krainaksiazek self help for lazy people self help for those who don t have time to read self help books 20091699

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Mad as Hell - 2846356081

86,96 zł


Książki / Literatura obcojęzyczna

"I'm mad as hell, and I'm not going to take this anymore!" Those words, spoken by an unhinged anchorman named Howard Beale, "the mad prophet of the airwaves," took America by storm in 1976, when Network became a sensation. With a superb cast (including Faye Dunaway, William Holden, Peter Finch, and Robert Duvall) directed by Sidney Lumet, the film won four Academy Awards and indelibly shaped how we think about corporate and media power. In Mad As Hell, Dave Itzkoff of The New York Times recounts the surprising and dramatic story of how Network made it to the screen. Such a movie rarely gets made any more - one man's vision of the world, independent of studio testing or market research. And that man was Paddy Chayefsky, the tough, driven, Oscar-winning screenwriter whose vision - outlandish for its time - is all too real today. Itzkoff uses interviews with the cast and crew, as well as Chayefsky's notes, letters, and drafts to re-create the action in front of and behind the camera at a time of swirling cultural turmoil. The result is a riveting account that enriches our appreciation of this prophetic and still-startling film. Itzkoff also speaks with today's leading broadcasters and filmmakers to assess Network's lasting impact on television and popular culture. They testify to the enduring genius of Paddy Chayefsky, who foresaw the future and whose life offers an unforgettable lesson about the true cost of self-expression.


Under the Duvet - 2212824601

36,60 zł

Under the Duvet Penguin

Powieści i opowiadania

'When people ask me what I do for a crust and I tell them that I'm a novelist, they immediately assume that my life is a non-stop carousel of limos, television appearances, hair-dos, devoted fans, stalkers and all the glitzy paraphernalia of being a public figure. It's time to set the record straight. I write alone, in a darkened bedroom, wearing my PJs, eating bananas, my laptop on a pillow in front of me ...' Her novels are adored by millions around the world


Wanna Cook? - 2826798276

69,86 zł

Wanna Cook? Myrmidon Books

Książki / Literatura obcojęzyczna

"I am not in danger ...I am the danger." With those words, Breaking Bad's Walter White solidified himself as TV's greatest antihero. Wanna Cook? explores the most critically lauded series on television with analyses of the individual episodes and ongoing storylines. From details like stark settings, intricate camerawork, and jarring music to the larger themes, including the roles of violence, place, self-change, legal ethics, and fan reactions, this companion book is perfect for those diehards who have watched the Emmy Award - winning series multiple times as well as for new viewers. Wanna Cook? elucidates without spoiling, and illuminates without nit-picking. A must have for any fan's collection. Excerpt. (c) Reprinted by permission. All rights reserved. From Wanna Cook's Episode Guide 1.01 Pilot/Breaking Bad Original air date: January 20, 2008 Written and directed by: Vince Gilligan "I prefer to see [chemistry] as the study of change ...that's all of life, right? It's the constant, it's the cycle. It's solution - dissolution, just over and over and over. It is growth, then decay, then - transformation! It is fascinating, really." - Walter White We meet Walter White, Jesse Pinkman, and Walt's family. Walt is poleaxed by some tragic news. With nothing to lose, Walt decides to try to make one big score, and damn the consequences. For that, however, he needs the help of Jesse Pinkman, a former student of Walt's turned loser meth cook and drug dealer. From the moment you see those khakis float down out of a perfectly blue desert sky, you know that you're watching a show like nothing else on television. The hard beauty and stillness of the American Southwest is shattered by a wildly careening RV driven by a pasty white guy with a developing paunch wearing only a gas mask and tighty-whities. What the hell? Like all pilots, this one is primarily exposition, but unlike most, the exposition is beautifully handled as the simple background of Walter's life. The use of a long flashback as the body of the episode works well, in no small part due to Bryan Cranston's brilliant performance in the opening, which gives us a Walter White so obviously, desperately out of his element that we immediately wonder how this guy wound up pantsless in the desert and apparently determined to commit suicide-by-cop. After the opening credits, the audience is taken on an intimate tour of Walt's life. Again, Cranston sells it perfectly. The viewer is presented with a middle-aged man facing the back half of his life from the perspective of an early brilliance and promise that has somehow imploded into a barely-making-ends-meet existence as a high school chemistry teacher. He has to work a lousy second job to support his pregnant wife and disabled teenage son and still can't afford to buy a hot water heater. Executive producer and series creator Vince Gilligan, along with the cast and crew (Gilligan & Co.), take the audience through this day in the life of Walt, and it's just one little humiliation after another. The only time Walt's eyes sparkle in the first half of the episode is when he is giving his introductory lecture to his chemistry class. Here Walt transcends his lower-middle-class life in an almost poetic outpouring of passion for this incredible science. Of course, even that brief joy is crushed by the arrogant insolence of the archetypal high school jackass who stays just far enough inside the line that Walt can't do a damn thing about him. So this is Walt and his life, as sad sack as you can get, with no real prospects of improvement, a brother-in-law who thinks he's a wuss, and a wife who doesn't even pay attention during birthday sex. Until everything changes. The sociologist and criminologist Lonnie Athens would likely classify Walt's cancer diagnosis as the beginning of a "dramatic self change," brought on by something so traumatic that a person's self - the very thoughts, ideas, and ways of understanding and interacting with the world - is shattered, or "fragmented," and in order to survive, the person must begin to replace that old self, those old ideas, with an entirely new worldview. (Athens and his theories are discussed much more fully in the previous essay, but since we warned you not to read that if you don't want to risk spoilage, the basic - and spoiler-free - parts are mentioned here.) Breaking Bad gives us this fragmentation beautifully. Note how from the viewer's perspective Walt is upside down as he is moved into the MRI machine, a motif smoothly repeated in the next scene with Walt's reflection in the top of the doctor's desk. Most discombobulating of all, however, is the consultation with the doctor. At first totally voiceless behind the tinnitus-like ambient soundtrack and faceless except for his chin and lips, the doctor and the news he is imparting are made unreal, out of place, and alien. As for Walt, in an exquisite touch of emotional realism, all he can focus on is the mustard stain on the doctor's lab coat. How many of us, confronted with such tragic news, have likewise found our attention focused, randomly, illogically, on some similar mundanity of life? It is from this shattered self that Walt begins to operate and things that would have been completely out of the question for pre-cancer Walt are now actual possibilities - things like finding a big score before he dies by making and selling pure crystal meth. Remember that Walt is a truly brilliant chemist, and knows full well what crystal meth is and what it does to people who use it. He may not know exactly what he's getting into, but he knows what he is doing. Enter Jesse Pinkman (Aaron Paul, best known previously for his role on Big Love), a skinny white-boy gangster wannabe, who under the name "Cap'n Cook" makes a living cooking and selling meth. He's also an ex-student of Walt's, and after being recognized by his former teacher during a drug bust, Walt has all the leverage he needs to coerce Jesse into helping him. Why does he need him? Because, as Walt says, "you know the business, and I know the chemistry." Symbolizing just how far beyond his old life Walt is moving, he and Jesse park their battered RV/meth lab in the desert outside of Albuquerque, far from the city and any signs of human life. All that is there is a rough dirt road and a "cow house" in the distance. The desert is a place without memory, a place outside of things, where secrets can be kept, and meth can be cooked. This is where Walt lives now. It is in this desert space that Walt becomes a killer, albeit in self defense. Ironically, the one thing that Walt views as holding the keys to the secret of life - chemistry - becomes the means to end lives. Walt, a father, teacher, and an integral part of an extended family - in other words, an agent of life and growth - has now become a meth cook, using chemical weapons to kill his enemies. Walter White has become an agent of death. The transformation is just beginning, but already Skyler (Anna Gunn, previously known for her roles on The Practice and Deadwood) is having some trouble recognizing her husband: "Walt? Is that you?" LAB NOTES Highlight: Jesse to Walt: "Man, some straight like you - giant stick up his ass all of a sudden at age what? Sixty? He's just going to break bad?" Did You Notice: This episode has the first (but not the last!) appearance of Walt's excuse that he's doing everything for his family. There's an award on the wall in Walt's house commemorating his contributions to work that was awarded the Nobel Prize back in 1985. The man's not a slouch when it comes to chemistry, so what's happened since then? At Walt's surprise birthday party, Walt is very awkward when he handles Hank's gun. Speaking of Hank (Dean Norris, whose other roles were in the TV series Medium, and the movies Total Recall, and Little Miss Sunshine), he waits until the school bus has left the neighborhood before ordering his team into the meth lab, showing what a good and careful cop he is. Maybe it's just us, but J.P. Wynne High School (where Walt teaches chemistry) seems to have the most well-equipped high school chemistry lab in the country. As Walt receives his diagnosis, the doctor's voice and all other sounds are drowned out by a kind of numbing ringing, signifying a kind of psychic overload that prevents Walt from being fully engaged with the external world. This effect will be used again several times throughout the series. Walt literally launders his money to dry it out, foreshadowing what's to come. Shooting Up: Thanks to John Toll, who served as cinematographer for the first season of Breaking Bad, the show has one of the most distinctive opening shots ever. Just watch those empty khaki pants flutter across a clear sky. Breaking Bad loves certain camera angles and this section is where we'll point out some of the shots that make the show stand out. Look at that taped non-confession Walt makes for his family when he thinks the cops are coming for him. We're used to watching recordings of characters - shows are filmed (or taped), but here, we're watching him recording himself on tape. Who's the real Walt? Title: Many pilot episodes share the name with the title of the show and Breaking Bad's pilot is no exception. Vince Gilligan, who grew up in Farmville, Virginia, has stated that "breaking bad" is a Southernism for going off the straight and narrow. When you bend a stick until it breaks, the stick usually breaks cleanly. But sometimes, sticks (and men) break bad. You can wind up in the hospital with a splinter in your eye, or you can wind up in Walter White's world. Either way, it's no kind of good. Interesting Facts: Show creator Vince Gilligan's early educational experience was at J. P. Wynne Campus School in Farmville, Virginia. He recycled the name for the high school in Breaking Bad. SPECIAL INGREDIENTS What Is Crystal Meth, Anyway? While there is some evidence that methamphetamine can be found naturally in several species of acacia plants, commercial meth making involves chemistry, not agriculture. The history of the drug dates back to 1893 when Japanese chemist Nagai Nagayoshi first synthesized the substance from ephedrine. The name "methamphetamine...


