Book Description
Organizational Behavior places core concepts of human behavior and industrial psychology in a real-world context. The text's applied approach and succinct coverage of topical issues helps prepare students to meet practical, day-to-day challenges. Strong end-of-chapter exercises, activities, plus an optional case and exercise book make this flexible text suitable for students at the undergraduate level. Likewise, the authors' emphasis on the latest organizational behavior research continues to attract graduate students.
In keeping with the emphasis on current content, the Seventh Edition includes an ongoing case featuring Enron that encourages students to consider how all OB topics tie together and practice applying key concepts by systematically working through the case and answering the accompanying questions. All boxes have been replaced or significantly updated to reflect recent changes in business—including Talking Technology, Mastering Change, The Business of Ethics, Working with Diversity, and World View features. Call-out quotes from managers appear at appropriate points throughout the text to highlight relevant, real-world examples. In addition, each chapter includes one cartoon with a content-based caption that highlights an interesting, and often humorous, aspect of organizational behavior.
- New! Building Managerial Skills exercises require students to consider different workplace situations from a manager's standpoint and determine a suitable course of action for each scenario.
- New! OB Online exercises, previously known as Developing OB Internet Skills, ask students to gather information from the Web and use it to answer critical-thinking questions.
- New! Self-Assessment exercises, previously known as Building OB Skills, give students the opportunity to complete brief self-assessment and diagnostic activities.
- Experiencing Organizational Behavior exercises reinforce the real-world application of chapter concepts and ask students to work through the activities together.
Customer Reviews:
Well Nice bookie.......2003-06-09
Nice treatment of management. I learned a lot from this book.
Most helpful and insightful.......2002-09-28
The book is fairly comprehensive in terms of its scope. We are currently using the book at our Organizational Behavior class, and it's proved to be an excellent reference. The way it is structured (for the reader) makes in-depth reading or skimming through it (let's face it: this is the reality for most working MBA students!) equally effective. It has clearly distinguishable definitions on the margins, which can serve as a cue for the topic, along with the summaries at the end of every chapter. The intro and closing "cases" provided around the topic of the chapter are VERY insightful and on every other page or so, there are examples about the matter being discussed, which help with the understanding (I know that I, as an Engineer, appreciate examples to illustrate a point). Finally, the illustrations (graphs and charts) are one of the best things the book has! Remember that phrase that used to say "a picture is worth a thousand words"? Well, the authors epithomize it. The charts in the book do a great job at conveying entire pages of information at a time in a very efficient way. All in all, I like the book a lot, and it's been very helpful in complementing our in-class discussions about cases and topics of Organizational Behavior.
But this book ONLY if it is required!.......2000-12-10
I had to buy this book for a college management class. The material is painfully obvious. However, if you've lived you're entire life living in a dark, dank room eating Cheetos and watching MTV, then this book will be a watershed for you. If, on the otherhand, you are looking for some solid management theory, this book is not for you. If you have to buy this book for a course like I did, remember, you can always sell it to someone who hasn't read it yet.
Book Description
This excellent paperback provides a brief, yet comprehensive tour of the scientific and practical highlights of organizational behavior (OB). It gets right to the point by focusing on essential concepts and practices that those in business really need to know. It allows readers to understand and appreciate the essentials of OB as a practical and scientific field by providing a good balance between research/theory and practical applications for the concepts presented.
A long list of cutting-edge topics are covered in this easy-to-understand, conversationally-written book. It includes integrated coverage of Internet/Web-based organizational behavior concepts with special treatment of e-commerce, and includes practical tips and suggestions telling readers how to apply OB in their own jobs. Coverage includes: individual behavior, group behavior, and organizational processes.
A especially handy reference for practicing managers and executives in corporate training programs.
