The Great Game of Business
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|Author||: Jack Stack,Bo Burlingham|
|Editor||: Broadway Business|
The Great Game of Business started a business revolution by introducing the world to open-book management, a new way of running a business that created unprecedented profit and employee engagement. The revised and updated edition of The Great Game of Business lays out an entirely different way of running a company. It wasn't dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time consultants. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes. What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years--an approach that is perhaps the last, best hope for reviving the American Dream.
|Author||: Jack Stack,Bo Burlingham|
|Editor||: National Geographic Books|
The Great Game of Business started a business revolution by introducing the world to open-book management, a new way of running a business that created unprecedented profit and employee engagement. The revised and updated edition of The Great Game of Business lays out an entirely different way of running a company. It wasn’t dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time consultants. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes. What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years—an approach that is perhaps the last, best hope for reviving the American Dream.
|Author||: Jack Stack,Bo Burlingham|
|Editor||: Profile Books|
In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. Today it's one of the most successful and competitive companies in the United States, with a share price 3000 times what it was thirty years ago. This miracle turnaround is all down to one man, Jack Stack, and his revolutionary system of Open-Book Management, in which every employee understands the company's key figures, can act on them and has a real stake in the business. In Stack's own words: 'When employees think, act and feel like owners ... everybody wins.' As a management strategy, 'the great game of business' is so simple and effective that it's been taken up by companies from Intel to Harley Davidson.
|Author||: Jack Stack,Bo Burlingham|
The First Management Classic of the New Millennium! A bold experiment is taking place these days, as leading-edge companies turn upside down the management paradigm that has dominated corporate thinking for more than one hundred years. Southwest Airlines is perhaps the most visible practitioner, soaring through economic downturns while its competitors slash their budgets and order massive layoffs, but you can find other pioneers of the new approach in almost every industry and market niche. Their secret: a culture of ownership that allows them to tap into the most underutilized resource in business today–namely, the enthusiasm, intelligence, and creativity of working people everywhere. No one knows more about building a culture of ownership than CEO Jack Stack, who’s been working on one for the past twenty years with his colleagues at SRC Holdings Corporation (formerly Springfield ReManufacturing Corporation). Along the way, they’ve turned their company into what Business Week has called a “management Mecca,” attracting thousands of people representing hundreds of businesses to SRC’s home in Springfield, Missouri. There the visitors learn how to incorporate the ideals and values of SRC’s remarkable corporate culture into their own organizations–and then they go back and do it. Now, in A Stake in the Outcome, Stack offers a master class on creating a culture of ownership, presenting the hard-won lessons of his own twenty-year journey and explaining what it really takes to build for long-term success. The pioneer of “open-book management” (described in the best-selling classic The Great Game of Business), Stack and twelve other managers began their journey in 1982, when they purchased their factory from its struggling parent company. SRC grew 15 percent a year, while adding almost a thousand new jobs, and the company’s stock price rocketed from 10 cents to $81.60 per share. In the process, Stack discovered that long-term success required constant innovation–and that building a culture of ownership involved much more than paying bonuses, handing out stock options, or setting up an employee stock ownership plan. In a successful ownership culture, every employee had to take the fate of the company as personally as an individual owner would. Achieving that level of commitment was extraordinarily difficult, but Stack realized that the payoff would be enormous: a company that was consistently able to outperform the market. A Stake in the Outcome isn’t about theory–it’s about practice. Stack draws from his own successes and failures at SRC to show how any company can teach its employees to think and act like owners, including how to implement an effective equity-sharing program, how to promote continuous learning at every level of the organization, how to fire up employees’ competitive juices, how to broaden the concept of leadership and delegate responsibility for the business, and how to build a workforce that is fast on its feet and ready to take advantage of every opportunity. You’ll also learn about other companies that have succeeded in building cultures of ownership–and the lessons they can teach the rest of us. Written in Jack Stack’s straightforward, witty, no-beating-around-the-bush style, A Stake in the Outcome is like having a one-on-one session with a master entrepreneur and business innovator. It shows managers and executives of companies both large and small how to build a ferociously motivated workforce that is energized and committed to meeting and overcoming the most daunting challenges a company can face.
