Book Description
The author addresses the full range of legal, ethical, and cultural issues, and sets classroom management within a democratic framework that considers the impact of compulsory education, the mandate of the Fourteenth Amendment, the diversity of today's classrooms, and the effect of dynamic social interactions on the day-to-day environment. She stresses that effective classroom management is not just a series of “techniques,” but rather a deliberate construction for supporting every pupil who enters a public school. Integrating classroom management, law, and multicultural issues, this book covers a broad range of issues involved in creating calm, safe, and productive classrooms for all learners. Increased emphasis on language and culture throughout. A final chapter on working with parents encompasses all perspectives, including those of parents, teachers, and pupils. A full chapter on
power, a galvanizing issue in many schools, examines who has power, who wants power, and how power is won or lost.
Customer Reviews:
Excellent for Future and Current Teachers.......2007-09-24
I bought this book for my Master's of Education online class. It was an excellent resource for me getting into the "teaching" world.
Book Description
Based entirely on research from peer-reviewed journals and randomized controlled trials,
The Sixty-Second Motivator is an easily read story that reveals practical motivational techniques. In less than 100 pages, readers will have the necessary tools to enable them to motivate themselves or others. A handy worksheet is also included which guides the reader through the motivational process.
Customer Reviews:
Sixty Second Motivator.......2007-09-19
This is a great little book. It is written in a light style that makes it easy to read and digest the principles that Jim spells out. If you have ever tried to make a change and been unsuccessful in accomplishing your goal this little book will help you to understand why you failed and how you can increase your chance of success. I found it to be helpful both with my own personal goals and in better understanding what may help to motivate my clients to achieve their stated goals.
It Really Works!.......2007-08-08
Forget the motivational seminars, DVDs, and CDs. This little book has more insights into motivation than anything else I have seen! No hype here.
The author has taken complex concepts and made them easy to understand in an entertaining way. I use the practical tips not only to motivate my patients, but also to motivate myself!
The Sixty-Second Motivator- Book Review.......2007-06-12
Both my husband and I enjoyed this book a lot. We found it to be a neat, well organized little book written in an easy-to-understand, straight-forward style that is genuinely enjoyable while at the same time providing valuable insights about why we do or do not do things. While we found it quite analytical about key factors concerning motivation, the book didn't make us feel intimidated or "preached at". The tone of the book came across to us as friendly, low-key, very helpful, analytical and a valuable "keeper" to refer to in life's future situations.
Excellent read!!.......2007-03-08
This is an excellent read and one book you will finish reading. They say that most poeople don't finish books they buy, but this one is soo relevant to our lives that you will want to read it cover to cover several times! Keeping it in my day planner for a random quick read infusion throughout the day helps keep me on track!!
The missing link!.......2006-09-19
Having read Jim Johnson's No Beach No Zone weight loss book, I knew WHAT to do, plain and simple, and WHY it was important. So why wasn't I doing what the book laid out as a proven plan for weight loss? It's all about motivation. There's even a chapter on motivation in his weight loss book - but this book takes it one step further, into the science of motivation. Personally I think both books dovetail into one another well, especially if your lack of motivation happens to be in the field of losing weight. The science of how to lose weight permanently, and the science of motivating yourself to do anything. Once again, this is all based on research and not what one guy thinks.
One of the best surprises about this book is the way it is written. Without giving away too much, I can tell you that this book is more of a story than a collection of facts, and reads almost like a mystery. One thing's for sure, it's extremely engaging. I read the whole think in one sitting; the research and strategy don't take volumes to explain or lay out. I'm not one to read huge volumes, and Jim Johnson always makes a concise read devoid of medical mumbo-jumbo. The actual motivation chart takes up one page and really makes you think about what makes your own self "tick". The only excuse for not getting motivated is if you aren't willing to give up one hour of your time, and a little more time spent thinking straight.
Book Description
Dozens of updated and new case studies show the Systems Learning Organization model in action and illustrate how five distinct subsystems--learning, organization, people, knowledge, and technology--support each other to enhance the quality and impact of learning.