Book Description
This book provides readers with basic information about human beings and their behavior within the context of a business environment. It includes such issues as how to motivate people, how to give them feedback on their performance, how to influence them, and how to help them cope with stress. By examining the factors that contribute to an ever-changing business world, it will teach readers to develop, train, and motivate high-performance employees in a world of constant change. The Field of Organizational Behavior. Perception and Learning. Individual Work Differences. Motivation in Organizations. Managing Your Own Behavior. Group Dynamics and Teamwork. Decision Making in Organizations. Social and Deviant Behaviors in Organizations. Leading and Coaching Others. Culture, Creativity, and Innovation. Organizational Structure and Design. Technology in Organizations. For managers, or anyone else, who are interested in organizational behavior.
Customer Reviews:
Alright.......1999-11-21
I used this book at Cornell's school of Industrial and Labor Relations in an OB course. It was ok, but I have seen better. The examples are mostly revelant, but sometimes it strays from the covered material. A good book to use to review for the final exam, but if your teacher draws tests from their own lectures, make sure you utilize the index in the back!
Poor theory, good applications.......1999-06-11
This text was used at the University of Wisconsin-Madison for an honors OB course. It served the class well by providing relevant and often humorous applications of theory. However, the descriptions of the actual theories themselves were weak and vague often referring to other concepts not yet learned.
Book Description
This book makes an authoritative and practical introduction to organizational behavior. It contains leading-edge coverage of topics and issues combined with a wealth of learning tools that help readers experience Organizational Behavior and guide them to becoming better managers.
Chapter topics discuss individual differences: personality, ability, and job performance; work values, attitudes, moods, and emotions; perception, attribution, and the management of diversity; learning and creativity at work; pay, careers, and changing employment relationships; managing stress and work-life linkages; leadership; power, politics, conflict, and negotiation; communication flows and information technology; organizational culture and ethical behavior; and organizational change and development .
For business professionals preparing for a career in management.
Customer Reviews:
Workplace success..........2007-03-29
This book has all sorts of information that will help any group of people working together get along better because of a greater understanding of different kinds of people.
not for MBA students.......2006-03-16
This book was required for an MBA class. It is more suited for undergraduates. It does not encourage deeper thinking or analysis appropriate for the graduate level.
The book is strong in theoretical understanding but weak in management applications. It is nice to be able to list the names of motivation theories, for example, but the authors seem uanble to provide criteria one might want to consider for policy decisions. I wonder if this book is by and for academics who have no real life work experience but need to publish or perish.
End of chapter supplementary articles are only from the New York Times. Although the book's introductory material lets us know how wonderful this is, a greater variety of source material would enhance the overall effectiveness. After all, the book does speak of diversity.
To its credit, the book is reasonably readable and does not overwhelm us with too much esoteric academic speak.
Great book. Must have it, if you are studying Org. Behavior.......2005-03-14
A colorful introductory textbook on organizational behavior that integrates concepts, theories, and research findings to examine individuals in organizations, groups and organizational processes, and inter-group relations and the organizational context. Case studies illuminate concepts and provide managerial implications. There is a diversity of heuristic features, some integrated into the text and some at the end of each chapter or part.
Great book. Must have it, if you are studying Organizational Behaviors (OB).
Also, this book is well known to many of top ranked universities in Graduate Programs (MBA) and No. of copies this books have been sold are in few hundred thousands !!! (@ 380,000 copies) justifies it's strength and quality of knowledge as well.
Book Description
Managing for the Future is an innovative approach to teaching organizational behavior based on the course at the Massachusetts Institute of Technology. The text first presents the new organization, examining it through strategic, political, and cultural lenses. Then the role and impact of teams and central issues facing the organization itself are explored. The last section of the text focuses on skills--the goal being not only to present the new organization but also illustrate how students can become better actors within it. Each of the 14 modules provides many instructional options through cases, readings, exercises and projects. Managing for the Future's modular format allows for even greater flexibility, allowing instructors to select only the topics they need to suit their course needs. Managing for the Future's flexible design and its' experiential-based approach make the text and appealing choice for experienced learners.
Book Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative.
Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.
Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird" -- and now, thanks to Robert Sutton's work, we have the tools we need to do so.
Download Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative. Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products.