|Author||: B. B. Alston|
Sequel to the New York Times bestseller Amari and the Night Brothers! Artemis Fowl meets Men in Black in this magical second book in the New York Times and Indie bestselling Supernatural Investigations trilogy—perfect for fans of Tristan Strong Punches a Hole in the Sky, the Percy Jackson series, and Nevermoor. After finding her brother and saving the entire supernatural world, Amari Peters is convinced her first full summer as a Junior Agent will be a breeze. But between the fearsome new Head Minister’s strict anti-magician agenda, fierce Junior Agent rivalries, and her brother Quinton’s curse steadily worsening, Amari’s plate is full. So when the secretive League of Magicians offers her a chance to stand up for magiciankind as its new leader, she declines. She’s got enough to worry about! But her refusal allows someone else to step forward, a magician with dangerous plans for the League. This challenge sparks the start of the Great Game, a competition to decide who will become the Night Brothers’ successor and determine the future of magiciankind. The Great Game is both mysterious and deadly, but among the winner’s magical rewards is Quinton’s last hope—so how can Amari refuse?
|Author||: Rich Armstrong,Steve Baker|
|Editor||: Advantage Media Group|
Though technology has evolved at hyper speed over the past hundred years, management styles have mostly stayed the same. The higher-ups make the decisions, and the employees grind it out, often without knowing the endgame. In 1983, Jack Stack created a new game: The Great Game of Business. Get In The Game further explains the rules of this Game: to win, you must get everyone at all levels of the business as informed, involved, and engaged as the owner. This book offers a step-by-step guide on how to teach employees the numbers, show them the big picture, and let them have a say in the company's future. The Game has already benefited thousands of companies: Is yours ready to get in The Game?
|Author||: Riaz Dean|
The work of explorers, surveyors and spies in the race to conquer Southern Asia is vividly recounted in this history of British imperial cartography. In the 19th century, the British and Russian empires were engaged in bitter rivalry for the acquisition of Southern Asian. Although India was the ultimate prize, most of the intrigue and action took place along its northern frontier in Afghanistan, Turkestan and Tibet. Mapping the region and gaining knowledge of the enemy were crucial to the interests of both sides. The Great Trigonometrical Survey of India began in the 18th century with the aim of creating a detailed map of the subcontinent. Under the leadership of George Everest—whose name was later bestowed to the world’s tallest mountain—the it mapped the Great Arc running from the country’s southern tip to the Himalayas. Much of the work was done by Indian explorers known as Pundits. They were the first to reveal the mysteries of the forbidden city of Lhasa, and discover the true course of Tibet’s mighty Tsangpo River. These explorers performed essential information gathering for the British Empire and filled in large portions of the map of Asia. Their adventurous exploits are vividly recounted in Mapping the Great Game.
|Author||: Narendra Singh Sarila|
The untold story of Indias Partition. The partition of India in 1947 was the only way to contain intractable religious differences as the subcontinent moved towards independence - or so the story goes. But this dramatic new history reveals previously overlooked links between British strategic interests - in the oil wells of the Middle East and maintaining access to its Indian Ocean territories - and partition. Narendra Singh Sarela reveals here how hte Great Gane against the Soviet Union cast a long shadow. The top-secret documentary evidence unearthed by the author sheds new light on several prominent figures, including Gandhi, Jinnah, Mountbatten, Churchill, Attlee, Wavell and Nerhu. This radical reassessment of one of the key events in British colonial history is important in itself, but its claim that many of the roots of Islamic terrorism sweeping the world today lie in the partition of India has much wider implications.
|Author||: David J. Silbey|
|Editor||: Hill and Wang|
The year is 1900, and Western empires—both old and new—are locked in regional entanglements across the globe. The British are losing a bitter war against the Boers while the German kaiser is busy building a vast new navy. The United States is struggling to put down an insurgency in the South Pacific while the upstart imperialist Japan begins to make clear to neighboring Russia its territorial ambition. In China, a perennial pawn in the Great Game, a mysterious group of superstitious peasants is launching attacks on the Western powers they fear are corrupting their country. These ordinary Chinese—called Boxers by the West because of their martial arts showmanship—rise up, seemingly out of nowhere. Foreshadowing the insurgencies of the more recent past, they lack a centralized leadership and instead tap into latent nationalism and deep economic frustration to build their army. Their battle cry: "Support the Qing, exterminate the foreigners." Many scholars brush off the Boxers as an ill-conceived and easily defeated revolt, but the military historian David J. Silbey shows just how close they came to beating back the combined might of all the imperial powers. Drawing on the diaries and letters of allied soldiers and diplomats, Silbey paints a vivid portrait of the short-lived war. Even though their cause ended just as quickly as it began, the bravery and patriotism of the Boxers would inspire Chinese nationalists—including a young Mao Zedong—for decades to come.