Customer Reviews:
Insightful!.......2002-11-19
Okay, so you already know that everyone in your organization needs to be learning new skills and tactics all the time. If you wonder just how to accomplish that, on top of everything else you're doing, turn to Michael J. Marquardt's Building the Learning Organization for step by step guidance. Human resource professor Marquardt introduces the internal systems you need for structured, company-wide learning. In his professorial way, he runs through its dimensions, principles, practices and ideals in detail (all you ever wanted to know and perhaps just a bit more). He provides an instructive general framework, guidelines and sixteen steps to follow in creating a learning organization. He's a man with a plan, system by system, complete with charts, models, principles and subsystems. This tool box for implementation leaves the theoretical reader out of the loop, but we from getAbstract confirm that if you want something you can put into action as an executive, manager or human resource chief, here's your hands-on manual.
Best book on the foundations of a learning organization!.......2002-05-14
This is a highly practical book with lots of specific principles and steps for building a learning organization. Also several excellent examples of learning organizations from around the world.
Book Description
It is clear that service-learning has the potential to yield tremendous benefits to students, communities, and institutions of higher education. Increased student learning has been well documented. As communities gain new energy to meet their needs and greater capacity to capitalize on their assets, service-learning enables higher education to fulfill its civic responsibility. When service-learning lives up to its potential to lead colleges and universities to transform themselves into fully engaged citizens of their communities and the world, its ability to bring about positive social change is limitless.
To be successful, service-learning must be grounded in a wide range of solid, reciprocal, democratic partnerships. Building Partnerships for Service-Learning assembles leading voices in the field to bring their expertise to bear on this crucial topic. Faculty, administrators, student leaders, and community and corporate leaders will find this volume filled with vital information, exemplary models, and practical tools needed to make service-learning succeed.
Comprehensive in scope, Building Partnerships for Service-Learning includes:
- Fundamentals and frameworks for developing sustainable partnerships
- Assessment as a partnership-building process
- The complex dynamics of collaboration between academic affairs and student affairs
- Partnering with students to enhance service-learning
- How to create campuswide infrastructure for service-learning
- Profiles and case studies of outstanding partnerships with neighborhoods, community agencies, and K-12 schools
- Partnerships for collaborative action research
- Exploring the challenges and benefits of corporate and international partnerships
- The dynamic relationship of service-learning and the civic renewal of higher education
Building Partnerships for Service-Learning is the essential guide to taking service-learning and partnerships to the next level.
Customer Reviews:
Great academic resource.......2004-03-10
For all practitioners looking to seek a great academic resource on developing levels of partnerships for service-learning, this is definitely your book! The wealth of information ranges from broadening your campus resources to learning how to make successful connections with your local community. For those interested in learning more about the dynamic use of theory-to-practice work in service-learning, this book is a necessity!
Book Description
Building on extensive evidence that school-based teacher learning communities improve student outcomes, this book lays out an agenda to develop and sustain collaborative professional cultures. McLaughlin and Talbert—foremost scholars of school change and teaching contexts—provide an inside look at the processes, resources, and system strategies that are necessary to build vibrant school-based teacher learning communities.
Offering a compelling, straightforward blueprint for action, this book:
* Takes a comprehensive look at the problem of improving the quality of teaching across the United States, based on evidence and examples from the authors' nearly two decades of research.
* Demonstrates how and why school-based teacher learning communities are bottom-line requirements for improved instruction.
* Outlines the resources and supports needed to build and sustain a long-term school-based teacher professional community.
* Discusses the nature of high-quality professional development to support learning and changes in teaching.
* Details the roles and responsibilities of policymakers at all levels of the school system.
Book Description
The author brings together 20 best-practice examples and the fundamentals first introduced in his best seller Action Learning in Action to deliver next generation tools and advanced skill techniques to make action learning successful every time in any organization.
Customer Reviews:
How to accelerate a critically important process.......2006-11-23
It is desirable but not imperative to have read Michael Marquardt's earlier work, Action Learning in Action, before reading this one. He defines action learning as "both a process and a powerful program that involves a small group of people solving real problems while at the same time focusing on what they are learning and how their learning can benefit each group member and the organization as a whole." The benefits of action learning include shared learning through all levels and areas of an organization, greater self-awareness and self-confidence for all involved because of their new insights and feedback interaction, improvement of their ability to ask better questions and to be more reflective, and improved communication and collaboration enterprise-wide.