How to Lose Friends and Alienate People - 2834683933

48,53 zł

How to Lose Friends and Alienate People Martino Fine Books

Książki / Literatura obcojęzyczna

2014 Reprint of 1937 Edition. Full facsimile of the original edition, not reproduced with Optical Recognition Software. "How to Lose Friends and Alienate People" is a bare-faced satire on the worldwide bestseller book, Dale Carnegie's "How to Win Friends and Influence People." It is also a self-help book, but it tackles the issue from the other side. Irving always considered that Dale Carnegie was all wrong when he encouraged people to smile and be optimistic. His philosophy is totally different. For Irving, great life achievements can be made by those who live negatively. In this book you will find advice on how to lose friends and make people hate you so that you will be more productive and successful in your life. It is the only book that has ever been written to help people dissolve their human relationships in favor of having a better life! According to Irving, some of us are born with ability to make others peeved, but most of us aren't. Originally published in 1937, "How to Lose Friends and Alienate People" is a tongue-in-cheek primer by Irving Tressler on how to achieve more free time and peace by having few, if any, friends and acquaintances. "Some of us are born with ability to make others peeved, but most of us aren't. We flounder about making empty, vapid, pleasing remarks and before we know it we have another 'friend' and have invited him to lunch some day."


Somebody Should Have Told Us! - 2837513150

82,07 zł

Somebody Should Have Told Us! CCB Publishing

Książki / Literatura obcojęzyczna

What if peace of mind, beautiful feelings, little or no stress, wonderful, healthy relationships and greater effectiveness, were right at your fingertips, and you held the key but didn't realize it or didn't know how to use it? That is what "Somebody Should Have Told Us!" This book is about how we all have a state of perfect mental health and wisdom inside us that can only be covered up by our own thinking, and how our use of our power of thought creates the "reality" we see, out of which we then think, feel and act. Here are ten simple but profound truths for living well, arising from three spiritual facts that, once grasped or truly realized, can transform one's life. This book has the ability to spawn insights that change the lives of those who come to understand the simple, yet profound wisdom contained in this book. In fact, it already has. This book is the essence of self-help, in that it points people inside themselves for all answers. It shows people how to access their own essence whenever they need to. It shows people how they create their experience of life moment to moment. The book is written in an easy-to-understand manner with many stories of how people's lives have changed. When we were growing up nobody told us what this book points to, but somebody should have told us! And it's never too late. About the Author: Jack Pransky, Ph.D. is founder/director of the Center for Inside-Out Understanding. He authored the books, Modello: A Story of Hope for the Inner City and Beyond, Parenting from the Heart, Prevention from the Inside-Out; Prevention: The Critical Need and co-authored Healthy Thinking/ Feeling/Doing from the Inside-Out prevention curriculum for middle school students. Pransky has worked in the field of prevention since 1968 in a wide variety of capacities and now provides consultation, training, counseling and coaching from the inside-out, throughout the U.S. and internationally. He is also cofounder/director of the nonprofit consulting organization, Prevention Unlimited, which created the Spirituality of Prevention Conference. In 2001 his book, Modello received the Martin Luther King Storyteller's Award for the book best exemplifying King's vision of "the beloved community," and in 2004 Jack won the Vermont Prevention Pioneer's Award. Jack can be contacted through his website at


Consolations of Philosophy - 2212839584

45,80 zł

Consolations of Philosophy Penguin

Nauki humanistyczne

Alain de Botton, best-selling author of How Proust can Change Your Life, has set six of the finest minds in the history of philosophy to work on the problems of everyday life. Here then are Socrates, Epicurus, Seneca, Montaigne, Schopenhauer and Nietzsche on some of the things that bother us all; lack of money, the pain of love, inadequacy, anxiety, the fear of failure and the pressure to conform.


Mata na biurko z nadrukiem fashion 0318-0048-80 - Panta Plast - 2846487674

18,57 zł

Mata na biurko z nadrukiem fashion 0318-0048-80 - Panta Plast

Książki & Multimedia > Książki

Opis - Sztywna podkładka na tekturze z pełnokolorowym nadrukiem na folii PVC. Nazwa - Mata na biurko z nadrukiem fashion 0318-0048-80 Autor - Panta Plast Wydawca - PANTA PLAST Kod ISBN - 5902156032056 Kod EAN - 5902156032056 Podatek VAT - 23%


Reach - Andy Molinsky - 2854106200

41,76 zł

Reach - Andy Molinsky

Książki & Multimedia > Książki

Opis - "Along with books like Grit, Mindset, Originals, and Peak, Reach takes its place on my shelf of favorite books about living more fully and effectively. I was stunned by how original and helpful it is." -Doug Stone, New York Times Best Selling Co-Author of Difficult Conversations and Thanks for the Feedback "Molinsky delivers an informative take on the subject of behavioral change. Readers will be inspired by his bumper crop of well-chosen stories about people overcoming their fear and reaching beyond the familiar. People interested in pursuing new ventures will find Molinsky's advice invaluable." -Publishers Weekly "We all have trouble reaching beyond our comfort zone, but this book shows you how. So many of our disappointments spring from our own unwillingness to stretch beyond what we feel comfortable doing. Reach will take you to the next level, where you really want to be." -Jonah Berger, PhD, New York Times bestselling author of Contagious and Invisible Influence "Molinsky's understanding of the power of purpose is spot-on, and his writing style is truly a joy to read. Here is a book that will get you unstuck, help you grow, and ultimately take you to another level. A true standout!" -Olivia Fox Cabane, author of The Charisma Myth "When we need the strength to tackle a stressful situation that takes us beyond our comfort zone, most of the advice we get boils down to bumper stickers like 'Feel the fear and do it anyway.' Fortunately, Andy Molinsky has brought fresh insights from social science to bear on this problem. Reach provides a practical approach to pushing the boundaries while remaining true to our authentic selves." -Matthew Kohut, co-author of Compelling People "We're often encouraged to step outside our comfort zones, but rarely know where to begin. This book shows us the way. Andy Molinsky is an expert on navigating the challenges of unfamiliar situations, and you can put his advice into action right away." -Adam Grant, PhD, New York Times bestselling author of Originals and Give and Take "If you want to rise to the next level in whatever you do, you must read this book. Andy Molinsky gives truly invaluable advice for getting unstuck and out of your comfort zone so that you can reach for the stars. Essential reading!" -Tom Doctoroff, CEO of J. Walter Thompson Worldwide, Bestselling Author of What Chinese Want, Billions and Twitter is Not a Strategy "Reach is an exciting contribution to the discussion of why and how to get out of our comfort zones. Molinsky is a great storyteller, has done terrific research, and perhaps most importantly, is an academic who writes/speaks like a real person, making his wisdom accessible and actionable. This smart and compassionate book will guide you to to reach beyond the safety of your own status quo, enabling you to discover and create new possibilities for you in your work and life." -Cathy Salit, CEO, Performance of a Lifetime and Author of Performance Breakthrough: A Radical Approach to Success at Work "In this insightful and highly practical book, Andy Molinsky draws on a wealth of research to identify what stops people from stepping outside their comfort zone and the key practices through which they can overcome those obstacles. Packed with compelling examples and presenting a powerful set of tools to help diagnose and tackle the challenges, Reach is an invaluable resource for anyone who wants to move past the self-limiting thoughts and feelings that get in the way of achieving important goals." -Sally Maitlis, Professor of Organizational Behaviour & Leadership, Said Business School, Oxford University, and Executive Coach Nazwa - Reach Autor - Andy Molinsky Oprawa - Miękka Wydawca - Penguin Books Kod ISBN - 9780241251324 Kod EAN - 9780241251324 Rok wydania - 2017 Język - angielski Format - 15.3x23.4cm Ilość stron - 280 Podatek VAT - 5%


