Sort by:
The iconic Henry Mintzberg provides a crystal-clear map to the forms and forces that shape all human organizations, synthesizing his fifty years of research.
We live in a world of organizations, from our birth in hospitals until our burial by funeral homes. In between, we are educated, employed, entertained, and exasperated by organizations. We had better understand how these strange beasts really work. But where can we go to find out?
Welcome to Understanding Organizations . . . Finally! For half a century, Mintzberg has been observing organizations, advising them, engaging them, and escaping them. Here he offers a masterful update and revision of his 1983 classic, Structure in Fives.
Believing there is one best way to structure organizations is the worst way to do so. A better place to start is by recognizing different species of organizations. Mintzberg identifies seven-personal enterprises, programmed machines, professional assemblies, project pioneers, and others. He explores these forms and the seven forces that drive them toward hybrids and across their life cycles.
You will find no better guide to the care and feeding of these extraordinarily varied and vital creatures than this book.
We live in a world of organizations, from our birth in hospitals until our burial by funeral homes. In between, we are educated, employed, entertained, and exasperated by organizations. We had better understand how these strange beasts really work. But where can we go to find out?
Welcome to Understanding Organizations . . . Finally! For half a century, Mintzberg has been observing organizations, advising them, engaging them, and escaping them. Here he offers a masterful update and revision of his 1983 classic, Structure in Fives.
Believing there is one best way to structure organizations is the worst way to do so. A better place to start is by recognizing different species of organizations. Mintzberg identifies seven-personal enterprises, programmed machines, professional assemblies, project pioneers, and others. He explores these forms and the seven forces that drive them toward hybrids and across their life cycles.
You will find no better guide to the care and feeding of these extraordinarily varied and vital creatures than this book.
The iconic Henry Mintzberg provides a crystal-clear map to the forms and forces that shape all human organizations, synthesizing his fifty years of research.
We live in a world of organizations, from our birth in hospitals until our burial by funeral homes. In between, we are educated, employed, entertained, and exasperated by organizations. We had better understand how these strange beasts really work. But where can we go to find out?
Welcome to Understanding Organizations . . . Finally! For half a century, Mintzberg has been observing organizations, advising them, engaging them, and escaping them. Here he offers a masterful update and revision of his 1983 classic, Structure in Fives.
Believing there is one best way to structure organizations is the worst way to do so. A better place to start is by recognizing different species of organizations. Mintzberg identifies seven-personal enterprises, programmed machines, professional assemblies, project pioneers, and others. He explores these forms and the seven forces that drive them toward hybrids and across their life cycles.
You will find no better guide to the care and feeding of these extraordinarily varied and vital creatures than this book.
We live in a world of organizations, from our birth in hospitals until our burial by funeral homes. In between, we are educated, employed, entertained, and exasperated by organizations. We had better understand how these strange beasts really work. But where can we go to find out?
Welcome to Understanding Organizations . . . Finally! For half a century, Mintzberg has been observing organizations, advising them, engaging them, and escaping them. Here he offers a masterful update and revision of his 1983 classic, Structure in Fives.
Believing there is one best way to structure organizations is the worst way to do so. A better place to start is by recognizing different species of organizations. Mintzberg identifies seven-personal enterprises, programmed machines, professional assemblies, project pioneers, and others. He explores these forms and the seven forces that drive them toward hybrids and across their life cycles.
You will find no better guide to the care and feeding of these extraordinarily varied and vital creatures than this book.
The iconic Henry Mintzberg provides a crystal-clear map to the forms and forces that shape all human organizations, synthesizing his fifty years of research.
We live in a world of organizations, from our birth in hospitals until our burial by funeral homes. In between, we are educated, employed, entertained, and exasperated by organizations. We had better understand how these strange beasts really work. But where can we go to find out?
Welcome to Understanding Organizations . . . Finally! For half a century, Mintzberg has been observing organizations, advising them, engaging them, and escaping them. Here he offers a masterful update and revision of his 1983 classic, Structure in Fives.