Customer Reviews:
Weird and Wonderful.......2007-07-20
"Weird Ideas That Work" works! This is one of the most compelling books I've read in a long time. Sutton manages not only to come up with ideas that seem weird at first glance, but to actually prove them useful and logical at the same time.
The author instructs readers on how to build a creative company by using his 11½ weird ideas, which range from hiring people who make you uncomfortable to deciding to do something that will probably fail. The list looks hilarious until you read the sense that he makes. Of course, Sutton points out that there are different kinds of companies - some aim for innovation and some for efficiency. (He makes it clear that the weird ideas are not for those who require precision -- like airline pilots, for example!)
This book explains how to shatter old habits by giving advice on enhancing variation, seeing old things in new ways ("vu-ja-de"), and breaking away from stifling routines. Sutton also points out that one should not go hog wild - there is a balance between productivity and creativity which everyone must find for themselves.
"Weird Ideas" offers great wisdom mixed with humor and pure entertainment. If you're a rebel, a brat, or just plain anyone who wants to try completely new management techniques, then you'll love this book. So whip the tablecloth right out from under that crippled, jaded system you've got going and try at least a few of these wild weird ideas.
Agitate, Isolate & Be Ridiculous... Oh, and AGITATE.......2006-12-01
I was a big fan of Sutton's Knowing-Doing gap that offered a real solution to a real problem. This book had an unreal feel to it for me though.
He offers 12 practices for fostering innovation. The first four of these have to do with Human Resources. Hire slow learners. Hire people that make you feel uncomfortable. Hire people you probably don't need. Now forgive me if I am wrong, but as imperfect as Human Resources is anyway, don't we already do some of that? Also recommended is to interview job applicants to get new ideas. What about the people?
The next two have to do with office manners. Encourage people to ignore and defy superiors. Isn't ignore a little strong? Find some happy people and get them to fight. No comment.
The next is to reward success and failure, but punish inaction. OK, we already fire non-producers, but is it really so that success and failure deserve the same billing?
The next two are on the edge of silliness. Decide to do something that will probably fail and be 100% certain of its success. Think of some ridiculous or impractical things to do.
The next is avoid, distract and bore customers and critics.
Then, don't try to learn anything from people who say they have solved the problems you face.
Finally, forget the past success of the company.
This book says some pretty wild things that will get you thinking. Although these counterintuitive ideas are offered as 'proven', you won't find the proof in this book. By the normal lottery of hiring, you will certainly get a mix of the above. There are many better books on the philosophy and practical application of innovation available.
Sorry to disappoint some with this review, but don't let this stop you from reading Sutton's Knowing-Doing Gap which I found excellent and have also reviewed it here on Amazon.
3 Stars
Routine right and wrong.......2006-10-24
All activities need both effective routine and regular innovation. Consider the difference. There are times when it makes sense to do the same thing right, over and over again, without slipping. But there are also times, and types of activities, where doing something in a very new and different way is essential. The real-life examples in this book support these 11½ methods for finding new ways of doing things, and producing new kinds of products and services. Worthwhile reading for anyone who wants to inject a little spice into the routine of software development and delivery.
Productive New Concepts.......2005-11-23
This is a wonderful but dangerous book. The 11 and 1/2 weird ideas it contains are terrific, exciting and slippery. Use them right and you could transform your company into a hotbed of innovation. Use them wrong and you could also transform your company into a disorganized mess. Author Robert I. Sutton clearly explains that some situations do not require innovation - that they are, in fact, terrible settings for new things. Companies focus on the routine for an extremely logical reason: it makes money now. Identifying situations that can make money with routine work versus circumstances that require change is a tough distinction, particularly since innovation requires many failures, disrupts your culture and forces you to take a rough look into the future. We thus recommend this book to a select group: those who know their fields and organizations extremely well. If you can see clearly through both the current jargon that promotes innovation and your organization's often unspoken prejudices, you will find this book exciting and extremely productive.