Shadow of the Sun - 2212824581

40,80 zł

Shadow of the Sun Penguin

Literatura faktu

'Only with the greatest of simplifications, for the sake of convenience, can we say Africa. In reality, except as a geographical term, Africa doesn't exist'. Ryszard Kapuscinski has been writing about the people of Africa throughout his career. In a study that avoids the official routes, palaces and big politics, he sets out to create an account of post-colonial Africa seen at once as a whole and as a location that wholly defies generalised explanations. It is both a sustained meditation on the mosaic of peoples and practises we call 'Africa', and an impassioned attempt to come to terms with humanity itself as it struggles to escape from foreign domination, from the intoxications of freedom, from war and from politics as theft. The Beginning: Collision, Ghana 1958 More than anything, one is struck by the light. Light everywhere. Brightness everywhere. Everywhere, the sun. Just yesterday, an autumnal London was drenched in rain. The airplane drenched in rain. A cold, wind, darkness. But here, from the morning


XSLT 2.0 and XPath 2.0 Programmer's Reference - 2826757129

249,63 zł

XSLT 2.0 and XPath 2.0 Programmer's Reference Wiley

Książki / Literatura obcojęzyczna

This book is primarily a practical reference book for professional XSLT developers. It assumes no previous knowledge of the language, and many developers have used it as their first introduction to XSLT; however, it is not structured as a tutorial, and there are other books on XSLT that provide a gentler approach for beginners. The book does assume a basic knowledge of XML, HTML, and the architecture of the Web, and it is written for experienced programmers. There's no assumption that you know any particular language such as Java or Visual Basic, just that you recognize the concepts that all programming languages have in common. The book is suitable both for XSLT 1.0 users upgrading to XSLT 2.0, and for newcomers to XSLT. The book is also equally suitable whether you work in the Java or .NET world. As befits a reference book, a key aim is that the coverage should be comprehensive and authoritative. It is designed to give you all the details, not just an overview of the 20 percent of the language that most people use 80 percent of the time. It's designed so that you will keep coming back to the book whenever you encounter new and challenging programming tasks, not as a book that you skim quickly and then leave on the shelf. If you like detail, you will enjoy this book; if not, you probably won't. But as well as giving the detail, this book aims to explain the concepts, in some depth. It's therefore a book for people who not only want to use the language but who also want to understand it at a deep level. The book aims to tell you everything you need to know about the XSLT 2.0 language. It gives equal weight to the things that are new in XSLT 2.0 and the things that were already present in version 1.0. The book is about the language, not about specific products. However, there are appendices about Saxon (the author's own implementation of XSLT 2.0), about the Altova XSLT 2.0 implementation, and about the Java and Microsoft APIs for controlling XSLT transformations, which will no doubt be upgraded to handle XSLT 2.0 as well as 1.0. A third XSLT 2.0 processor, Gestalt, was released shortly before the book went to press, too late to describe it in any detail. But the experience of XSLT 1.0 is that there has been a very high level of interoperability between different XSLT processors, and if you can use one of them, then you can use them all. In the previous edition we split XSLT 2.0 and XPath 2.0 into separate volumes. The idea was that some readers might be interested in XPath alone. However, many bought the XSLT 2.0 book without its XPath companion and were left confused as a result; so this time, the material is back together. The XPath reference information is in self-contained chapters, so it should still be accessible when you use XPath in contexts other than XSLT. The book does not cover XSL Formatting Objects, a big subject in its own right. Nor does it cover XML Schemas in any detail. If you want to use these important technologies in conjunction with XSLT, there are other books that do them justice. This book contains twenty chapters and eight appendixes (the last of which is a glossary) organized into four parts. The following section outlines what you can find in each part, chapter, and appendix. Part I: Foundations: The first part of the book covers essential concepts. You should read these before you start coding. If you ignore this advice, as most people do, then you read them when you get to that trough of despair when you find it impossible to make the language do anything but the most trivial tasks. XSLT is different from other languages, and to make it work for you, you need to understand how it was designed to be used. Chapter 1: XSLT in Context: This chapter explains how XSLT fits into the big picture: how the language came into being and how it sits alongside other technologies. It also has a few simple coding examples to keep you alert. Chapter 2: The XSLT Processing Model: This is about the architecture of an XSLT processor: the inputs, the outputs, and the data model. Understanding the data model is perhaps the most important thing that distinguishes an XSLT expert from an amateur; it may seem like information that you can't use immediately, but it's knowledge that will stop you making a lot of stupid mistakes. Chapter 3: Stylesheet Structure: XSLT development is about writing stylesheets, and this chapter takes a bird's eye view of what stylesheets look like. It explains the key concepts of rule-based programming using templates, and explains how to undertake programming-in-the-large by structuring your application using modules and pipelines. Chapter 4: Stylesheets and Schemas: A key innovation in XSLT 2.0 is that stylesheets can take advantage of knowledge about the structure of your input and output documents, provided in the form of an XML Schema. This chapter provides a quick overview of XML Schema to describe its impact on XSLT development. Not everyone uses schemas, and you can skip this chapter if you fall into that category. Chapter 5: The Type System: XPath 2.0 and XSLT 2.0 offer strong typing as an alternative to the weak typing approach of the 1.0 languages. This means that you can declare the types of your variables, functions, and parameters, and use this information to get early warning of programming errors. This chapter explains the data types available and the mechanisms for creating user-defined types. Part II: XSLT and XPath Reference: This section of the book contains reference material, organized in the hope that you can easily find what you need when you need it. It's not designed for sequential reading, though you might well want to leaf through the pages to discover what's there. Chapter 6: XSLT Elements: This monster chapter lists all the XSLT elements you can use in a stylesheet, in alphabetical order, giving detailed rules for the syntax and semantics of each element, advice on usage, and examples. This is probably the part of the book you will use most frequently as you become an expert XSLT user. It's a "no stone unturned" approach, based on the belief that as a professional developer you need to know what happens when the going gets tough, not just when the wind is in your direction. Chapter 7: XPath Fundamentals: This chapter explains the basics of XPath: the low-level constructs such as literals, variables, and function calls. It also explains the context rules, which describe how the evaluation of XPath expressions depends on the XSLT processing context in which they appear. Chapter 8: XPath: Operators on Items: XPath offers the usual range of operators for performing arithmetic, boolean comparison, and the like. However, these don't always behave exactly as you would expect, so it's worth reading this chapter to see what's available and how it differs from the last language that you used. Chapter 9: XPath: Path Expressions: Path expressions are what make XPath special; they enable you to navigate around the structure of an XML document. This chapter explains the syntax of path expressions, the 13 axes that you can use to locate the nodes that you need, and associated operators such as union, intersection, and difference. Chapter 10: XPath: Sequence Expressions: Unlike XPath 1.0, in version 2.0 all values are sequences (singletons are just a special case). Some of the most important operators in XPath 2.0 are those that manipulate sequences, notably the "for" expression, which translates one sequence into another by applying a mapping. Chapter 11: XPath: Type Expressions: The type system was explained in Chapter 5; this chapter explains the operations that you can use to take advantage of types. This includes the "cast" operation which is used to convert values from one type to another.A big part of this chapter is devoted to the detailed rules for how these conversions are done. Chapter 12: XSLT Patterns: This chapter returns from XPath to a subject that's specific to XSLT. Patterns are used to define template rules, the essence of XSLT's rule-based programming approach. The reason for explaining them now is that the syntax and semantics of patterns depends strongly on the corresponding rules for XPath expressions. Chapter 13: The Function Library: XPath 2.0 includes a library of functions that can be called from any XPath expression; XSLT 2.0 extends this with some additional functions that are available only when XPath is used within XSLT. The library has grown immensely since XPath 1.0. This chapter provides a single alphabetical reference for all these functions. Chapter 14: Regular Expressions: Processing of text is an area where XSLT 2.0 and XPath 2.0 are much more powerful than version 1.0, and this is largely through the use of constructs that exploit regular expressions. If you're familiar with regexes from languages such as Perl, this chapter tells you how XPath regular expressions differ. If you're new to the subject, it explains it from first principles. Chapter 15: Serialization: Serialization in XSLT means the ability to generate a textual XML document from the tree structure that's manipulated by a stylesheet. This isn't part of XSLT processing proper, so (following W3C's lead) it's separated it into its own chapter. You can control serialization from the stylesheet using an declaration, but many products also allow you to control it directly via an API. Part III: Exploitation: The final section of the book is advice and guidance on how to take advantage of XSLT to write real applications. It's intended to make you not just a competent XSLT coder, but a competent designer too. The best way of learning is by studying the work of others, so the emphasis here is on practical case studies. Chapter 16: Extensibility: This chapter describes the "hooks" provided in the XSLT specification to allow vendors and users to plug in extra functionality. The way this works will vary from one implementation to another, so we can't cover all possibilities, but one important aspect that the chapter does cover is how to use such extensions and still keep your code portable. Chapter 17: Stylesheet Design Patterns: This chapter explores a number of design and coding patterns for XSLT programming, starting with the simplest "fill-in-the-blanks" stylesheet, and extending to the full use of recursive programming in the functional programming style, which is needed to tackle problems of any computational complexity. This provides an opportunity to explain the thinking behind functional programming and the change in mindset needed to take full advantage of this style of development. Chapter 18: Case Study: XMLSpec: XSLT is often used for rendering documents, so where better to look for a case study than the stylesheets used by the W3C to render the XML and XSLT specifications, and others in the same family, for display on the web? The resulting stylesheets are typical of those you will find in any publishing organization that uses XML to develop a series of documents with a compatible look-and-feel. Chapter 19: Case Study: A Family Tree: Displaying a family tree is another typical XSLT application. This example with semi-structured data-a mixture of fairly complex data and narrative text-that can be presented in many different ways for different audiences. It also shows how to tackle another typical XSLT problem, conversion of the data into XML from a legacy text-based format. As it happens, this uses nearly all the important new XSLT 2.0 features in one short stylesheet. But another aim of this chapter is to show a collection of stylesheets doing different jobs as part of a complete application. Chapter 20: Case Study: Knight's Tour: Finding a route around a chessboard where a knight visits every square without ever retracing its steps might sound a fairly esoteric application for XSLT, but it's a good way of showing how even the most complex of algorithms are within the capabilities of the language. You may not need to tackle this particular problem, but if you want to construct an SVG diagram showing progress against your project plan, then the problems won't be that dissimilar. Part IV: Appendices: A ppendix A: XPath 2.0 Syntax Summary: Collects the XPath grammar rules and operator precedences into one place for ease of reference. Appendix B: Error Codes: A list of all the error codes defined in the XSLT and XPath language specifications, with brief explanations to help you understand what's gone wrong. Appendix C: Backward Compatibility: The list of things you need to look out for when converting applications from XSLT 1.0. Appendix D: Microsoft XSLT Processors: Although the two Microsoft XSLT processors don't yet support XSLT 2.0, we thought many readers would find it useful to have a quick summary here of the main objects and methods used in their APIs. Appendix E: JAXP: the Java API for XML Processing: JAXP is an interface rather than a product. Again, it doesn't have explicit support yet for XSLT 2.0, but Java programmers will often be using it in XSLT 2.0 projects, so the book includes an overview of the classes and methods available. Appendix F: Saxon: At the time of writing Saxon (developed by the author of this book) provides the most comprehensive implementation of XSLT 2.0 and XPath 2.0, so its interfaces and extensions are covered in some detail. Appendix G: Altova: Altova, the developers of XML Spy, have an XSLT 2.0 processor that can be used either as part of the development environment or as a freestanding component. This appendix gives details of its interfaces. Appendix H: Glossary Note: CD-ROM/DVD and other supplementary materials are not included as part of eBook file.


