A management guide designed to help leaders introduce change into their organizations and tap into their full potential.
In their revised and updated nonfiction collaboration, business consultants Shea and Solomon, who both teach management classes at the Wharton School at the University of Pennsylvania, present a strategy based on the Work Systems Model. That model, developed in part by Shea, is itself based on the concept of sociotechnical systems, created in the 1950s. The aim is to help teach “change leaders” to become “system thinkers,” and, to that end, the book introduces eight Levers of Change of the Work Systems Model, from “Organization” and “Workplace design” to “Information distribution” and “Decision allocation.” Within these, the authors offer an array of sound approaches to revitalizing and reenvisioning the corporate environment, such as “Become the Screenwriter of Your Future” (“Why does the account manager care? Why does the person on the other end care? Who decides on a course of action, if any?”) and “Pulling the Task Lever” to streamline the manner in which something gets done (“Laying out the flow of work and converting it into a formal practice can help make it a habit—the way we do what we do”). Shea and Solomon analyze variables of various Task Levers by using real-world examples, and they reliably ground these in broader principles: “Inevitably,” they write, “the behavior of employees reflects the confluence of powerful forces. Aligning those forces through thoughtful application of the 8 Levers of Change in the Work System Model will precipitate behavioral change.” The book explains all aspects of the model in a succinct, compressed style, which may leave some readers wanting more; given the density of the material, the book is surprisingly short at under 110 pages.
A highly specific yet highly readable schematic for organizational change.
Privately published by Strunk of Cornell in 1918 and revised by his student E. B. White in 1959, that "little book" is back again with more White updatings.
Stricter than, say, Bergen Evans or W3 ("disinterested" means impartial — period), Strunk is in the last analysis (whoops — "A bankrupt expression") a unique guide (which means "without like or equal").
This early reader is an excellent introduction to the March on Washington in 1963 and the important role in the march played by Martin Luther King Jr. Ruffin gives the book a good, dramatic start: “August 28, 1963. It is a hot summer day in Washington, D.C. More than 250,00 people are pouring into the city.” They have come to protest the treatment of African-Americans here in the US. With stirring original artwork mixed with photographs of the events (and the segregationist policies in the South, such as separate drinking fountains and entrances to public buildings), Ruffin writes of how an end to slavery didn’t mark true equality and that these rights had to be fought for—through marches and sit-ins and words, particularly those of Dr. King, and particularly on that fateful day in Washington. Within a year the Civil Rights Act of 1964 had been passed: “It does not change everything. But it is a beginning.” Lots of visual cues will help new readers through the fairly simple text, but it is the power of the story that will keep them turning the pages. (Easy reader. 6-8)