Believing there is one best way to structure organizations is the worst way to do so. A better place to start is by recognizing different species of organizations. Mintzberg identifies seven-personal enterprises, programmed machines, professional assemblies, project pioneers, and others. He explores these forms and the seven forces that drive them toward hybrids and across their life cycles.
You will find no better guide to the care and feeding of these extraordinarily varied and vital creatures than this book.
We live in a world of organizations, from our birth in hospitals until our burial by funeral homes. In between, we are educated, employed, entertained, and exasperated by organizations. We had better understand how these strange beasts really work. But where can we go to find out?
Welcome to Understanding Organizations . . . Finally! For half a century, Mintzberg has been observing organizations, advising them, engaging them, and escaping them. Here he offers a masterful update and revision of his 1983 classic, Structure in Fives.
Believing there is one best way to structure organizations is the worst way to do so. A better place to start is by recognizing different species of organizations. Mintzberg identifies seven-personal enterprises, programmed machines, professional assemblies, project pioneers, and others. He explores these forms and the seven forces that drive them toward hybrids and across their life cycles.
You will find no better guide to the care and feeding of these extraordinarily varied and vital creatures than this book.
A Volume of the Business Analysis Essential Library Series
Learn how the business analyst works collaboratively with the project manager and other core team members to create plans that customize elicitation activities to the unique needs of the project. The author presents techniques used by successful business analysts and defines key business analysis terms.
Examine the principles and practices for pragmatic, effective requirements elicitation and learn how to work collaboratively with project members and other core team members. Discover the steps necessary to create customized elicitation activities for the unique needs of each project.
Learn how the business analyst works collaboratively with the project manager and other core team members to create plans that customize elicitation activities to the unique needs of the project. The author presents techniques used by successful business analysts and defines key business analysis terms.
Examine the principles and practices for pragmatic, effective requirements elicitation and learn how to work collaboratively with project members and other core team members. Discover the steps necessary to create customized elicitation activities for the unique needs of each project.
A Volume of the Business Analysis Essential Library Series
Learn how the business analyst works collaboratively with the project manager and other core team members to create plans that customize elicitation activities to the unique needs of the project. The author presents techniques used by successful business analysts and defines key business analysis terms.
Examine the principles and practices for pragmatic, effective requirements elicitation and learn how to work collaboratively with project members and other core team members. Discover the steps necessary to create customized elicitation activities for the unique needs of each project.
Learn how the business analyst works collaboratively with the project manager and other core team members to create plans that customize elicitation activities to the unique needs of the project. The author presents techniques used by successful business analysts and defines key business analysis terms.
Examine the principles and practices for pragmatic, effective requirements elicitation and learn how to work collaboratively with project members and other core team members. Discover the steps necessary to create customized elicitation activities for the unique needs of each project.
Unequal taxes, unequal accountability for crime, unequal influence, unequal control of the media, unequal access to natural resources—corporations have gained these privileges and more by exploiting their legal status as persons. How did something so illogical and unjust become the law of the land?
Americans have been struggling with the role of corporations since before the birth of the republic. As Thom Hartmann shows, the Boston Tea Party was actually a protest against the British East India Company—the first modern corporation. Unequal Protection tells the astonishing story of how, after decades of sensible limits on corporate power, an offhand, off-the-record comment by a Supreme Court justice led to the Fourteenth Amendment—originally passed to grant basic rights to freed slaves—becoming the justification for granting corporations the same rights as human beings. And Hartmann proposes specific legal remedies that will finally put an end to the bizarre farce of corporate personhood.
This new edition has been thoroughly updated and features Hartmann's analysis of two recent Supreme Court cases, including Citizens United v. Federal Election Commission, which tossed out corporate campaign finance limits.