Globalization & its Discontents - 2212824606

36,60 zł

Globalization & its Discontents Penguin


Our world is changing. Globalization is not working. It is hurting those it was meant to help. And now, the tide is turning


Check Up from the Neck Up - 2845521161

43,32 zł

Check Up from the Neck Up Brolga Publishing Pty Ltd

Książki / Literatura obcojęzyczna

DISCOVER AND UNLOCK THE POWER OF YOUR TRUE SELFOverviewThis book has been designed to encourage and expand your thinking.If reading it promotes you to go out and take action; awesome. If you take your thoughts to a dinner conversation; fantastic! If you just set aside some quiet time to read and contemplate; enjoy! The intention is for people to enter and interact with this book through whatever means, level and pace they feel comfortable.The purpose of this book is not to tell you how things are, how much you should be earning, what you should be striving for, what balance life should have or what you should value and in what quantity. From my experience, I have learned that nobody likes to be "should" on.The sole aim of this resource is for you to raise your level of mindfulness around how you are living your life. This is a book for self reflection NOT self help. Answers for questions that are raised will not appear upside down at the back of the book. Exploring what arises for you as you read is up to you.Are there tips and pointers to help you along the way? Sure, but relying on someone else to guide this thought journey will only leave you frustrated. Only YOU can determine if the choices you are making are helping or hindering you. Life has the potential to be magical or miserable and you have the wand in your hand. What is it that you will create for yourself?Formula for SuccessHow well do you truly know yourself? Your level of self awareness about who you are and what you stand for provides great personal insight. How you feel in a particular situation will determine your level of engagement in that event and consequently help or hinder you achieve what you desire. Event by event, day to day and as a natural progression-through your life.This book will not provide neatly packaged absolute answers for your life. I have, in fact, worked hard to abstain from a self help genre and ensure neat answers don't happen!The intention is to promote a sense of mindfulness to help you better understand how the way you see and interact with the world directly impacts your life. With an enhanced understanding of this connection I believe you will be more educated about your mind's habits providing openness to its routines. These are the routines that generate your decisions, direct your journey and ultimately determine your destination.Awareness of your mind's habits and how these habits impact on the way you interrelate with the world enables a creation as opposed to a reaction to life. A greater sense of mindfulness allows for new perspectives and approaches to be considered and attempted. This ensures a larger behavioral toolbox is accessed to gain the most effective outcomes for situations and scenarios you encounter.


