 AD, therefore, "There is an existent, clearly formulated theology" that was agreed upon by the Christians. It is so well known that Paul can call upon this knowledge.

And what were the common points the earliest Christians believed in? Paul calls Jesus the "Son of God" and "Lord" and "Christ" in Thessalonians. It is, furthermore, the same language he uses throughbout the span of time he wrote his letters.

The conclusion is unmistakable. Paul's "Christology must have been resolved by the late 40s before he commenced writing" (P 67). For one thing, Paul claims to have "received" his beliefs from other people. This indicates a common pool of knowledge. Knowledge which he also gleaned from a first source, since he is known to have visited Peter. It is to this "tradition" which Paul "received" that he refers to again and again in his letters.

Barnett goes into some depth with Galatians, Mark, and John. With John, he notes the many pointers to a pre-70 dating. Barnett mentions the primitive feel to the gospel and the "extensive and intricate details....The war of 66-70 cut a broad swathe through the cultural landscape so that life post-70 became less and less recognizable in contrast to life...before" (P 172).

This is a relatively short book, especially when compared to Crossan's. Yet it's clear, well written, and right on target.

Barnett makes a strong case for the "conservative" position that the essentials of the Christian message as we have come to know it were there from the very beginning, as against the "liberal" position that Christology developed over time. His book is succinct, well-written, and tightly argued; a necessary correction to the other books on the topic of very early Christianity.

I do have some reservations about his arguments, though. Not only does he rely on the Acts of the Apostles as containing eyewitness reports, he takes specific passages such as the speeches of Peter as being an accurate account of what Peter said. It seems more likely to me that the author of Acts shaped such passages according to his understanding of the gospel, which may have evolved since the time of Peter.

On another point, while it is true that Paul says he is transmitting the gospel he received, it is also true that Paul had serious conflicts with the leaders of the church based in Jerusalem. The issue seems to me not a black-and-white one, that either Paul made up his Christology or he is passing along exactly what was first preached by the apostles, but a grey area--how much did Paul adapt the gospel to the Hellenist culture?

Overall, a very good book though.

--Alan Zundel, the HeartAwake Center

Paul Barnett has written a lucid, meticulous account of the first 20 years after Jesus died, demolishing a few treasured myths about how much we know about those early years. With wide-ranging scholarship and relatively few (and uncontroversial) historical assumptions, Barnett scours the New Testament for clues on what the apostles and followers believed after Jesus' death and why they believed it. By paying attention to details often overlooked by skeptical scholars, Barnett establishes the following: 1) the Christian movement had a very 'high' Christology almost immediately after Jesus death, 2)contrary to what many scholars assume, the writings of Paul are studded with the teachings of Jesus as found in Q and contain too much information about Jesus' earthly life to support the theory that Paul invented a Cosmic Christ out of mid-air, 3)the Gospel of John was likely written before the destruction of Jerusalem in A.D. 70 because it refers in the present tense to structures and buildings which no longer existed after that date (and for other reasons), 4)Peter did not usurp the authority of James the Just, who did not preserve the 'real message' of an earthly Jewish rabbi but was fully orthodox about the identity of his brother, which seems to have come about as a result of seeing the risen Lord face to face, and 5) Acts is far from a piece of theological propaganda; it contains numerous historical and archeological details which have been impressively corroborated by secular historians of the time. By performing impressive mental gymnastics skeptics can always find a way to dismiss the most reasoned arguments, and in the case of the New Testament we find a movement which revered its Founder as Lord and Savior immediately after His death, spread the good news with fervor and turned the world upside-down. By far the best explanation of this stunning fact is the Resurrection of the Son of God.