|Author||: John Case|
An editor of Inc. magazine explains his management strategy, which involves opening a company's financial records to all its employees, and shows how its positive effects on such companies as Wal-Mart and Wabash National. $40,000 ad/promo.
|Author||: Stephen Harper|
|Editor||: Simon and Schuster|
Surveys the tumultuous history of hockey in Toronto in the early years of the past century, as professional teams began to replace dedicated amateurs at the highest levels of the sport, and examines sports professionalism in Canada.
|Author||: John Steele Gordon|
For more than 200 years, fortunes have been made -- and lost -- on Wall Street (WS) by men and women playing the game of capitalism. Gordon tells the true story of Wall Street's wild ride to power. New York City has one of the world's great harbors, and the Dutch founders gave the city its enduring love of making money. WS began as the northern line of defense for a wilderness trading post, at a time when money was limited to gold, silver, and Indian wampum. Today, WS is a metaphor for the global financial market, and money exists mostly on computer screens. The history of Wall Street is a history of risk, courage, avarice, stupidity, patriotism, power, and genius. Illustrated.
|Author||: Jeff Hilimire|
|Author||: John Abrams|
|Editor||: Chelsea Green Publishing|
Part memoir and part examination of a new business model, the 2005 release of The Company We Keep marked the debut of an important new voice in the literature of American business. Now, in Companies We Keep, the revised and expanded edition of his 2005 work, John Abrams further develops his idea that companies flourish when they become centers of interdependence, or “communities of enterprise.” Thoroughly revised with an expanded focus on employee ownership and workplace democracy, Companies We Keep celebrates the idea that when employees share in the rewards as well as the responsibility for the decisions they make, better decisions result. This is an especially timely topic. Most of the baby boomer generation—the owners of millions of American businesses— will retire within the next two decades. In 2001, 50,000 businesses changed hands. In 2005, that number rose to 350,000. Projections call for 750,000 ownership transitions in 2009. Employee ownership—in both the philosophical and the practical sense—is gathering steam as businesses change hands, and Abrams examines some of the many ways this is done. Companies We Keep is structured around eight principles—from “Sharing Ownership” and “Cultivating Workplace Democracy” to “Thinking Like Cathedral Builders” and “Committing to the Business of Place”—that Abrams has discovered in the 32 years since he cofounded South Mountain Company on the island of Martha’s Vineyard. Together, these principles reveal communities of enterprise as a potent force of change that can—and will— improve the way Americans do business.
|Author||: Kallol Bhattacharjee|
At the height of the Soviet occupation of Afghanistan, a complex multinational diplomacy had proposed setting up a coalition government in Kabul as a solution to the 'Afghan problem'. Even as all sides worked on the coalition, the US took steps that India considered a 'stab in the back'. With the help of the official papers collected by US ambassador John Gunther Dean and conversations with Ronen Sen, Rajiv Gandhi's diplomatic aide during those crucial years, the author recreates the falling apart of the India-US cooperation and the catastrophic effect it had on South Asian history.
|Author||: T. A. Heathcote|
The Great Game for Central Asia led to British involvement in Balochistan, a sparsely-populated area in Pakistan, mostly desert and mountain, and containing the Bolan Pass, the southern counter- part of the more famous Khyber. It occupies a position of great strategic importance between Pakistan, Afghanistan, Iran and the Arabian Sea. Heathcote's book is a history of the Khanate of Kalat and of British operations against the Baloch hill tribes who raided frontier settlements and the Bolan caravans. Its themes include rivalry between British officials in Sind and the Punjab, high profile disputes between British politicians over frontier policy and organization, and the British occupation of Quetta, guardian city of the Bolan, in the run-up to the Second Afghan War. Among the many strong characters in this story is Sir Robert Sandeman, hitherto hailed as "the peaceful conqueror of Balochistan," now revealed as a ruthless careerist, whose personal ambitions led to the fragmentation of the country under British domination. The closing chapter summarizes subsequent events up to modern times, in which the Baloch have maintained a long-running struggle for greater autonomy within Pakistan.