Management - The Essence of the Craft - 2826820823

191,34 zł

Management - The Essence of the Craft Campus Verlag GmbH

Książki / Literatura obcojęzyczna

Author's Preface to the English Edition 2010 In this book I am presenting a new kind of management for a new kind of world. It is my concept of right and good management for functioning organizations in functioning societies of exceeding complexity. The need for such a concept arises because conventional management - by which, basically, I mean the US-type management theory and practice now applied worldwide - has come to its very limits as it is unable to deal with the consequences of its own success. The result of its tremendous achievements is a world of inextricably interrelated dynamic systems which are incomprehensibly complex. This has largely been ignored by the dominating US management approach because it was never designed for such conditions. It now fails exactly for this reason, thereby causing the present crisis. I have actually been predicting this for years in many of my publications, including the German version of this book which was first published in 2005. The fact that success almost inevitably breeds its own failure is often overlooked, although it is well known in many fields and in particular in those that accept complexity explicitly as their research subject such as biology or ecology. Albert Einstein already remarked that one cannot solve problems with the same methods which produced them. Failure to manage complexity as the major cause of the worldcrisis What, at present, a majority - at least in the West - considers to be a mere financial crisis can probably be much better understood if it is looked at from an altogether different perspective: the failure to understand and manage complexity. Business and society seem to be undergoing one of the most fundamental transformations in history. Only on the surface, and only if perceived in conventional categories, do present changes appear to be financial and economic in nature. What is happening might better be understood as an Old World dying because a New World is being born. There will hardly be any bridges back to the old state of affairs. Perhaps the most practical premise to navigate by is that whatever can change will change. If so, we are witnessing no less than the almost complete collapse of the formerly so efficient US management approach, which was developed mainly in the context of business administration and taught in business schools as the ultimate wisdom with regard to the running of corporations in a world where its premises applied to an ever lesser degree. Its realities have already been changing for quite some time but this went largely unnoticed because most people tend to see only the old familiar patterns in the new realities. We are experiencing in particular the failure of the US-type of corporate governance and the kind of top management which is dominated almost exclusively by financial variables only. We see the collapse of the shareholder value approach, which due to its short term profit orientation is largely ignoring the customer and is hostile to future-oriented investing and innovating, thereby systematically misdirecting the allocation of societal resources. The failure of the US-approach is, among other aspects, the consequence of mistaking financial investment for real investment, thereby undermining the former strengths of the US-economy, of confusing mountains of bad debts with sustainable wealth, and of failing to distinguish between healthy and pathological growth. Ironically, what collapsed first was the financial system which appeared to be the most highly developed and sophisticated system ever designed. It was believed to be free of systemic risk by most experts and run by the world's most excellent executives educated in what were thought to be the best universities and business schools worldwide. However, complex systems have properties and laws of their own. Their driving forces - if systematically ignored - make them inevitably go out of control. Such systems are incomputable and unpredictable in principle and incomprehensible to the conventionally educated mind. They are non-linear, self-dynamic and continuously self-changing and self-restructuring in unforeseeable ways. They are largely self-organizing and self-regulating. Nevertheless, they can be - up to a degree - controlled and regulated albeit only by a fundamentally different kind of thinking, a new approach for managing complexity and by applying the right methods and tools which are the subject of this book and its companion volumes. Reliable Functioning by Wholistic Management Systems Economic and financial measures on the macro level alone will hardly cure the crisis. What it takes on the level of societal institutions is a new way of functioning which is described in my six volume series Management: Mastering Complexity in which I present my Malik Wholistic General Management Systems. This first volume contains an overview of the system as a whole whereas the other five volumes will describe the constitutive parts of the system. The second volume "Corporate Policy and Governance: How Organizations Self-Organize", was published in 2008 in German and will be available in English soon. The third volume on strategy is still due in 2010. The remaining three volumes will be dedicated to the new structure for functioning complex organizations, their appropriate culture and the kind of executives who have to be able to understand and master complexity. Together these six volumes will contain the essence of the most comprehensive General Management System worldwide. To the best of my knowledge my Wholistic General Management Systems are globally the only ones explicitly designed to ensure reliable functioning under conditions of exceedingly high and dynamic complexity. For this reason and because my Management Systems are universally applicable conventional business administration plays a limited role in my book. For practical reasons, however, I am going to illustrate the application of my systems mainly in the context of the business enterprise. Familiar concepts and terms are left unchanged wherever possible in order to avoid confusion for the practitioner whereas their meaning and most contents are new and different. The important new knowledge for mastering complex systems does not come from economics or business administration but from what I call the Complexity Sciences, i.e. Systemics, Bionics and Cybernetics, which can also be called the Sciences of Functioning. For the term "Functioning" I often use the synonym "Right and Good Management" as opposed to wrong and bad management. By this I want to point to the need to understand management as a true profession with its own standards of craftsmanship as indicated in the subtitle of this book. If the institutions of today's and more so of tomorrow's societies are supposed to function, management needs to liberate itself from fashions and fads and has to become a profession of the same status as for example the profession of the surgeon, the aircraft pilot or the lawyer all of which have as a matter of course their standards of professionalism. The foundation for a profession of effective management for functioning institutions is to be found in my earlier book Managing Performing Living. My General Management Systems - with the support of the experts of my own organization - have been developed, tested and implemented in numerous cases over more than 30 years in all sorts of institutions in business and non-business areas mostly in Europe and particularly in the German speaking world including their worldwide subsidiaries. What works in the complexities of these areas will almost certainly work worldwide. Having discussed the structure, functioning principles and effects of my systems with tens of thousands of executives of all levels I have strong arguments that there is only one kind of management that works effectively, namely Right and Good Management as I present it in my books, and that it is - contrary to mainstream thinking - universally valid and culturally invariant. Fashionable arbitrariness which so often characterizes management should not be given any place in what is one of the most important social functions. In most respects my Wholistic Management Systems for Functioning are the opposite of what is taught in most business schools. That they will have to change fundamentally as a consequence of the global crisis is hesitatingly becoming apparent to some - among them also a few leading ivy league schools. But it might be a long and hard way for them to recover from the fallacies of their own teachings and partly from the application of wrong management to themselves. At the same time, however, if they manage to change radically and fast it is one of the greatest opportunities for them to show effective leadership in the service of a functioning society in times of great change. Fredmund Malik St. Gallen, January 2010 Introduction "The very first step toward success in any occupation is to become interested in it." Sir William Osler (1849 - 1919), physician Our increasingly complex world cannot function without management, and it can hardly function without precise management. This is true for all kinds of societal institutions, be it commercial enterprises or other organizations. The purpose of this book is to help their managers and employees fulfill their demanding occupational tasks in a professional manner. In the midst of a jumble of doctrines, ideologies, and true innovations, this book will provide the overview required to distinguish right from wrong and useful from useless. These distinctions are indispensable for meeting both individual and shared responsibilities at each stage of a professional career. They are also crucial for successful and productive interaction. This book is a compact compendium for right and good management - for general management - in that it provides the necessary overview of what it entails. In the following volumes of this series, each of the elements of right and good management will be described in greater detail, including both theoretical content and recommended implementation approaches. Interested readers will be able to familiarize themselves with the tools and practices of the craft, along with numerous practical examples. As such, the present book is a prelude to a practical, comprehensive guide to what the management craft and managerial professionalism must entail. Sound general management is not about doing something new, modern, or fashionable. What matters is that it is right, that it works, and that it helps practitioners fulfill their tasks to the best of their abilities. The subject of this book - and of the rest of my publications - is not the "management thinking of today". Rather, all my books are practical guides to effectiveness. They point out my personal opinions on different matters, which are often not in sync with mainstream thinking. Management. The Essence of the Craft continues, enlarges upon, and complements my book Managing Performing Living. While the latter deals with the conduct and actions of the individual manager, the present book goes much further in that it deals with the institution as a whole - with system-oriented general management. The book contains a series of propositions which, compared to mainstream thinking, may be regarded as provocative, unusual, and frequently even wrong - at least initially. In this book, and the books to follow, I am putting my arguments forward for discussion. Central Propositions 1.Management is society's most important function. The functioning of society depends on management. Only management turns resources into results. 2.Management can largely be acquired by learning. It is a profession and a craft. It follows the same rules of professionalism that are known and have proven useful in other professions. Talents are useful but not essential. 3.The only kind of management a person needs to learn is right and good management. Right and good management is universal, invariant, and independent of culture. It is equally valid for all kinds of organizations and all countries. There is no need for international, multicultural, or global management. All effective institutions function in the same way. They employ the same functional principles. 4.Apparent differences are not related to management but to the nature of the different tasks to be fulfilled in different organizations. 5.Not everyone can manage just any organization. This is not due to management skills but to the difference in operational tasks. 6.All managers in all organizations and across all hierarchy levels need the same kind of management skills. Not all, however, need them in the same degree of comprehensiveness and detail. Disregarding this principle leads to a lack of orientation and direction, which, in turn, means the end of communication and function. 7.In my view, most of the management ideas prevailing over the past fifteen years or so are false, misleading, and harmful. This is true in particular for anything related to the doctrine of shareholder value and its consequences - such as value-increasing strategies and a way of thinking that focuses predominantly on financial aspects. The stakeholder approach is equally wrong. 8.The economic difficulties of our time, which I believe will inevitably deepen, are largely due to factors other than political errors. They are results of misguided management, of faulty and poor management. As a result, the question as to what right and good management is gains all the more importance. A Word on the Terms Used In management - as opposed to other, more advanced and mature disciplines of learning - there is no such thing as uniform or common parlance. Quite to the contrary: most authors attempt to impress readers by inventing their own terms and slogans. This is a roadblock to progress and to acquiring management skills. For this book, I essentially draw on the terms used in the St. Gallen Management Model, the first and so far only wholistic, system-driven management model, as well as on the linguistic usage of Peter F. Drucker, the doyen of management theory. As far as cybernetics and system sciences are concerned, I draw on the terms used by Stafford Beer, the originator of management cybernetics, and my own book Strategie des Managements komplexer Systeme ["Strategy for the Management of Complex Systems"]. 1.The terms "company", "organization", and "institution" are largely used in the same sense. Certain variances in meaning relate to the degree of generality, or the special limitation to a segment of society. The most general terms are "institution" and "organization". They refer to all organizations existing in a society, no matter what kind or legal form. The term "company", in essence, belongs to the business sector. Whenever no specific pointers are provided, it will be clear from the context what I mean when using each of these terms. The term most frequently used in this book is "company" and other terms related to it, such as "corporate policy". The statements made will generally be applicable to all kinds of institutions. Depending on the field of usage, the terms might need to be adapted somewhat, as in "educational policy" or "health policy". 2.The term "management" itself can be understood in several ways: Firstly, as a function that exists in any kind of organization and is indispensable for its functioning. This is the so-called functional dimension of management. It is neither linked to specific persons nor to organizational elements. This function is not perceptible to our senses. It is incorporated in certain actions taken by individuals and in this way its impact is perceived. Secondly, the term "management" can be understood to be the sum of the legal and/or organizational authorities in an institution. Examples include the executive board of a private company, the executive committee of a public company, a national government, or a university's board of directors. This is referred to as the institutional dimension, and it also includes expanded boards of managers, group management, management circles, or partners' conferences. As far as mandatory and/or higher-level authorities are concerned, the respective responsibilities, rights, obligations, and accountabilities are governed by laws, articles of incorporation, or statutes. Those of other organizational entities are determined by common sense and habits. Thirdly, management can be understood to include the persons that belong to the institutional authorities mentioned. This is the personal dimension of management. In particular the terms "top management" and "top manager" frequently carry that meaning. 3.I use the term "management" in the same meaning as its German equivalent "Führung". Both terms mean the same. In all my German-language publications, I use the two terms synonymously. By contrast, the terms "management" and "leadership" do not mean the same. 4.In the chapter on structure, the term "organization" carries two different meanings: the first, as mentioned above, is what we refer to when we speak of an institution being an organization; the second is what we mean when we speak of an institution having an organization. Which one of the two meanings applies should be clear from the particular context.