Not so weird ideas for innovation labeled weirdly.......2005-11-16
This book is a useful and fun read. It offers some solid ideas for innovation but the ideas are labeled in order to draw attention. For instance, the first idea is, "Hire "slow learners"", however the intention behind this is just hire stubborn people who are unaffected by others opinions and norms. These people will go against the standards and breed creativity. Another idea is "Find some happy people and make them fight" with the basic idea behind this technique being get optimistic people, who are naturally more creative. Put them in a room together and let them bounce ideas together until a new and improved idea is created.
Another thing to be prepared for with this book is that the ideas all go against commonly accepted business practices. That is because the ideas are admittedly not for present success but calculated and proven risks for future innovation. So anyone interested in changing their business and preparing to get an edge on competitors in the future will benefit from this book.
Book Description
Organization Development and Transformation is a paperback collection of 46 readings that focuses on how people function with and within organizations, and how to make the working relationship function best. This edition includes coverage of classic OD articles, coverage of topics such as self-directed teams, centers of excellence, and learning organizations
Customer Reviews:
Excellent & expedient service.......2006-07-13
The textbook was brand new and was wrapped in cellophane. Class began the following week, and the book arrived that week-end which gave me enough time to complete assignments in a timely fashion.
Great Resource.......2005-10-10
I used this book in my MBA program. This is a very good resource. It is researched based with many articles that are relatively short and to the point.
A excellent collection of the classic readings........2000-12-24
The editors of the book have included in a single volume the classics. The articles include those authored by Kurt Lewin, Chris Argyris, Edgar Schein, Gareth Jones, C.K. Prahalad & Jeffrey Pfeffer besides many others. The latest edition published in 2000 include 16 new readings. Useful resource material for students of organisational behaviour and organisational change. The strategies described in some of the readings could be usefully applied in a variety of work settings. HR practioners and those in human resources development will find some of the articles valuable in crafting policies and renewal of training strategies. To sum it, in the words of the editors, "The field of organisation development is fun and exciting. We hope this anthology will convey some of that sense of excitement." I have discovered that sense of excitement when I read the articles in the book. I will continue to refer to them from time to time.
Book Description
Organizational change initiatives often fail because they focus exclusively on the rational, overt aspects of change, overlooking the powerful role played by concealed or irrational factors. It's well known that these covert processes—such as hidden agendas, blind spots, office politics, tacit assumptions, secret hopes, wishes and fears—frequently sabotage change efforts, but up until now nobody has offered a rigorous, consistent way of identifying and dealing with them.
Drawing on over thirty years of experience as an organizational change consultant to global corporations and government agencies, Robert J. Marshak shows precisely how to bring these hidden processes to light and deal with their negative impact. Marshak identifies five different dimensions of covert processes, presents an integrated model to explain the ultimate source of all of them, and shows how to diagnose whether any covert processes might be at work in your organization. He then offers specific tools and techniques for engaging and managing these "under-the-table" processes and for creating the kind of organizational environment in which such hidden dynamics are unable to flourish. Covert Processes at Work is a comprehensive and practical guide that managers, leaders, and consultants can use to deal with the hidden dynamics that are often at the root of many organizational problems.
Customer Reviews:
Change Derailed.......2007-08-30
If you've been working with organizational change for decades, as I have, and have been frustrated by trying to convince upper management of the importance of the human factor in change processes, this book goes a long way to relieving that frustration. In fact,I'm planning on stocking up on copies to give as gifts.
Marshak makes it very clear why applying yet another logical argument will not reduce resistance to change. The prism model he and Judy Katz developed makes it easier to identify multiple perspectives and entry points into any change.Clear examples, lists, and processes for understanding and incorporating the human face of change round out this well-written book.
Any business manager needs COVERT PROCESSES AT WORK........2006-12-11
Hidden agendas, office politics and underlying assumptions can all work against attempts to restructure an organization to be more effective, so you need Covert Processes at Work: Managing the Five Hidden Dimensions of Organizational Change to understand these processes. Each chapters offers specific tools addressing specific processes and typical problems, blending case history examples with surveys of covert blocking factors, problems in addressing them, and maintaining focal points of change. Any business manager needs COVERT PROCESSES AT WORK.