How do task forces and quality circles differ from action learning groups? First, [they] tend to focus on the specific problem of task to be addressed rather than on identifying the organization wide, environmental, systemic elements in which the problem resides, and which also be affected if lasting change is to take place...Second, [task forces and quality circles] generally do not have the power or the expectation of taking action...Third [they] are charged with addressing a problem or improving a product or procedure; any learning that occurs is incidental." Marquardt suggests that action learning programs are built around six interactive components: a problem, the group, the questioning and reflection process, the commitment to taking action, the commitment to learning, and the facilitator. It is important to add, a "commitment to action" includes both identifying a given problem's causes and correcting it, and, then ensuring that the problem does occur again.
In this volume, Marquardt develops in much greater depth many of the core concepts introduced in his earlier book, Action Learning in Action, but focuses much greater attention on how to solve problems and build leaders in real time with next-generation tools and techniques to make action learning successful each and every time, in any organization. Those who have not read his earlier book will appreciate his review of the six critical components: the problem; group diversity (e.g. cross-functional teams); action strategies; individual, team, and organizational learning; the all-important involvement of a well-trained action learning coach; and step-by-step procedures for introducing, implementing, and sustaining action learning. In turn, many of those who have read the earlier book will also appreciate his review of the six critical components, both as a reminder and as a framework within which Marquardt refines his core concepts as well as introducing entirely new material such as the 20 best-practice examples of action learning in action. He also inserts a number of reader-friendly devices such as eight Tables and dozens of checklists which summarize key points in each of the eight chapters. These devices facilitate and accelerate review later, whenever needed to clarify the nature and extent of a reader's own specific problem or opportunity.
Of greatest interest to me is what Marquardt has to say about how to prepare for and then introduce, implement, and then sustain an effective action learning program. He suggests and then carefully explains each of twelve steps (which are listed in Table 7 on page 162) which comprise a cohesive, comprehensive, and cost-effective process which - with appropriate modifications, of course - can guide and inform initiatives undertaken by almost any organization, whatever its size or nature may be. Marquardt's extensive real-world experience with all manner of organizations probably explains why his approach is so pragmatic. He well realizes the barriers to be overcome, hence the importance of the various checklists he provides such as those for top management support, what should be addressed during a preparations assessment workshop, the selection of action learning projects, and measuring the impact of action learning initiatives in the given organization.
Those who share my high regard for this brilliant book are urged to check out Marquardt's subsequent work, Leading with Questions, in which he explains in even greater depth how leaders find the right solutions by knowing which questions to ask. He insists, and I wholly agree, that effective leadership of action learning programs must be provided at all levels and in all areas of operation but that such programs cannot succeed without the full support and sustained commitment of senior-management.
Uncover Leaders Who Develop Solutions.......2004-07-27
Michael J. Marquardt has developed a problem-solving tool. His process, which can be adapted by organizations of any size not only provides solutions but also builds leaders and teams.
Marquardt, a professor of HRD and Program Direction of Overseas Programs at The George Washington University, is an expert in action learning. His process has six components.
1. A problem - It must be significant and urgent.
2. A group - The ideal group has between 4 and 8 diverse members.
3. Questions - Initially, team members are restricted to questions. This reflective inquiry period develops a thorough understanding of the problem.
4. Action - The group is authorized to implement their solution.
5. Learning - A commitment to the process is as important as the solution.
6. A coach - Someone is needed to keep the group focused.
A key step is "action." Learning is meaningful only if some type of action is taken. Action generally involves four steps:
1. Understand and Redefine the Problem. This is often the most important step.
2. Articulate a Goal.
3. Develop and Test Strategies.
4. Take Action and Reflect on the Results.
Marquardt includes a 12 step plan to introduce action learning to your organization. Properly implemented, it will accomplish three goals for your organization:
1. It will provide solutions to problems.
2. Develop leaders.
3. Build a problem-solving culture.
Insightful!.......2004-06-03
People with an intense interest in knowing all the details of action learning will find the answer to their prayers in this book. Author Michael J. Marquardt writes with the zeal of a revival tent preacher, filled with the sincere belief that action learning can help solve any problem, meet any challenge or achieve any aspiration. As he clearly explains, action learning is intended to build both knowledge and leadership. He sets out the steps your organization should pursue to implement action learning, and to use it well. He includes questions, checklists and extensive examples. All he omits are any caveats or cautions about this approach. He's a booster and an expert, just so you know where he's coming from. We recommend his manual to human resource professionals.