Can Two Rights Make a Wrong? - 2850778378

183,85 zł

Can Two Rights Make a Wrong? IBM Press

Książki / Literatura obcojęzyczna

"This is the book for people who never get past page two of a management book-it is as close as the genre comes to being a compulsive page turner. Its main thesis is built on at least three big ideas that are individually persuasive and cumulatively compelling. They naturally fit into an alignment tool that is applied to the range of day-to-day and exceptional challenges all enterprises face, including the Holy Grail of transformational change." -Donald Macrae, general counsel and chief knowledge officer, Department for Environment, Food and Rural Affairs, England "Having been in the business of cultural transformation and alignment for many years, I've carefully looked for a thoughtful strategy and an intentional approach to bringing about healthy and thriving cultures. Can Two Rights Make a Wrong? is simply the best-it is the most thoughtful and practical work I've seen in this growing and critical area. This is a must buy!" -Dr. Ron Jenson, Future Achievement International, international author, speaker, and consulting and executive coach "Can Two Rights Make a Wrong? is a superb account of how to manage the 'soft side' of mergers and acquisitions, but it has great value for managing many other new business practices as well, such as Open Innovation. It provides a powerful, practical method to identify conflicts, develop alignment, and achieve effective coordination between two parties that would be tremendously helpful in a variety of collaborative contexts, such as alliances, research partnerships, or joint ventures. Moulton Reger and her colleagues at IBM should be congratulated for a thoughtful, insightful book." -Henry Chesbrough, professor at University of California Berkeley's Haas School of Business, author of Open Innovation "Numbers are neat and clean. Human beings are often messy and complex. If everyone in your organization knew what to do and when, how, where, and-most importantly-why to do it, how would your organizational culture be defined? The authors of Can Two Rights Make a Wrong? have introduced new ways to proactively address culture and, most importantly, tie it to bottom-line benefits." -James H. Amos, Jr., chairman emeritus, MBE/The UPS Store "This book is a must read for leaders hoping to change their organization's culture as well as those attempting to merge firms with uniquely different cultures. Moulton Reger's insights are grounded in theory and real-world experience. In this unique book, culture change is a complex concept broken down into bite-sized pieces and presented in a way that any leadership team can embrace at its own pace." -Merrill J. Oster, author of Vision Driven Leadership, founder Oster Communications, Inc. "Here at last is a business book that takes culture seriously and isn't intimidated by it. The method described can be used with practically any type of business problem in any industry, and the book does an excellent job of drawing on research and theory while keeping the focus practical. The three elements of Outcome Narratives, Right vs. Right, and Business Practices are significant ideas in their own right-each is a unique insight. All three ideas have been around in various guises for several years, but have not been as well crystallized or as focused on complex business problems as they are in this book. The authors' achievement is extraordinary and goes a long way toward making the juicy idea of culture something to be built on and worked with." -Peter Vaill, professor, Antioch University "The Achilles heel for any major organizational change is that organization's culture. In every change, consultants talk about culture, but few provide specific sequential steps designed to actually do anything about it. This book provides such steps, and provides them in ways that makes sense. 'Makes sense' is the key because the steps provided can be easily adapted to virtually any organization, large or small." -George Falldine, Air Force civil servant, Air Force Materiel Command "Sara Moulton Reger is one of the premier organizational design consultants in the country, and this book reflects her in-depth knowledge of and experience with the subject matter. This book is essential reading for those striving to achieve greater results from ongoing change initiatives. Can Two Rights Make a Wrong? contains a broad range of concepts, examples, and specific steps culled from Moulton Reger's direct experience. Such a complete presentation of strategic and tactical advice makes Can Two Rights Make a Wrong? a mandatory addition to every manager's bookshelf." -Steven Bragg, CPA, author of twenty-eight business books, CFO of Premier Data Services "This is a serious book that gives intelligent guidance to anyone who leads an organization and takes creating and managing culture seriously. The section on Outcome Narratives is the best 'how to' on casting a unifying vision that I have seen. If you're a leader and take your role in creating and managing corporate culture seriously, then you should read this book." -Regi Campbell, principal, Seedsower Investments, author of About my Father's Business "I don't read most 'culture change' books-waste of time. This book is different. Can Two Rights Make a Wrong? combines both soft and hard approaches, with a continuous focus on how-to and results. Buy it. But, more importantly, read it." -Jack Grayson, founder and chairman, American Productivity and Quality Center (APQC) "We used Right vs. Right to help integrate an important acquisition-one that brought many differences we needed to carefully leverage to achieve IBM's business objectives. I found it to be a powerful technique for quickly reconciling strategic views of the business model and different operating preferences. Now, a few months later, we have the business results-and employee satisfaction-to prove Right vs. Right works." -Jim Corgel, general manager, Small and Medium Business Services, IBM "Leaders wouldn't think about doing a major project without a plan and a project manager, but how many consider the cultural implications? This book fills a key void because it clarifies the topic of culture so that it is easier to understand, and includes examples for applying the framework to many types of situations, including business-to-business alliances and crossgeography teams." -Cindy Berger, vice president, American Express "There is no question that the biggest hurdle to achieving a successful merger is culture. Market opportunities may be staggering and synergies may seem perfect, but, without a cultural match, odds are the merged company will struggle. Can Two Rights Make a Wrong? can help you avoid the problems. Even if you are not contemplating a merger, Moulton Reger's deep insight provides an excellent management primer and interesting historical perspective. A worthwhile read." -John R. Patrick, author of Net Attitude, president of Attitude LLC "This is an excellent book that provides a pragmatic approach to identifying and alleviating cultural issues created when two groups of people must work together. Effectively blending business cultures is a key requirement for successful outsourcing, and most companies lack the tools necessary to do this. Companies looking to reduce outsourcing risk should follow IBM's Tangible Culture approach." -Lance Travis, vice president, Outsourcing Strategies, AMR Research "This book will help leaders and cultural-change practitioners take a practical, well-architected approach to creating the culture they need to support their strategies. Thanks, IBM, for sharing what you have learned from your own transformation." -Valerie Norton, vice president, Talent Management and Organizational Effectiveness, Merck & Co., Inc. "Based on IBM's own experience with organizational transformation and mergers, this book belongs on the reading list of any executive contemplating major changes to their business." - Peter Richerson, professor, University of California Davis - "Finally, a book that goes