Breakaway Management articulates what's true about workplace behaviors: all people have them and they are less than ideal. People bring along their less than ideal histories (Managers are people too!) and create barriers to change that keep organizations or work groups stuck. The dysfunctional patterns can be identified and named, openly dealt with, and constructively managed. The tools provided in this book help to talk about what's real in the workplace and that's a common sense approach that experience teaches works well

Finally, the fix-it for dealing with those "people problems" that ultimately cause organizational ineffectiveness and failure! Dr. Jones spends just enough time outlining the origins of dysfunction and the widespread impact of dysfunction to convince any business person that it is this dysfunction we must focus on first in our organizations--and not our structures or policies or procedures. Throughout his book, Dr.Jones develops the pathway for any manager to deal respectfully and responsibly with dysfunctional behaviors. No matter how rampant the dysfunction in your workplace, Dr. Jones has beautifully and practically developed the "way out" for managers so they can implement and foster the "way back" into functional behaviors which, ultimately, creates the "way to" organizational success.

Very insightful;full of useful strategies and information. Dr. Jones style is humorous and very down-to-Earth. Chapter 5 was a real eye-opener. I now have a better sense of how to approach discussion of the issues we've been avoiding for so long. Our Thursday morning staff meetings will never be the same. If you supervise 1 or 1,000 people, this book is for you!! John A. Wilson, Area Group Manager, DMS. Inc., California

Truly explains the the reasons behind the time, treasure and pain that Corporate America has endured through the misdirected and failed implementations of Total Quality Mangement, Teamwork, Re-engineering, Downsizing and Right-sizing that has prevailed through the 80's and 90's. This text offers the reader a practical, no-nonsense approach to many of the obstacles that prevent the successful implementation of continious improvement efforts in terms of viewing the organizaiton from the perspective of Dr. Tom Jones who has laced the pages with no-nonsense advice for understanding and improving your organization's effectiveness. If you're in a position to lead people and "been there and done that," I suggest that you re-assess your organization through the "hands on "experience and techniques conveyed by Dr. Jones...You'll find it as impacting and insightful as "The Goal" (Eli Goldratt) and potentially more effective than the scores of business books offering "silver bullet" solutions to the complexities of organizational life in the 90's

Many managers go home each night feeling sick, frustrated and demoralized from facing a daily struggle to reach goals and improve performance in a dysfunctional workplace. The practices they have used effectively in the past are not working, their people seem confused and hostile, and the job is suffering. This book is written for them. It is packed with ideas and techniques for overcoming the barriers to productivity that these managers face. Identifying the symptoms of dysfunction and specifically outlining steps to overcoming them will give managers increased options and tools that can bring the whole workplace team to a new level of productivity

The book is a concise compilation of case studies that encompass a myriad of experiences faced by companies and cultures in their pursuit of reaping the benefits of e-commerce. The cases provide a global focus on cultural challenges both geographic and organizational, a sampling of various information technology considerations, and customer interface and acceptance factors.
Two of the cases explore cultural issues in Latin and Asian societies. Their explosive demand for IT outpaced the substantial infrastructure shortfalls. Reliability of telecommunications systems, the lack of electronic payment methods, and weak processing infrastructures are just a few of the areas discussed.
The study of the Texas Instrument implementation and management of an e-commerce enabled enterprise information system clearly describes the paramount concern for the development of a strategic focus within the organization, the need for top management support, and most importantly the development of sound business processes. The significance of business process development is explored often throughout the cases starting with the first chapter where a description of the dynamic evolution of an e-commerce entity is taken from the concept stage all the way through implementation.
Finally, throughout all the cases it is clear that customer focus and direct customer interface during the development and implementation are key success factors in reaping the benefits of an e-commerce endeavor.
The variety of cases maintain your interest and offer a comprehensive collection of experiences that are sure to alleviate most start up and operational issues.

The big boom being over, many are apparently of the opinion that the Internet does not matter--at least on a global level. Cases on Worldwide E-Commerce gives many examples to the contrary. It shows interesting and instructive examples of how organizations are making use of the Internet and networking technologies to help them carve away at markets and improve operations.

"Cases on Worldwide E-Commerce: Theory in Action" is a great read for both practitioners and scholars. Because of the book's unique perspective on this timely topic, my students will find that it is required reading in my next E-Commerce class.

"Cases on Worldwide Electronic Commerce: Theory in Action" is a good read. It is very useful for both scholars and practitioners. I intend to use this book in my next Electronic Commerce class because it gives the latest perspectives on this dynamic topic.