|Author||: René Daumal,Roger Gilbert-Lecomte,Maurice Henry,Georges Ribemont-Dessaignes,Roger Vailland|
|Editor||: Atlas Press LLC|
Between 1928 and 1930, the Paris magazine Le Grand Jeu (The Great Game) ran to three issues. During its brief period of activity, however, Le Grand Jeu was more than a little magazine that vanished in the orbit of the Surrealist movement. The journal was the public face of a tightly-bound group of artists and writers who since adolescence had systematically attacked their perceptions of reality by means such as drugs and near-death experiences. The theory of Le Grand Jeu is presented in the group's own words, through the essays and articles which formed the magazine.
|Author||: Peter John Brobst|
|Editor||: Series on International, Polit|
"Examines Sir Olaf Caroe's role in Britain's withdrawal from South Asia, the geopolitics behind India's independence in 1947, and the historical precedents of South Asian strategy"--Provided by publisher.
|Author||: Mehran Kamrava|
|Editor||: Oxford University Press|
The Great Game in West Asia examines the strategic competition between Iran and Turkey for power and influence in the South Caucasus. These neighbouring Middle East powers have vied for supremacy and influence throughout the region and especially in their immediate vicinity, while bothcontending with ethnic heterogeneity within their own territories and across their borders. Turkey has long conceived of itself as not just a bridge between Asia and Europe but in more substantive terms as a central player in regional and global affairs. If somewhat more modest in its publicstatements, Iran's parallel ambitions for strategic centrality and influence have only been masked by its own inarticulate foreign policy agendas and the repeated missteps of its revolutionary leaders. But both have sought to deepen their regional influence and power, and in the South Caucasus eachhas achieved a modicum of success. In fact, as the contributions to this volume demonstrate, as much of the world's attention has been diverted to conflicts and flashpoints near and far, a new great game has been unravelling between Iran and Turkey in the South Caucasus.
|Author||: Brad Hams|
|Editor||: McGraw Hill Professional|
It’s an insidious disease that is crippling companies, destroying our economy, and crushing potential. It’s infecting the very roots of business performance, and it’s spreading fast. It isn’t the recession, market volatility, scandal, or greed. It’s entitlement. And it may be killing your business. In myriad ways, entitlement has been cultivated for decades. As a result, too many employees today believe that they are entitled to a paycheck simply because they show up. Brad Hams has proven that we are not doomed to a path of entitlement and dependence. After more than 15 years working with hundreds of companies, he knows that the vast majority of employees addicted to entitlement actually want to engage, want to contribute, and feel much better about themselves when they are in an environment that requires them to do so. Now, with Ownership Thinking, Hams shares his strategy that will increase your company’s productivity, employee retention, and profitability: The Right Education: Teach employees the fundamentals of business and finance, how their company makes money, and how they add—or take away—value. The Right Measures: Identify the organization’s Key Performance Indicators and teach employees to forecast results in an environment of high visibility and accountability. The Right Incentives: Create incentive plans that are self-funding and clearly align employees’ behavior to the organization’s business and financial objectives. Your employees will learn to think and act like owners and will become active participants in the financial performance of the business. They will gain the self-esteem that is only possible through achievement and will reap rewards that are in alignment with the success of their organization. Meanwhile, you will enjoy your role more, sleep better at night, and leave a legacy that is far more inspiring and significant than you dreamed possible. Praise for Ownership Thinking “You would have to read a dozen other books to even come close to Ownership Thinking—a systematic and practical process for getting your employees to give that extra effort and brain power we know they possess.” —Verne Harnish, CEO, Gazelles; author, Mastering the Rockefeller Habits “Brad Hams tells it like it truly is: transparency creates trust; trust creates engagement; engagement creates a healthy enterprise. This thoughtful and practical book shows you how to achieve all of these things and more.” —Chip Conley, founder and executive chair, Joie de Vivre; author, Peak “Comprehensive and marvelously clear, Ownership Thinking’s techniques for creating change are focused, direct, and motivating. This is a wise book, unusually useful, and I recommend it most highly.” —Judith M. Bardwick, Ph.D., author, Danger in the Comfort Zone and The Psychological Recession “Brad Hams is one of the most persuasive and creative thinkers I know. His book is a specific guide you can (and should) implement now.” —Corey Rosen, founder, National Center for Employee Ownership “Hams is masterful at outlining the engagement practices that inspire people to care and to be deeply vested in business results.” —Jim Haudan, CEO, Root Learning; author, The Art of Engagement “Hams’ book is like a candid conversation with a wise friend. . . . A ‘must read’ for any business leader wanting to create a culture of ownership.” —Dean Schroeder, author, Ideas Are Free