beyond just declaring 'it's the culture change' and gets to a real recount of why and how to move on that need. This is a practical approach for senior leaders in large corporations and government to address the most pressing issues in modern business life!" -Kenneth I. Percell, executive director, Warner Robins Air Logistic Center "I like the way the authors move the idea of organization culture from intangible (values) to tangible and practical. They offer that culture can be viewed and changed by examining and discussing what people do. Using the techniques described in Can Two Rights Make a Wrong? will demystify culture clash." -Lynda Aiman-Smith, Ph.D., North Carolina State University "A must read for leaders charged with planning and executing major change initiatives involving a single organization or multiple organizations. The book is original, thoughtful, thorough, and pragmatic. The elements of Can Two Rights Make a Wrong? and their interrelationships that work to drive successful change are particularly beneficial. The authors demonstrate a hands-on grasp of this important subject and the related literature. The material is presented in a concise, easy-to-understand format, with lots of tables, charts, and illustrations to help guide the reader." -Stephen W. Brown, Edward M. Carson chair in services marketing, professor and executive director, Center for Services Leadership, W. P. Carey School of Business, Arizona State University "Many have observed that mergers and acquisitions will fail to achieve their goals without proper attention to human and cultural factors, but few have shown us the way to manage these factors in any meaningful way. This book takes up that challenge and delivers a real solution by identifying business practices as the crucial element of 'culture' that can make or break a merger or acquisition, and by providing a hands-on methodology for managing and aligning differences across cultures." -Marietta Baba, dean of the College of Social Science, professor of Anthropology, Michigan State University "Sara Moulton Reger's application of Business Practices, Right-vs. Right, and Outcome Narratives to business transformation spoke directly to my own business experience. I found the book's comprehensive approach very appealing. It brought together the story of a historic merger; a review of traditional approaches to culture transformation in business organizations; the powerful new techniques of Outcome Narratives, Right vs. Right, and Business Practices Alignment; and useful examples of the way to apply these techniques." -Dwight E. Collins, Ph.D., adjunct professor, Presidio School of Management, sustainable business and supply chain optimization consultant, president, Collins Family Foundation "We know unsuccessful mergers and acquisitions are often the result of underestimating the people and the cultural issues. Derived from experience, here is practical help in improving your chances of being one of the success stories." -David Hope, human resources director, Norwich Union Insurance "This is state-of the-art. This practical approach is extremely useful for anyone involved in integrating two large organizations, especially professional organizations. I found the book Can Two Rights Make a Wrong? fascinating-excellently describing the preparation and process that is required in integrating culturally different organizations." -Fred WI Lachotzki, professor of business policy, Nyenrode University, coauthor of Beyond Control: Managing Strategic Alignment through Corporate Dialogue Nowadays, nearly every business leader recognizes the crucial importance of culture. But, in many organizations, attempts to handle culture issues remain "squishy," unfocused, and unlikely to bring any value or results. Now, IBM's leading experts reveal the way to make culture tangible to everyone involved-and how to effectively deal with a variety of culture challenges. Can Two Rights Make a Wrong? leverages the lessons learned during IBM's $3.5 billion acquisition of PricewaterhouseCoopers Consulting: insight that IBM has crystallized into a powerful methodology for transforming business culture. The authors introduce "Business Practices," an actionable surrogate for "culture" that business people can identify with, gauge, and act upon. Then, one step at a time, you'll learn how to apply IBM's practical culture transformation techniques in your unique environment. You'll discover common patterns that lead to culture clashes so you can resolve or, better yet, prevent them. You'll learn to clarify your expectations so people really "get" it-and do it. You'll gain the way to measure culture change progress in terms everyone can understand and buy into. Whether you're involved with M&As, joint ventures, major transformation, internal restructuring, or any other initiative where culture is important, this book can help you take culture from a worrisome risk to a competitive advantage. *Business Practices: the unseen hand that propels action Uncover what makes your organization unique *Right vs. Right: What to do when good options conflict Understand and manage the source of culture clash *Outcome Narratives: Get to the right place, the right way Clarify your desired future, clear the obstacles, measure progress, and deliver results Successful culture change requires the same discipline you bring to the rest of your business. It demands a strong methodology that helps you clarify your goals and expectations, identify and overcome obstacles, measure progress...and get results. This book delivers that methodology. IBM's powerful, proprietary Tangible Culture approach will help you make culture visible and measurable- so you can replace "feel good" culture work with focused, actionable plans for change. Use IBM's techniques to surface, understand, and reconcile differences among groups that must work together, so you can launch alliances more more value from acquisitions...enhance cross-silo and global operations...choose the right strategies...and make real transformation happen. Whatever your goals, culture is central to your success. With this book, you can finally address culture-systemically, proactively, and effectively. Leverage IBM's Breakthrough Methodology for Driving Effective Culture Change * Drive real culture change, survive the effort, and reap genuine results * Overcome culture challenges and risks * Successfully execute on M&As, business alliances, transformation and internal restructuring * Use downloadable templates to customize IBM's techniques for your environment * Learn what IBM learned from its $3.5 billion acquisition of PricewaterhouseCoopers Consulting Foreword xxi Preface xxiii Acknowledgments xxv About the Author xxvii Contributing Authors xxix Section I: The Basics 1 Chapter 1: Introduction-An Overview of Tangible Culture 3 Chapter 2: We Can't Do This the Traditional Way-IBM's Acquisition of PricewaterhouseCoopers Consulting 17 Chapter 3: Traditional Approaches to Culture Transformation-How Others Have Dealt with the Challenge 33 Chapter 4: How to Get to the Right Place the Right Way-Outcome Narratives 49 Chapter 5: The Good Thing That Can Cause Big Trouble-Right vs. Right 67 Chapter 6: The Unseen Hand That Propels Organizational Action-Business Practices 85 Chapter 7: Putting It All Together-The Business Practices Alignment Method 103 Section II: The Application 119 Chapter 8: Mergers and Acquisitions- Managing the Common Sources of Culture Clash 121 Chapter 9: Alliances-Finding Ways to Leverage Your Collective Capabilities 143 Chapter 10: Major Restructuring-Gaining Sustained Value from Your Reorganization 163 Chapter 11: Major Transformation-Addressing Your Plan's Hidden Barrier 181 Chapter 12: Key Decisions and Everyday Business-Extending Tangible CultureInto the Operational Parts of Your Business 203 Section III: The Projects 225 Chapter 13: The Co-operators-Using Business Practices to Clarify Expectations 227 Chapter 14: Sales Pipeline-Using Right vs. Right to Differentiate Issues 241 Epilogue 251 Appendix: About the Contributors 255 Index 268