This is a very worthy book that amply describes best practices for achieving a competitive edge in eCommerce. Dr. Raisinghani's book illustrates the methods used by industry to transform strategic plans for eCommerce into viable business operations. While written as an academic text, the book none-the-less offers insight into the practical nature of how different organizations went about leveraging their respective IT investments in order to provide superior customer value, cycle time reductions, and expansion of their operations to a global market. This book is highly beneficial in both the academic and business sectors...very useful and I highly recommend it for anyone interested in the growth (or study) of eCommerce.

This book clearly articulates a strategically important concept. As the Chief Strategy Officer of a company in an industry that seldom dares to be strange, I hope that no one else in my industry reads this book. Implementing the ideas in this book will become my competitive advantage.

The correct platitude often offered up by a company is that their people are their most important asset and competitive advantage. But in reality, most staff is like electricity... you can't run your company without them, and it's the entry level cost of doing business. In Change To Strange: Create a Great Organization by Building a Strange Workforce, Daniel M. Cable examines how to create a "strange" workforce that actually *is* a competitive advantage over your rivals. It all comes down to your definition of "strange"...

Contents:
Preface; Be Strange. Be Very Strange.; Shine a Flashlight into the Black Box That Exists Between Your Workforce and Beating Your Competition; Organizational Outcomes - How Do I Know I Am Winning in the Way I Want to Win?; Performance Drivers - What Must Customers Notice About Us So That We Win?; Strange Workforce Deliverables - What Our Workforce Does to Make Customers Notice and Love Us; Job Specific Strangeness - Different Deliverables from Different Jobs; Strange Workforce Architecture - What Systems Will Produce the Deliverables I Need From My Workforce?; Strange Workforce Architecture - Breaking Out From the Pack; Strange Workforce Architecture - Taking the Next Step; The Magic of Metrics - Creating and Implementing Measurement Systems;Conclusion; Index

The "strange" that Cable talks about here is a workforce that obsesses about one or two key items that make a difference to the customer. For example, Whole Foods has a workforce that is obsessive about their product and presentation. These people can tell you just about anything you want to know about what they sell, because they believe in it completely. Their hiring systems are geared around making sure that new people coming into the system share that same obsessiveness, and the group is rewarded based on how well each person does. If you're not pulling your weight or if you're not obsessed like everyone else, you'll wash out. It doesn't mean you're not a hard worker or aren't cut out for working in food retail. It just means that you're not "strange" in the way you need to be to work at Whole Foods. This differentiator often is considered crazy or uncopyable by the competition. But since the customer loves it, Whole Foods has a niche all to themselves. And their people truly *are* a competitive advantage for them.

The other issue that makes this difficult is the measuring and metrics. Getting information from your customers about the few things you want to be strange about is hard work. The numbers often aren't easily obtainable without putting some effort into it. Which is another reason competitors don't want to follow that direction, and why changing your workforce to a strange workforce isn't easy. But if you want your company to stand out and be different/strange, it's a requirement to be able to track those factors and measure your people against them. Otherwise you may end up with good solid people, but just not ones that are strange in the areas in which you want to be viewed as unique.

This book also struck me as something you can do for yourself and your skills. Perhaps you want to be known as someone with an obsessive attention to deadlines, design, or quality. You could use this same technique to find your own strange quality/qualities, figure out how to measure it, and them shape yourself into a competitive advantage over others...

While I don't expect an overwhelming majority of companies to run right out and change their HR departments to match this model, reading Change To Strange will at least open up that small window of doubt about whether you really are hiring people who are a competitive advantage for you and your company.

Companies often give a lot of lip service to the value of their employees but then go about treating and using everyone just about like every company treats and uses its employees. That is, with indifference and standardized "best" practices. Unsurprisingly, when an organization treats its people just about the same as every other company treats its employees (as inputs to be standardized and minimized), its dreams of having the company be something special, valuable, and unique are seldom to never realized.

Daniel M. Cable tells us that only a strange workforce, that is one that doesn't do things like everyone else, one that knows and has confidence in its uniqueness and specialness and in its goals and methods, can create something that is special, unique, valuable, and with a sustainable (ongoing - but adapting) advantage in the marketplace. Cable explains how and why your workforce can become something valuable and a driving force behind your success.