Impressing the power of "action learning".......2004-04-14
Optimizing The Power Of Action Learning: Solving Problems And Building Leaders In Real Time by educator and consultant Michael J. Marquardt (Professor of HRD and Program Director of Overseas Programs, The George Washington University), is a "user friendly" guidebook to an effective learning technique for facing increasingly intimidating and complex organizational challenges, especially with regard to global business concerns. Impressing the power of "action learning" to respond to the need to create new products, improve service quality, and transform organizational cultures, Optimizing The Power Of Action Learning is a confidently recommended success guide complete with a well-thought-out process for introducing and sustaining action learning among groups to the reader's particular and maximum advantage.
Action Learning for Executive Development.......2004-03-14
With this book, Marquardt has created the most exciting and practical model for executive development I have ever seen. Warren Bennis recently asked, poignantly, "Is there a future for leadership?" Marquardt is leading all management educators into the future of leadership. As director of an executive Master's program at American University, I am astonished at how powerful Marquardt's model is for developing "leaderly learners," in the magical phrase coined by Peter Vaill. Action learning is perfect for leaders who want to learn and learners who want to lead. Marquardt's chapter on the role of "action learning coach" is, by itself, worth a shelf of books of leadership. My executive participants are raving about how action learning has transformed their individual mindsets, allowing them to surface take-for-granted assumptions, as well as helped them begin to transform the culture or collective mindsets of their organizations.
Book Description
Establish collaborative learning communities that foster high academic standards!
Today’s school leaders face a difficult reality: the pressure to meet national standards often eclipses the pursuit of additional academic goals. This groundbreaking text seeks to remedy this conflict by enabling practicing and prospective school leaders to build collaborative, constructive environments that not only help schools achieve national standards, but also help the school community realize high academic standards.
Sullivan and Glanz put forth a conceptual framework centered on modeling reflective practice. This framework and the authors’ suggested strategies and techniques provide school leaders with:
- Approaches that can be employed at all educational levels
- Materials that educate leaders about themselves
- Tactics for building a reflective learning community
- Suggestions for promoting individual and group development
Discover the techniques that foster collaborative learning communities in which all members of the school community advance high academic standards.
Book Description
Empower Your Business to Succeed by Learning
?How Organizations Learn gets to the practicalities and realities of organizational learning. This is not a fad; it's the outline of effectiveness for organzations of the future.?
?Parick Canavan, corporate vice president and director of global leadership & organization development, Motorola
In this essential volume, authors DiBella and Nevis outline exactly what it means to be a learning organization. And they offer sound advice on how to increase the learning capabilties of your own company. Here you will discover a powerful array of tools and techniques for leveraging your organization's unique learning style, as well as a productive framework that will help your company learn more fully and adapt more quickly in today's volatile marketplace. A practical fusion of theory, original research, and real-world methodology, How Organizations Learn is the most comprehensive work to date concerning this all-important competitive advantage.
Customer Reviews:
Change through learning.......2000-02-07
There are many books on the change process but few address the learning that must occur by those who are changed. DiBella and Nevis provide a tool for you to analyze the learning capability of your organization, as well as to help you identify those learning leverage points that need to be tweaked for the organization to achieve its goals.
An Organizational Learning Model That Makes Sense.......2000-01-21
In my quest to learn about organizational learning, I have probably read the majority of what has been written on this topic. I have found this book by Anthony DiBella and Edwin Nevis to be the most useful in providing insights to capacity development while building on some solid theoretical foundations.
The authors build on the work of giants in organizational development, but their approach is considerably more pragmatic, consistent with the movement of organizational theorists to link their work to practice. They describe the importance of involved leadership and provide examples of how that would look. They note the difficulty of linking specific outcomes to learning inputs, because of the time lags that exist. They note that "learning itself becomes transparent over time, and we fail to recognize what we have learned or accomplished" (DiBella & Nevis, 1998, p. 199). Another feature is the acknowledgment that leadership is not vested in a single individual but rather "is exhibited both vertically and horizontally throughout any organization" (p. 76), a view that is espoused by enlightened leadership writers and valued by employees around the world.