Americans have been struggling with the role of corporations since before the birth of the republic. As Thom Hartmann shows, the Boston Tea Party was actually a protest against the British East India Company—the first modern corporation. Unequal Protection tells the astonishing story of how, after decades of sensible limits on corporate power, an offhand, off-the-record comment by a Supreme Court justice led to the Fourteenth Amendment—originally passed to grant basic rights to freed slaves—becoming the justification for granting corporations the same rights as human beings. And Hartmann proposes specific legal remedies that will finally put an end to the bizarre farce of corporate personhood.
This new edition has been thoroughly updated and features Hartmann's analysis of two recent Supreme Court cases, including Citizens United v. Federal Election Commission, which tossed out corporate campaign finance limits.
NEW EDITION, REVISED AND UPDATED Unequal taxes, unequal accountability for crime, unequal influence, unequal control of the media, unequal access to natural resources—corporations have gained these privileges and more by exploiting their legal status as persons. How did something so illogical and unjust become the law of the land? Americans have been struggling with the role of corporations since before the birth of the republic. As Thom Hartmann shows, the Boston Tea Party was actually a protest against the British East India Company—the first modern corporation. Unequal Protection tells the astonishing story of how, after decades of sensible limits on corporate power, an offhand, off-the-record comment by a Supreme Court justice led to the Fourteenth Amendment—originally passed to grant basic rights to freed slaves—becoming the justification for granting corporations the same rights as human beings. And Hartmann proposes specific legal remedies that will finally put an end to the bizarre farce of corporate personhood. This new edition has been thoroughly updated and features Hartmann’s analysis of two recent Supreme Court cases, including Citizens United v. Federal Election Commission, which tossed out corporate campaign finance limits.
National radio personality and bestselling author Thom Hartmann tells a compelling, can't-put-it-down story that tracks the history of the loss of democracy in America, culminating in the ultimate theft of human rights before the Supreme Court in 1886 the ascendance of "corporate personhood" in the US and worldwide by moneyed interests and the politicians they own.
Old-school divide-and-conquer tactics—demonizing opponents, frightening voters, refusing to compromise—may make us feel good about the purity of our ideals, but it's no way to get anything done. Worse, this approach betrays some of the most cherished ideals of the progressive movement: inclusion, reason, justice, and hope. Illuminated by examples from her own work and a host of campaigns across the country, Kyrsten Sinema shows how to forge connections—both personal and political—with seemingly unlikely allies and define our values, interests, and objectives in ways that broaden our range of potential partners and expand our tactical options. With irreverent humor, enthralling campaign stories, and solid, practical advice, Sinema enables us to move past “politics as war” and build support for progressive causes on the foundation of our common humanity.
Old-school divide-and-conquer tactics—demonizing opponents, frightening voters, refusing to compromise—may make us feel good about the purity of our ideals, but it's no way to get anything done. Worse, this approach betrays some of the most cherished ideals of the progressive movement: inclusion, reason, justice, and hope. Illuminated by examples from her own work and a host of campaigns across the country, Kyrsten Sinema shows how to forge connections—both personal and political—with seemingly unlikely allies and define our values, interests, and objectives in ways that broaden our range of potential partners and expand our tactical options. With irreverent humor, enthralling campaign stories, and solid, practical advice, Sinema enables us to move past “politics as war” and build support for progressive causes on the foundation of our common humanity.
Progressives have been using divide-and-conquer tactics stolen from conservatives to further their own cause with limited success. This is because such tactics go against everything progressives believe in, and there is no logic or power in trying to use bad strategies to get to a good place. Legislator Krysten Sinema shows how the future of the progressive movement is to be found in unity, alignment and partnership and moving away from being entrenched in identity politics and sub-agendas.
This balanced guide to agility gets past the hype and frustration to help frustrated leaders transform their agile transformations.
Agile transformations are supposed to make organizations modern, competitive, and relevant. But in the well-intentioned effort to move into the future, change leaders find themselves frustrated by pushback, limited impact, poor practices, and unfair criticism. What's going on?