He starts off the book showing us how we too often treat our employees and the whole HR process as a kind of black box that just happens. We assume that if we are following the laws and standardized HR processes and avoiding being sued we are doing a good job. When we turn things around and start to view this whole concept the way the author frames it we can see that this kind of idea is indeed absurd. It is like building a process to build standardized widgets that claim no special qualities in the marketplace and then later wondering why, despite our fine leadership, those widgets fail to gain special attention in the market place or market dominance.

What I like about this book is the way Cable plays with our perceptions along the way. This is not your standard business book. He asks us questions that seem odd at first, and then we realize that is the point. Have you ever looked at the back of your hand and for some reason your perception changes and it looks a different size to you and in some ways quite different than it ever had before? That is what this book will help you achieve with your workforce. The author admits that building a "strange" workforce takes a great deal of effort and probably will take some time to achieve, but if you want to be regarded as special by your customers you have to be special. And to be strange (not normal - not typical - not ordinary) you have to have strange people working for you who have a strange sense of mission. This requires you to hire strangely, train strangely, measure performance strangely, and provide strange products and services (that is, surprisingly good and surprisingly desired products and services).

Cable provides a simple framework for this complex process and shows us how achieving this strangeness will get us noticed in the marketplace, allow us to satisfy our customers, and avoid the stagnation that often comes with initial success. The old tragic story of sticking with what works until it kills you has to go.

One of the great complaints among employees today is that they don't matter to management. Employees see through the rhetoric and that is why most companies are not only boring to work for, they are boring in the marketplace. Here is a way to turn that around and energize your company by unleashing the real power in your workforce. Of course, once you head down this path, not all your employees will go with you and there will be some significant turnover. Even good "ordinary" employees have to go. Because they provide inertia against becoming successfully strange.

So, get strange.

In this book, Cable puts forward a very interesting idea that more managers should have the courage to take seriously and perhaps even execute. The point is that managers should make a concerted effort to hire people that are "strange" rather than those that are similar to all other potential hires. His point is that conventional thinking and execution is inherently limited in the level of success that it can achieve. By strange, he does not mean "weird" or disturbed, the term is used in the sense of being capable of doing constructive and successful thinking outside the box.
Several examples of companies that have adopted such methods and are very successful are presented. One of the best is an explanation of the career of major league baseball general manager Billy Beane. Beane's position is that the standard criteria used to evaluate baseball talent are simplistic and incorrect. Since he rose to the position of general manager of the Oakland Athletics, Beane has fielded a team that ranks at the bottom in terms of salary and near the top in terms of wins. Much of his emphasis is on the "quality at-bat" where a player forces the pitcher to make extra pitches and is willing to accept a base-on-balls, even when there are runners on base.
Since this is a skill undervalued by all other teams, this has allowed Beane to acquire players for much less than other teams are willing to pay them. By molding the team in that image, he has developed a very successful team, although the Athletics have had a difficult time winning games in the playoffs. Given the current financial inequities that exist in major league baseball, this is truly a major success story that others should pay attention to.
Another example is the policy of Home Depot to hire contractors to work in the appropriate sections of the store. Therefore, when the do-it-yourself customer comes in, the person helping them is very knowledgeable and can provide the highest level of customer service. This service translates into an enormous competitive advantage over other stores and can increase sales several orders of magnitude over the extra salary expenses.
To his additional credit, Cable also is clear in stating that hiring "strange" employees is not for everyone. It requires courage to be willing to adopt a novel business or a non-traditional approach to an old one. In nearly all cases, the initial expenses are higher than in other areas and exterior observers are generally very skeptical of the new and novel ways of doing business.
I once participated in a faculty development seminar entitled, "A Whack on the Side of the Head." The purpose was to try to get us to think of new and novel ways to present our material. This book reminded me of that seminar, demonstrating that while going down a different path can be extremely challenging, it can also be very rewarding. From personal experience, those rewards are more than monetary; there is a form of satisfaction in being successfully different that is like no other. Perhaps the key to your success can be found in this book.