They present organizational learning as a learning cycle, consistent with the beliefs of other theorists and practitioners. By using the learning cycle as a foundation, the authors set up a model of organizational learning as a continuous process, similar to continuous quality improvement processes or the widely recognized experiential learning model of David Kolb.
The authors respond to an identified need for tools to measure organizational learning and offer a variety of methods by which organizations can be analyzed and improved. Their model is grounded in theory, but it offers tools for translating the theory into organizational practice.
In addition to providing a meaningful model, describing organizational learning styles, and identifying facilitating factors (those factors that could be changed to enhance organizational learning capacity), the authors offer practical advice on how to enhance the factors that contribute to more productive organizational learning.
The DiBella/Nevis model is the most concrete and complete of all of the organizational learning resources reviewed. Unlike most of the writings about organizational learning, there is a research base, a research tool, and guidance on planning organizational interventions.
Their model makes sense with what we understand about learning. It also makes sense with what we know about the way organizations work. And helping organizations learn makes sense for individuals and society.
Director of the Center for Learning, Northwestern Michigan College
In-depth, practical, best book on learning organizations!.......1999-09-09
I am an organization consultant and have found DiBella and Nevis's book very useful. For instance, they provide a practical framework for assessing learning in teams. This book lacks the usual faddish gibberish surrounding learning organizations. I believe this book is significant, particularly for trainers and consultants. I chose this book to review in-depth for Training Media Review magazine. Solid, useful conceptual presentation.
Book Description
This is the first book to focus on the people side of knowledge management--what it takes to get employees to contribute to a knowledge system. Robert Buckman explains how to orchestrate this culture change, drawing from the lessons learned by Buckman Laboratories--the leader and pioneer in knowledge management--in implementing award-winning knowledge systems. His book is a practical primer on how organizations can move from "hoarding" knowledge to "sharing" it, building a global strategy that allows them to respond faster than the competition to any customer's need on a global basis. Buckman reveals how to:
- Combat the biggest problem with implementing knowledge management--creating the culture that supports it
- Increase the speed of innovation globally across an organization
- Resolve technical problems quickly
- Make immediate, informed decisions to help solve customer issues
- Create new products based on customer input and demand
Download Description
This is the first book to focus on the people side of knowledge management--what it takes to get employees to contribute to a knowledge system. Robert Buckman explains how to orchestrate this culture change, drawing from the lessons learned by Buckman Laboratories--the leader and pioneer in knowledge management--in implementing award-winning knowledge systems. His book is a practical primer on how organizations can move from "hoarding" knowledge to "sharing" it, building a global strategy that allows them to respond faster than the competition to any customers need on a global basis. Buckman reveals how to:
- Combat the biggest problem with implementing knowledge management--creating the culture that supports it
- Increase the speed of innovation globally across an organization
- Resolve technical problems quickly
- Make immediate, informed decisions to help solve customer issues
- Create new products based on customer input and demand
'
Customer Reviews:
Not enough material for a book.......2007-02-11
The author makes a few good points early in the book, like: develop a knowledge-sharing culture before expecting the technology to work, emphasize flat hierarchies over deep hierarchies, and demonstrate management commitment by having them use and lead the knowledge-sharing systems themselves. However, there's not enough substance here for the author to fill a book. Some later chapters are useful, but typically the main points are repeated and elaborated with a lot of filler.
Superb book, my choice for gift to colleagues.......2004-12-18
Every once in a while airport bookstores carry something truly extraordinary. This is such a book. It is so utterly perfect, sensible, readable, and on target that Monday I am buying copies to give to colleagues I know are interested in making more of our global information accessible and actionable.
I am sure this book will alter the perceptions of any management team in any domain. At a larger level of international information sharing, what the Swedes are calling M4 IS (multi-national, multi-agency, multi-disciplinary, multi-dimensional (or multi-domain) information sharing), this book is the single best and most practical book for turning Industrial era organizations into Information era organizations.
