By David A. J. Axson
Become a better manager by challenging the myths of commonly accepted management wisdom.
The author provides a humorous review of current management practice with a very serious message. The Management Mythbuster makes an entertaining case for questioning much of the conventional wisdom that pervades management today.
By Marshall Goldsmith and Louis Carter.
This book includes the most up-to-date thinking, tools, models, instruments and case studies necessary to identify, lead, and manage talent within the organization and with a focus on results. It extends from thought leadership to real-world practice.
By Adrian Gostick and Chester Elton
Whether you are looking for a few good tips to keep a good thing going or need to recapture the very essence of a productive workplace, this book will help. It provides valuable lessons nestled among the pages of a clever and compelling story.
Read more on THE INVISIBLE EMPLOYEE; USING CARROTS TO SEE HIDDEN POTENTIAL…
This Guide from the Royal Society for Public Health in partnership with the National Social Marketing Centre, seeks to promote use of the best methods of promoting health. It uses the latest understanding of how support can be given to people to make healthy choices as individuals within the social and environmental contexts in which they live.
By David Boyle and Michael Harris
Co-production as a new way of thinking about public services has the potential to deliver a major shift in the way we provide health, education, policing and other services, in ways that make them much more effective, more efficient, and so more sustainable.
This report from the Young Foundation and the IDeA highlights that promoting and influencing happiness is no longer just an aspiration. As the recession forces difficult public spending choices, services focused on wellbeing are delivering widespread economic and social benefits, especially to children.
Read more on THE STATE OF HAPPINESS: CAN PUBLIC POLICY SHAPE WELLBEING AND RESILIENCE?…
Recent local government reorganizations involving the creation of unitary authorities has provided a wealth of learning about managing people in situations of radical change. This report summarises the key learning points.
By Graeme Salaman and David Asch.
This book helps managers to make sense of the competing advice on how to change organisations in order to improve their effectiveness. It also helps managers to understand how their organisations’ performance could be improved.
Read more on STRATEGY AND CAPABILITY: SUSTAINING ORGANISATIONAL CHANGE…
By John Storey and Graeme Salaman.
A major reason for the failure to anticipate and warn is that observers of organizations usually tend to view organizations in terms similar to those employed by the people who run them: as rational, sensible and objective. Whereas, in fact, they are usually confused and confusing, paradoxical and contradictory entities. Paradox is at the heart of how organizations work (or don’t work) yet the phenomenon has been strangely unstudied.
Read more on MANAGERIAL DILEMMAS: EXPLOITING PARADOX FOR STRATEGIC LEADERSHIP…
I have seen the problem, and it’s me. We all use subtle psychological processes to conceal our true motivations and intentions, even from ourselves. This practice leads to an endless cycle of self-justification. This book shows readers how to tap into and act on our innate sense of what’s truly right versus what we deceive ourselves into believing is right.
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