In less than 175 pages, Dr. Daniel Cable delivers something "strange"; a 'how-to' book that nails the organizational performance connection between strategy and people! Written in a direct, talking style, by a Professor whose writing implies he is fun to learn from and with; this book argues the benefits of strategic differentiation and then explains in practical terms how to link effective strategic performance drivers to the people who must deliver that differentiating strategy. Using the term "strange" to emphasis the differentiation element of a successful strategy, the professor uses his 'strange workforce value chain' to show the steps from strategic theory to customer value creation.

1. Organizational Outcomes - three year out lagging indicators of strategic success.
2. Performance Drivers - what customers need to notice for the strategy to win.
3. Strange Workforce Deliverables - ways your people must be `strange' to make the performance drivers happen.
4. Strange Workforce Architecture - design and construct of your people management systems cause your workforce to be `strange'.

An obvious fanatic on measurement as the way to speak strategy with an organization, Dr. Cable noticeably understands the difficulties, time and hard work involved (as well as the many nuances) with creating and maintaining an organization's connection with its strategy. In fact, he is so concerned about the need for an understanding of the specifics, that he holds his favorite chapter, "The Magic of Metrics", for the final chapter of the book. In the meantime he covers "Job-Specific Strangeness" where he distinguishes the strategic leverage of jobs (not leadership positions); sorting them into executor (direct deliverers of 'strange'), operator (essential players in creating value), and outsourcer (cannot be linked to `strange' performance drivers) positions. In subsequent chapters he explains his "Strange Workforce Architecture", supplementing the specifics with numerous examples of 'strangeness' in action.

From uncovering the 'strange' performance drivers of a 'strange' strategy, to hiring and managing the `strange' people who fit with a 'strange' strategy's delivery, the professor conveys a compelling and instructive narrative. This book is recommended for anyone who has used or considered the balanced scorecard; it will put you on a 'strange' and better path.

Dennis DeWilde, author of
"The Performance Connection"

John Merrow's book is a thoughtful and well-informed guide to finding excellence in public education. It is both an insightful look at what constitutes excellence and a great "how to" book for parents who are trying to choose schools for their kids (I especially like "questions to ask" at the end of each chapter). Best of all, while critical throughout, Merrow remains hopeful that public education can be excellent and offers real solutions for some of the most pressing problems in education today.

This book is entertaining and remarkably thoughtful. It is filled with the wisdom and insights we have come to expect from John Merrow, whose work many of us have followed on NPR and PBS. If you care about our future, read this book. He is critical where criticism is warranted but every chapter contains many useful suggestions for improvement. Every chapter includes the questions we need to ask of our educators and of ourselves.

How do you choose a good school? John Merrow gives you guidelines to follow and questions to ask in your search. This book is a "must" for all parents. The questions at the end of each chapter are especially helpful.

This is a book that every parent will want to read. It's full of useful information, it's easy to understand, and it's positive in nature. The pathway to better schooling, and to a better experience for children, leads through this brilliant book. Buy it, or borrow it from your library, TODAY!

This is an immensely useful, irreverent look at public schools. The author is a former teacher and an award-winning journalist who has worked for National Public Radio and PBS. He is creative and extremely insightful. He says, don't use just one way to judge schools. Do most teachers leave right after the students? What do schools do if there is a bully? Is the school orderly without being rigid? Is excellent student work displayed? Is it creative, or does it all look alike? These are only a few of the excellent, unusual questions Merrow asks.
He also urges families not to make assumptions about a school - whether it's a charter, magnet or neighborhood school - it's location and classification just don't tell you enough.
This is a great book for families to read, even if they are not actively selecting a new school. Merrow describes wonderful - and awful things he's seen in schools all over the world. He is funny, creative,and immensely useful.
Joe N - St. Paul, Minnesota

All across the United States Churches are dying, and pastors are discouraged. Barnett's book isn't the 'cure,' but points to an important element of giving pastors and churches new life -- serving and loving others in Jesus' name. It sounds simple, and it is. But it means being willing to do what Jesus did, to dwell among the people and to love them no matter what. I highly recommend this book for pastors and churches who want to start dreaming again.