Jesse Fewell's book cuts through the “quick-fix” hype of agile theory and explains a recurring transformational pattern that unpacks what holds organizations back. The boost is the initial gains from logical first steps; the barrier is the unavoidable roadblock that must come next; and the rebound is the way forward to further gains by leaning against the concept of the original boost. With these counterintuitive rebounds, Fewell identifies seven leadership moves that can be used to unblock stalled agile transformations.
No, your transformation is not a failure. It turns out the buy-in, the talent, the alignment, and the growth you need to break through are already in front of you; it's all simply hidden under the surface—undiscovered, unutilized, and untapped.
Agile transformations are supposed to make organizations modern, competitive, and relevant. But in the well-intentioned effort to move into the future, change leaders find themselves frustrated by pushback, limited impact, poor practices, and unfair criticism. What's going on?
Jesse Fewell's book cuts through the “quick-fix” hype of agile theory and explains a recurring transformational pattern that unpacks what holds organizations back. The boost is the initial gains from logical first steps; the barrier is the unavoidable roadblock that must come next; and the rebound is the way forward to further gains by leaning against the concept of the original boost. With these counterintuitive rebounds, Fewell identifies seven leadership moves that can be used to unblock stalled agile transformations.
No, your transformation is not a failure. It turns out the buy-in, the talent, the alignment, and the growth you need to break through are already in front of you; it's all simply hidden under the surface—undiscovered, unutilized, and untapped.
This balanced guide to agility gets past the hype and frustration to help frustrated leaders transform their agile transformations.
Agile transformations are supposed to make organizations modern, competitive, and relevant. But in the well-intentioned effort to move into the future, change leaders find themselves frustrated by pushback, limited impact, poor practices, and unfair criticism. What's going on?
Jesse Fewell's book cuts through the “quick-fix” hype of agile theory and explains a recurring transformational pattern that unpacks what holds organizations back. The boost is the initial gains from logical first steps; the barrier is the unavoidable roadblock that must come next; and the rebound is the way forward to further gains by leaning against the concept of the original boost. With these counterintuitive rebounds, Fewell identifies seven leadership moves that can be used to unblock stalled agile transformations.
No, your transformation is not a failure. It turns out the buy-in, the talent, the alignment, and the growth you need to break through are already in front of you; it's all simply hidden under the surface—undiscovered, unutilized, and untapped.
Agile transformations are supposed to make organizations modern, competitive, and relevant. But in the well-intentioned effort to move into the future, change leaders find themselves frustrated by pushback, limited impact, poor practices, and unfair criticism. What's going on?
Jesse Fewell's book cuts through the “quick-fix” hype of agile theory and explains a recurring transformational pattern that unpacks what holds organizations back. The boost is the initial gains from logical first steps; the barrier is the unavoidable roadblock that must come next; and the rebound is the way forward to further gains by leaning against the concept of the original boost. With these counterintuitive rebounds, Fewell identifies seven leadership moves that can be used to unblock stalled agile transformations.
No, your transformation is not a failure. It turns out the buy-in, the talent, the alignment, and the growth you need to break through are already in front of you; it's all simply hidden under the surface—undiscovered, unutilized, and untapped.
This balanced guide to agility gets past the hype and frustration to help frustrated leaders transform their agile transformations.
Agile transformations are supposed to make organizations modern, competitive, and relevant. But in the rush to jump on this latest bandwagon, many leaders make the mistake of adapting superficial versions of Agile techniques, only to find that their organizations are just marginally better versions of their previous selves. Jesse Fewell's book cuts through the “quick fix” hype of Agile theory and uses decades of Agile coaching experience to unpack the mistakes that hold organizations back. He identifies the seven common leadership moves that can be used to unblock stalled Agile transformations. Once you understand these moves, you'll be able to do the hard work of building a wholeheartedly Agile organization: your transformation will go more than skin deep. Based on case studies from the field, this book unapologetically engages with the messiness of organizational culture and process change and will help you navigate those challenges in a way that works for your own people.