EURO TRASH - 2852496289

95,75 zł


Książki / Literatura obcojęzyczna

EVEN THOUGH WE'RE ALL INTERNATIONALISTS, FOR NOW THE BOOK WILL ONLY BE AVAILABLE IN GERMAN. With contributions from Damir Arsenijevic, Alain Badiou, Étienne Balibar, Gracie Mae Bradley, Cédric Durand, the European Space Agency (sort of), Sara Farris, Alexandre Kojčve, Maurizio Lazzarato, Sandro Mezzadra, Toni Negri, Thomas Piketty, Beatriz Preciado, Bernard Stiegler, Martin Wolf, Slavoj Zizek. And to top it all off, check out our exclusive "Europe from Detroit" mix that comes courtesy of acid legend Carlos Souffront. No, not another debate on Europe, not just the usual policy proposals, no moralising appeals. We simply want to take stock of our ignorance in order to turn it into something more productive. Call it recycling if you will. The contributions in the volume do not reflect anything like a unity of vision. Often, they agree on very little. But that doesn't mean the texts assembled here do not resonate with one another. Philosophers, economists, journalists and activists comment on past and present manifestations of Europe. Taken together, these essays are exercises in defamiliarisation. Sure, we don't fully understand what is going on. Then again, experts didn't fare too well either, as a quick glance at the pre-2008 forecasts of economists, the analyses of geopolitical pundits or the trajectories of the expert-led transitional governments in Europe's South reveals. That's why we have no desire to wallow in passivity and fatalism. On the contrary, creating a sense of distance between Europe and ourselves will perhaps enable us to relate to it in new ways. Ever since the postwar reconstruction, Europe vacillated between grand political designs and economic expediency. The introduction of the Euro in 2002 and the ongoing crisis of 2008 have accelerated a shift in the balance of power. Nation-states lost some of their prerogatives and now have to accommodate the demands of unelected supranational entities in charge of implementing the precepts of economic rationality. A sense of powerlessness has become widespread. It has given a new lease of life to nationalism and xenophobia across Europe. Young people in particular wonder what could possibly be the point of having democracy conform to markets if capitalism cannot even make good on its one spellbinding historical promise: to enable wealth creation for the masses through individual effort and hard work? As is stands in 2014, giving up democratic principles in order to purify the operations of the markets seems like the surest way to the worst of both worlds: a technocratic caesarism. Economists tentatively hail Greece's return to the capital markets, they rejoice at the first signs of positive growth rates and welcome, give or take some accounting tricks, the sound budgets in member-states that are testament to the efficacy of the austerity measures. Meanwhile, unemployment in many parts of the EU remains stubbornly high. And let's not even talk about wage levels. Far from marking the end of history and the triumph of liberal market societies, 1989 could have turned out to be a Pyrrhic victory for capitalism, a possibility for which even François Furet allowed in his very last essays. Before its long overdue collapse, 'real existing socialism' - imperialist, authoritarian, unjust, inefficient, and downright depressing as it was - nonetheless inspired a fear among the governments of the so-called Western world that tamed capitalism in ways not seen before or after. Did bureaucratic state capitalism in the East protect the liberal capitalism of the West from what it wanted? Even when the latter seemed to be on excellent form after 1989, it often turned out to be pumped up on a diet of monetary steroids: soaring private and company debt sustained the boom times. Capitalism's hold over the planet is neither uniform nor exclusively imposed by force. It emerged out of a contingent history of the "universalisation of a tendency", as Deleuze and Guattari put it. However, a European left that has yet to come to terms with the full extent of its political insignificance seeks solace in the idea of an economic matrix that structures every fold of the social fabric: it is plausible, inescapable and terrifyingly good at harnessing even the forces of resistance to its own purposes. While the therapeutic aspect of this sort of thinking cannot be dismissed, its analytical virtues are more questionable. Still, as we survey the political landscape in 2014, no serious - and politically desirable - alternative exists. And yet liberal market societies struggle with ever more intense degrees of disaffection among their supposedly blessed populations. We observe the striking comeback of inequalities of wealth reminiscent of the Belle Époque. If current trends continue we could soon live in societies so unequal one would have to go back to the pre-industrial age to find anything comparable. This is certainly not a process of differentiation that is synonymous with modernity, as some commentators, grotesquely misinterpreting Luhmann, would have us believe. To reduce the potential of social differentiation to the acceptance of economic disparities betrays a poverty of thought that speaks volumes about the state of mind of a "brute bourgeoisie", itself a symptom of a deeply dysfunctional society. In Merkel-land, it found a new party-political home in the "Alternative for Germany". But opposition to the Euro also gains currency on the left. This is unsurprising given the intransigence of monetary hawks in the central banks and the institutional set-up of the Eurozone. Another Euro was possible, one that would have attempted to pave the way for an optimal currency area, rather than simply presupposing its existence.This would have required large-scale investments and significant redistributive efforts to harmonise - and raise - living standards in all of Europe. We need to unearth these counter-histories of the single European currency. As long as genuine political and social union is but a distant possibility, the imperative of price stability and the impossibility for individual Euro states to devalue their currency reduces the available range of political responses to economic distress to just one: the downward adjustment not just of economies but of entire welfare systems in order to restore competitiveness. However, there is no economic automatism here. These are deeply political decisions. As so often, economic liberalism knows very well when to portray itself as the arch-foe of oppressive states and undemocratic post-national institutions - and when to enlist their help in order to get its doctrinal way. Some conclude from this state of affairs that, provided it can be made politically productive, a break with the Euro regime should no longer be considered a taboo. Others are wary of reductive explanations that, for the sake of conceptual and political convenience, denounce the Eurozone as a monolithic neoliberal bloc. We stand to benefit a great deal from learning how to spot and exploit political divisions. Even inside the European Commission, there is room for forms of militant bureaucracy that deftly maneuver the legal labyrinthe (ranging from the 1953 European Convention on Social and Medical Assistance to the measures towards greater coordination of social security systems passed in 2004). Recent attempts to bully Merkel's government into potentially widening access to welfare payments for European citizens living in Germany lent credence to this claim. One day, these regulatory squabbles might bring us a minuscule step closer to a Europe-wide unconditional basic income. Let the robots do the crap jobs. Given the jingoistic mood of most electorates, even many leftist parties are taking leave from demands for postnational social rights that are legally enforceable. They fear such a move would be tantamount to political suicide. Nonetheless, the track record of European institutions and the general tendency of intergovernmental decisions taken during the last two decades or so suggest that it would be insane to rely on emancipatory political action from above. Yet the question of exactly how to reclaim Europe as a battleground from below is close to intractable. What effective form could a dialectic between "institutional and insurrectional" politics take? New forms of entryism might play a role, as those who support Alexis Tsipras' candidacy for the presidency of the European Commission argue. Mass pressure from the street would open a second flank. But even though they have been theorised for many years, European social movements worthy of their name continue to be conspicuous by their absence. Or should we push for individual states to give up their sovereignty and merge with their neighbour, thus creating political forms that mark an intermediate stage between the nation-state and and a European polity? It all sounds rather far-fetched. Interestingly, the recent protests in Bosnia oppose not just corrupt local elites, but also the institutions of the international community that purports to have pacified the remnants of former Yugoslavia. The revolution in the Ukraine that has courageously overthrown a deeply corrupt regime, on the other hand, did appeal to a EU that embodied hopes for a better political and economic life even as parts of the crowd openly displayed their neo-Nazi sympathies. We need to address the underlying identity issues haunting this continent as a whole and the individuals that inhabit it. It is impossible to overlook the signs of libidinal exhaustion. Europe has a problem with desire. The economic, political and social systems no longer produce pleasure. We're all tired but we haven't done nearly enough to explore and invent new lives. The family rushes in to fill this void. We grew accustomed too quickly to the omnipresence of "family-friendly" policies, by now a staple of European political language. We could have known better. In Anti-Oedipus, Deleuze and Guattari had warned us. As capitalism marches onward, all existing social relations will cede to its pull. But that's not the same as simple disappearance. Quite the opposite. The family was first emptied of all historical functions, only to be reinvented as a bulwark against some of the more troubling and pathological aspects of contemporary capitalism. It offers respite from the constant flexibility that is expected of us, it helps pool resources as welfare states are being dismantled, it pays lip service to feminist struggles by singing the praise of the care work done by stay-at-home mums. In France, reactionaries are marching through the streets in their thousands. Their opposition to same-sex marriage forms part of a wider struggle to combat the rampant "family-phobia" in today's societies. We want none of it. The hypocrisy is plain for everyone to see. There is significant overlap between the defenders of good old family values and the milieus in which shameless hostility to migrants has once again become acceptable. But some migrants are better than others. The latest version of the mother-father-family relies on cheap non-unionised female labour, the army of nannies recruited from abroad. These are some of the migrants that made it to Europe. Many others don't even get that far. The activities of Frontex seem blissfully oblivious to the very colonial past they incessantly conjure up. The same fervour that was at work in the historical project of European expansionism is now observable in the systematic efforts to stop migrants - to ensure successful "border management", as official parlance has it. Europeans used to invade foreign lands to enrich themselves, now they keep others out to protect their privileges. Images of drowned, starved or deported refugees don't prevent European politicians for a second from invoking 'our' grand cultural tradition, preferably while lecturing other parts of the world on the West's civilisational achievements: philosophy, human rights, dignity, you name it. Perhaps the treatment to which migrants are subjected has something to do with Europe's historical self-understanding after all. These corpses float in the same Mediterranean sailed by cunning Ulysses. They're dying to reach the shore they might have otherwise called home. This much is clear to us: as long as other people are treated like garbage in our name, we betray the potential of EURO TRASH. The costly insistence on rigid borders is not just a European problem. It's a cosmic one. Space is a place where quaint attempts to divide it up according to the time-worn logic of sovereignty must fail. As Donald Kessler has pointed out as early as 1978, the debris piling up in the orbit, if unchecked, will reach a point where space travel becomes too dangerous. And little does it matter whether the out-there is littered by NASA or ESA. We might be stuck on this planet at the precise moment when we'd be well advised to leave it behind. Borders have a funny way of shutting in the people they claim to protect. There were concerns about a possible lack of German voices in this collection but acid legend Carlos Souffront came to our rescue and his exclusive "Europe from Detroit" mix dispels them in the most unexpected, poignant and concise way possible. Kraftwerk's 1977 "Trans-Europe-Express" imagined the continent as a haven of post-historical nostalgia. We asked Carlos to reimagine Europe as a province of Detroit in order to invert the usual perspective. Often, the Motor City is an object of European musical desire, filled to the brim with projections even, and especially if there is post-industrial desolation to be admired. Let's try it the other way around. The mix expertly strides between delicacy and a sense of impending dread that culminates in a brief sequence where German history unmistakably rears its ugly head. But there is life beyond that, there has to be. This is not a mind trip, this is a body journey. WE'RE THE EDITORS, WE'RE SVENJA BROMBERG, BIRTHE MÜHLHOFF, AND DANILO SCHOLZ.


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