This was a great resource for me since our vision is very similar and Pastor Matthews personal struggles and experience with the community not only enlighten the reader put those of us in similar ministry can gain hope and affirmation. What a blessing this book is and the reality of it so striking. I loved every minute in reading he accounts.

I was surprised to see this book was printed in the year 2000. The reason for the surprise is threefold: I firmly believe it is destined to become a classic so expected a higher sales number and currently there are only four reviews at amazon.com and lastly out of the four reviews ministry is mentioned often, yet the book is clearly intended for those who directly minister as well as for "the rest of us". To me, the hallmark of Matthew Barnett's work is the SINCERITY throughout, which was very refreshing. In the book, Matthew Barnett recounts how (at least at the time his book was published) it is common for other local churches to actually post signs stating "No Gang Members Allowed"!! Praise God that Our Lord does not place such constraints. "The Church That Never Sleeps" will awaken your mind, will and emotions to the Lord's calling for outreach and not only inreach in our daily lives. I enjoyed the many references to his relationship with his Father, Pastor Tommy Barnett, not because of "who they are" but because their Father-Son bond is a model for any parent at any time. A powerful reminder of how parents can influence their children by not only their action but their words and their time. This is slightly off-topic in a way but when Matthew's vast early and cumulative exposure to his Dad's Ministry is referred to, it caused me to recall a certain very young actor that people scoffed at for stating (on "The Tonight Show")his early exposure to the world of acting had prepared him to move into directing movies...two boys who grew to men, different backgrounds, influenced and influential, one goes on to Minister the Lord's work and the other films. Each has had a continuing impact on many lives as a response to their childhood and inner direction. Very interesting to me and this led to my further understanding we each have the same sort of choices to affect many on a daily basis. Which road will you allow The Lord to direct you? As a result of the book, I am very interested in checking out not only the L.A. Church but as well Rick Stoker of Wilmington, North Carolina, who relinquished a very successful career as a physician for college-level basketball teams in order to establish his own ministry. The book makes it so very clear even someone like me can help (disabled, chronic illness) even with small donations...I read once all those little errors the grocery stores make that customers rarely catch amounts to huge sums of money for the grocery business...hmmmm, I can choose small donations to help the Lord's outreach through these two individiuals. That is how the book inspired me. The book came to my attention courtesy of Joyce Meyer and her daily (televised locally, also via cable, also via radio, also via her website, including "podcast") program "Enjoying Everyday Life". Matthew Barnett was a recent guest. The one word that for me best describes this work is: sincerity. Destined to be a Classic.

This book is what real ministry is all about. If you are just starting out in the ministry, this book is especially helpful. Matthew Barnett brings you from the beginning of his ministry through his amazing journey to a thriving full ministry today. He brings us back to what is real in ministry. You will be forced to examine your life, your ministry in the light of what the gospels say real ministry is all about. This book will challenge you to come up higher and to throw off some of the old ideas about what church is.

Great book. For me, and I think for many others, it wasn't so much that the book had any new revelation or teaching as much as it reminds us of the true simplicity and purity of real ministry. You know, the stuff that we used to do when we were younger, and it worked, before we got sidetracked with OUR aganda, OUR goals, OUR ministry career. Thanks Matthew! Let's keep it simple. Phillipians 2.4 should be the theme verse: "Look not only to your own interests, but also to the interests of others."

Mary Mitchell's Class Acts is filled with good information, overlaid with a gentle philosophy, and is a good read to boot. It's the only etiquette book I've read cover to cover. It makes a perfect gift -- a lovely compliment to colleagues, clients and friends who are indeed class acts.

Mary Mitchell has written a stunningly clear, well thought-out, and concise book. Her background in etiquette, coupled with years of work in the field of corporate governance place her in the unique position of being able to match business accountability with manners at a time when both assets are sadly on the decline. Not only are her points well taken, but the book is well-written and entertaining. The suggestions and advice contained in this book are indispensable for just about anybody interacting with anyone else.

