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Labour market --- History of the United Kingdom and Ireland --- anno 1900-1999 --- Great Britain --- Full employment policies --- Economic policy --- GB / United Kingdom - Verenigd Koninkrijk - Royaume Uni --- 332.630 --- Strijd tegen de werkloosheid: algemeen. Theorie en beleid van de werkgelegenheid. Volledige werkgelegenheid. --- Strijd tegen de werkloosheid: algemeen. Theorie en beleid van de werkgelegenheid. Volledige werkgelegenheid --- Full employment policies - Great Britain --- Great Britain - Economic policy - 1918-1945 --- Great Britain - Economic policy - 1945-1964

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"This is a story of reinvention. Jim Whitehurst, celebrated president and CEO of one of the world's most revolutionary software companies, tells first-hand his journey from traditional manager (Delta Air Lines, Boston Consulting Group) and "chief" problem solver to CEO of one of the most open organizational environments he'd ever encountered. This challenging transition, and what Whitehurst learned in the interim, has paved the way for a new way of managing--one this modern leader sees as the only way companies will successfully function in the future. Whitehurst says beyond embracing the technology that has so far disrupted entire industries, companies must now adapt their management and organizational design to better fit the Information Age. His mantra? "Adapt or die." Indeed, the successful company Whitehurst leads--the open source giant Red Hat--has become the organizational poster child for how to reboot, redesign, and reinvent an organization for a decentralized, digital age. Based on open source principles of transparency, participation, and collaboration, "open management" challenges conventional business ideas about what companies are, how they run, and how they make money. This book provides the blueprint for putting it into practice in your own firm. He covers challenges that have been missing from the conversation to date, among them: how to scale engagement; how to have healthy debates that net progress; and how to attract and keep the "Social Generation" of workers"-- "This is a story of reinvention. Jim Whitehurst, celebrated president and CEO of one of the world's most revolutionary software companies, tells first-hand his journey from traditional manager (Delta Air Lines, Boston Consulting Group) and "chief" problem solver to CEO of one of the most open organizational environments he'd ever encountered. This challenging transition, and what Whitehurst learned in the interim, has paved the way for a new way of managing-one this modern leader sees as the only way companies will successfully function in the future. Whitehurst says beyond embracing the technology that has so far disrupted entire industries, companies must now adapt their management and organizational design to better fit the Information Age. His mantra? "Adapt or die." Indeed, the successful company Whitehurst leads-the open source giant Red Hat-has become the organizational poster child for how to reboot, redesign, and reinvent an organization for a decentralized, digital age. Based on open source principles of transparency, participation, and collaboration, "open management" challenges conventional business ideas about what companies are, how they run, and how they make money. This book provides the blueprint for putting it into practice in your own firm. He covers challenges that have been missing from the conversation to date, among them: how to scale engagement; how to have healthy debates that net progress; and how to attract and keep the "Social Generation" of workers. Through a mix of vibrant stories, candid lessons, and tested processes, Whitehurst shows how Red Hat has blown the traditional operating model to pieces by emerging out of a pure bottom up culture and learning how to execute it at scale. And he explains what other companies are, and need to be doing to bring this open style into all facets of the organization. By showing how to apply open source methods to everything from structure, management, and strategy to a firm's customer and partner relationships, leaders and teams will now have the tools needed to reach a new level of work. And with that new level of work comes unparalleled success. The Open Organization is your new resource for doing business differently. Get ready to make traditional management thinking obsolete"--

Organizational effectiveness --- Organizational behavior --- Organizational change --- Employee motivation --- Management --- Decentralization in management --- Employee participation --- Management - Employee participation

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Cut the Crap and Close the Gap is written by a Hog Farmer, Fortune 500 Executive and Economic Developer. It’s a practical operating guide for achieving breakthrough levels of performance by closing performance gaps between actual and desired performance and adjusting to exceed expectations. The principles of Cut the Crap and Close the Gap can be used by small and large businesses, not for profit organizations, state and local governments, faith based organizations and even parents. According to Dunn & Bradstreet, 585,000 of the more than 22 million small to medium sized businesses in America close each year. Businesses with fewer than 20 employees have only a 37% chance of surviving for four years and only a 9% chance of surviving for 10 years. Nine out of 10 business failures are caused by a lack of general business management skills including management of staff, operations, sales, marketing and planning. The Cut the Crap and Close the Gap management model requires the courage to question and challenge conventional wisdom and to operate with a spirit of continuous improvement, that things can always be better and that being satisfied with the status quo is totally unacceptable. The foundation for the Cut the Crap and Close the Gap management approach is aligned with the philosophy of Civil rights Activist, Angela Davis, "I'm no longer accepting the things I can not change…I'm changing the things I can not accept". The following chapters are filled with examples of how Jim Coleman has either applied or personally witnessed the use of the Cut the Crap and Close the Gap management approach over the last 30 years.

Industrial management --- Success in business --- Business planning --- E-books --- Business enterprises --- Business plans --- Corporate planning --- Corporate strategy --- Corporations --- Strategy, Corporate --- Planning --- Strategic planning --- Business --- Business failures --- Creative ability in business --- Prediction of occupational success --- Business administration --- Business management --- Corporate management --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Management --- Industrial organization --- Success in business.

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Business's Most WantedTM chronicles the best and worst of American business, explores the quirks of commerce, and provides an informative and sometimes amusing look at Wall Street. For an industry devoted to the serious matter of money management, this book provides a lighter look at business history, offering readers an entertaining guide to fascinating trivia about such topics as the ten largest family-owned businesses, former presidents with a business background, and unusual sales strategies, both successful and not, employed by eager store managers. Which Wall Street wizards were avid card

Businesspeople --- Business enterprises --- Business --- Trade --- Economics --- Management --- Commerce --- Industrial management --- History. --- History --- E-books

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Essay --- Business writing --- Strategic planning --- Creative ability in business --- Business creativity --- Business --- Success in business --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Literary sketch --- Sketch, Literary --- E-books