Agile transformations are supposed to make organizations modern, competitive, and relevant. But in the rush to jump on this latest bandwagon, many leaders make the mistake of adapting superficial versions of Agile techniques, only to find that their organizations are just marginally better versions of their previous selves. Jesse Fewell's book cuts through the “quick fix” hype of Agile theory and uses decades of Agile coaching experience to unpack the mistakes that hold organizations back. He identifies the seven common leadership moves that can be used to unblock stalled Agile transformations. Once you understand these moves, you'll be able to do the hard work of building a wholeheartedly Agile organization: your transformation will go more than skin deep. Based on case studies from the field, this book unapologetically engages with the messiness of organizational culture and process change and will help you navigate those challenges in a way that works for your own people.
American opportunity is not dead. Bestselling author and entrepreneur John Hope Bryant outlines the mindset and practices that will allow us to achieve the American Dream, no matter what our current circumstances are.
Americans have lost faith in their country. With job security disappearing and fewer glimpses of a better future, it can feel like we are barely surviving, much less thriving, in today's problematic economy. Americans want the "old" America back-- the America where opportunity comes knocking at the front door. But the real problem, John Hope Bryant says, is that we're forgetting that this is still the Land of Opportunity--a site of upward mobility, a place teeming with different ways to create and grow wealth. The opportunities of today are not only greater than the obstacles, but they are greater than they have ever been. What we need, he says, is a mindset shift--a way of recalibrating to recognize that there is still a bounty of resources for establishing entrepreneurship and success in this country. The first step for us, for America, is to remember our storyline--how, coming up from nothing, we established and harnessed the invincible American Dream.
Americans have lost faith in their country. With job security disappearing and fewer glimpses of a better future, it can feel like we are barely surviving, much less thriving, in today's problematic economy. Americans want the "old" America back-- the America where opportunity comes knocking at the front door. But the real problem, John Hope Bryant says, is that we're forgetting that this is still the Land of Opportunity--a site of upward mobility, a place teeming with different ways to create and grow wealth. The opportunities of today are not only greater than the obstacles, but they are greater than they have ever been. What we need, he says, is a mindset shift--a way of recalibrating to recognize that there is still a bounty of resources for establishing entrepreneurship and success in this country. The first step for us, for America, is to remember our storyline--how, coming up from nothing, we established and harnessed the invincible American Dream.
American opportunity is not dead. Bestselling author and entrepreneur John Hope Bryant outlines the mindset and practices that will allow us to achieve the American Dream, no matter what our current circumstances are.
Americans have lost faith in their country. With job security disappearing and fewer glimpses of a better future, it can feel like we are barely surviving, much less thriving, in today's problematic economy. Americans want the "old" America back-- the America where opportunity comes knocking at the front door. But the real problem, John Hope Bryant says, is that we're forgetting that this is still the Land of Opportunity--a site of upward mobility, a place teeming with different ways to create and grow wealth. The opportunities of today are not only greater than the obstacles, but they are greater than they have ever been. What we need, he says, is a mindset shift--a way of recalibrating to recognize that there is still a bounty of resources for establishing entrepreneurship and success in this country. The first step for us, for America, is to remember our storyline--how, coming up from nothing, we established and harnessed the invincible American Dream.
Americans have lost faith in their country. With job security disappearing and fewer glimpses of a better future, it can feel like we are barely surviving, much less thriving, in today's problematic economy. Americans want the "old" America back-- the America where opportunity comes knocking at the front door. But the real problem, John Hope Bryant says, is that we're forgetting that this is still the Land of Opportunity--a site of upward mobility, a place teeming with different ways to create and grow wealth. The opportunities of today are not only greater than the obstacles, but they are greater than they have ever been. What we need, he says, is a mindset shift--a way of recalibrating to recognize that there is still a bounty of resources for establishing entrepreneurship and success in this country. The first step for us, for America, is to remember our storyline--how, coming up from nothing, we established and harnessed the invincible American Dream.