At last, someone who "gets it!" Mary Mitchell eloquently makes the case that respectful, ethical, balanced business conduct is not simply "do-gooder" window-dressing but an issue that strikes deep at the bottom line -- via the relationships created with employees, employers, customers, vendors, colleagues and, oh yes, investors. Take THAT, Enron, WorldCom, Global Crossing, Adelphia, and all the rest! This should be required reading for everyone in business.

Class Acts is an essential book for today's personal and professional environment. The strength of the book comes from it's applicability to one's life lived in a 24/7 world. The lines between professional acts and personal acts are less clearly defined as one realizes that a "whole life" standard to behavior is the only way to conduct oneself. It is precisely this understanding of all "actions" and their impact on daily life, both on the individual and organizational level, that makes this book a boardroom to bedroom must read.

As the CEO of ULiveandLearn, an educational company, we have been involved in developing programs that offer training and continuing education programs. Often, the benchmark programs are the ones that ignite support across a broad group of users, from corporate managers to educators to community-based organizations.

We are looking forward to helping bring Class Acts live through programs that integrate the essentials of the book with case studies and programs for corporations and organizations.

The opportunity to create and sustain an environment of good manners, good relationships and good business benefits us all. Mary Mitchell clearly understands the power of her message and it's long reaching effects on everyone who cares enough to be a Class Act.

Class Acts by business etiquette authority and consultant Mary Mitchell is a straightforward, "reader friendly" guide to using good manners, etiquette, and positive relationships to improve business efficiency, profitability, and the lowering of daily stress levels while on the job. From the importance of accountability, forgiveness, and trustworthiness; to improving communication skills; to handling disagreement in the most effective manner (always disagree in private if possible, and carefully watch one's tone of voice while disapproving); to coping with the challenges of cyberspace; to knowing better than to pursue a workplace romance (or if one must, to pursue it with caution and close awareness of the other party's feelings), Class Acts emphasizes that it is the creation of good and enduring relationships which, in the end, are fundamental to the establishing of a good and profitable business climate.

I work as a Communications Specialist... sounds impressive, but really it is all about listening...and this book gives real world examples and steps for improving how you communicate change in your company. Perhaps I enjoy it because it supports my own theory that a chat or memo from the CEO is nice, but who is the guy/woman? really?...the immediate supervisor is the one I interact with everyday... that person is the key to clear communication and the conduit to change.
This is an easy-to-read book, presenting clear practical solutions.

After years of being force-fed communications theories that didn't work, it was a real joy to see reality documented. The solutions presented are too simple to be acceptable to anyone more interested in documenting "quality" than running a business. These "rules" help: they work in practice (when was the last time you heard that about a communications theory?): and they will change your world.

Nearly every CEO of a large corporation believes that words directly from his or her mouth will inspire front-line employees. Five decades of research show just the opposite, explain consultants and authors T.J. and Sandar Larkin. Their investigations emphasize the importance of communicating change through low-level supervisors, a group that has more credibility with front-line workers. They maintain that CEOs must go beyond simply telling supervisors what to do; they must also listen to these key employees and empower them by taking their suggestions seriously. The authors provide plenty of real-world examples to bolster their case. We recommend this clearly constructed argument to CEOs and to anyone charged with communicating with large numbers of employees. This engaging treatise, a classic, is ready to persuade its next crop of managers.

I'm an academic--a professor of corporate communication--and this is one of the few books I recommend to students in this area. Larkin bases every one of his assertions on applied research in organizational communication--very refreshing from the "I did it in my organization, so it must work in your company" perspective of most business authors. Larkin also completely shatters myths around traditional corporate communication practices (e.g. the executive should communicate directly to employees around major change areas), and bases such assertions on research in the area *plus* his own consulting experience (of which he has a great deal). My students also loved this book. If you buy one book on employee/corporate communication, this is the one.

My line of consulting has a lot to do with change management and communicating change so this was a good book to refer to for additional ideas and tools for the toolkit. One of the chapters that sticks out in my mind is the one that talks to how people prefer to hear certain types of messages (e.g. from their direct mananger, through an email, at an all hands meeting etc) The author uses actual data from surveys to back up his ideas which I fpund helpful - not only in helping me recommend certain vehicles for communication but also convincing others. Good resource.