There have been other great books that captured some of these ideas early on, from the popular (Alvin and Heidi Toffler's POWERSHIFT, Paul Strassmann's Information PayOff) to the inspired (Thomas Stewart's Wealth of Knowledge, Barry Carter's Infinite Wealth : A New World of Collaboration and Abundance in the Knowledge Era), but this is the one that I think absolutely must be read by every flag officer and every colonel aspiring to be a flag officer, and their counterparts across all industries.
Heavily marked up, this book is already a classic. The author is brilliant in an elegant understandable manner in making several key points in an action-oriented implementation-facilitating fashion:
1) Technology is the easy part--changing the culture is the hard part (from information hoarding to information sharing)
2) Command and control stovepipes are a big part of the problem--we have to nurture trust and responsibility in all levels by giving all levels access to all information (within reason).
3) Communications, computers, and library services as well as external business intelligence services all have to be rolled together under one executive that has "direct report" relationship with the CEO--it is the networking of humans and their knowledge that has value, not the hardware and software and hard-wired comms lines
4) If you are not rolling over half your software and hardware each year, with nothing in your C4I system more than two years old at any one time, then you are losing capacity, productivity, and profit
5) 85% of what you know cannot be captured in structured knowledge archives--only a living network can allow employees to provide just enough, just in time articulation of answers that can be created in real time--this allows a *dramatic* shortening of the business information answer cycle, from months to hours.
6) If the CEO does not get it, live it, and enforce it, it will not happen.
The author shares with us practical real-world experience that makes this book a real-world manifestor rather than just a visionary proposal. His practical suggestions lead directly to the possibilities of global issue networks such as J.F. Rischard recommends in his HIGH NOON: Twenty Global Problems, Twenty Years to Solve Them, but this book by Robert Buckman is the real deal, a true "revolution in business affairs."
We've reached a tipping point. The day this book reached airport bookstores, the world changed. From this point forward, we are either implementing this author's wisdom and gaining value, or not.
Book Description
This brief paperback covers all aspects of the principalship from roles to processes. This problem-based book offers practical experiences with problems; guides readers toward a deeper understanding of the relationship between theory and practice; and helps readers develop the skills to deal with the complexity of professional dilemmas; to improve programs, organizations, and the quality of work life within the school; and to gain experience in publicly discussing and presenting solutions to the problems. Contains key and relevant information on the principalship for the 21
st century which includes the critical aspects of building a successful learning community in the school and providing a problem scenario approach in preparation for principalship. Focuses on building a learning community. Introduces the Principalship Model which provides a framework to explore the multidimensional roles (educator, leader, manager, inner person) of the principal in today's school learning community.
Books:
- The Assertiveness Workbook: How to Express Your Ideas and Stand Up for Yourself at Work and in Relationships
- The Best Life Diet
- The Challenge of Effective Speaking (with CD-ROM and SpeechBuilder Express/InfoTrac )
- The Compensation Handbook
- The Corporate University Workbook: Launching the 21st Century Learning Organization
- The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want
- The Human Side of Enterprise, Annotated Edition
- The Leadership Practices Inventory (LPI): Self Participant's Workbook with Self Insert (Package), One 120 page Participant's Workbook plus a 4 page Self Insert (The Leadership Practices Inventory)
- The Next Level: What Insiders Know About Executive Success
- The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't
Books Index
Books Home
Recommended Books
- History: Fiction or Science
- Feet First: A Guide to Foot Reflexology
- Basic Statistics: A Primer for the Biomedical Sciences
- Biomembranes: Molecular Structure and Function
- Drawing with Children
- Execution: The Discipline of Getting Things Done
- Cooking from the Heart: 100 Great American Chefs Share Recipes They Cherish
- Jon Jerde in Japan: Designing the Spaces Between
- American Architecture since 1780: A Guide to the Styles
- Cat with an Emerald Eye: A Midnight Louie Mystery
General
| Education
| Nonfiction
| Subjects
| Books
The Teaching for Understanding Guide (Jossey Bass Education Series)
Resource Guide for Teaching K-12, A (5th Edition)
Teaching Strategies for Ethnic Studies (7th Edition)
Teaching To Change The World
Readings for Diversity and Social Justice: An Anthology on Racism, Sexism, Anti-Semitism, Heterosexism, Classism, and Ableism