Diane C. Donovan
California Bookwatch
TACKLES THE CHALLENGE OF UNDERSTANDING AND ADDRESSING HIDDEN ORGANIZATIONAL DYNAMICS!.......2006-09-23
Explores the unseen, unspoken and unacknowledged processes and psychodynamics of organization behavior at the individual and group levels, including hidden agendas, blind spots, politics, mindsets, values, and individual reasoning and motivation, both conscious and unconscious, that account for behaviors, particularly regarding organizational change.
Beyond explaining, the author also tackles the challenge of identifying and addressing these hidden processes. Central to the book is an integrated framework or model for identifying overt and covert dimensions of organizational change and behavior and revealing the sources and manifestations of covert processes.
Much emphasis is placed on diagnosis of these covert processes, but over half the book focuses on how to engage, manage and address these hidden dynamics. Additionally, a chapter is devoted to reframing the reader's ideas about organizational politics. All of this rich content provides the 'thinking tools' needed to achieve desired results.
Anyone involved in leadership, or organizational analysis and change--which, as change consultants as well as reviewers, we are--will find this a fascinating, outstanding book that sheds much light upon the dark undercurrents of organizational life.
A stunning book that will transform the field of organizational consulting.......2006-09-20
For the first time, we have a road map to help consultants and managers make discussable anything and everything that has long been considered undiscussable. Move over Chris Argyris. In deceptively simple prose, grounded in the best academic thinking on change management, Marshak presents a brilliant yet amazingly practical model of covert processes at work. No organizational change initiative can afford to ignore the power of unconscious dynamics among executives, managers, and employees. With this book in hand, your chances of success have just shot up a hundred fold.
Dr. Marshak uncovers covert dynamics..........2006-08-26
Ah, if only the global leaders would read Marshak's book, Covert Processes at Work. Anyone who is a change agent, and that includes managers, consultants, community organizers, CEOs, and yes, Prime Ministers/Presidents should read this book. Why? Have you ever lived in an organization where you are being so rational but can't understand why no one is following your suggestions? This book explains how to go about seeing what is not there (under the table). Have you ever thought that the metaphors people use could be a gateway to gaining clarity? Dr. Marshak explains how this can be done. It provides a framework on how to handle politics and much more. In the chaotic and terrifying world we live in, Bob provides a roadmap to help us to become better interveners with an emphasis on ethics and experience. Every chapter has an application on how it is done in the real world. Buy this book now!
Book Description
The premier authority on organizational transformation takes his classic work to the next level, showing managers how to prevent a company from falling into a period of decline.
For three decades, Ichak Adizes, Ph.D., has studied the patterns of organizational growth and changes in businesses worldwide, from Bank of America to Domino's Pizza to small start-ups. In his breakthrough book Corporate Lifecycles, Dr. Adizes traced the typical corporate path from inception to decline. Now, in this long-awaited follow-up, he guides companies on the optimal path--and reveals how to sustain peak vitality.
Courtship, Infancy, the heady Go-Go years, and turbulent Adolescence. These are the stages every company goes through to reach what Dr. Adizes calls PRIME--the ideal stage of balanced creativity and discipline. At every stage, he shows how to anticipate and handle "normal" problems--whether with goal setting or managing employees--then quickly move on and up. Once in the PRIME stage, the author presents proactive measures for maintaining focus and vision, nurturing cohesion, and achieving "predictable excellence." He also offers strategies for avoiding the typical downhill path--starting with the Signs of Aging, such as risk avoidance; moving on to Aristocracy, where power and protocol dominate; and culminating in the final stages of decay: Recrimination, Bureaucracy, and Death.
Easing the pains of growing, MANAGING CORPORATE LIFECYCLES opens the way for every organization to thrive--indefinitely.
Download Description
Execubooks are eSummaries of books for mobile professionals, available in single-copy or by subscription, and optimally formatted for onscreen reading on laptops or handhelds - so you can stay abreast of leading business wisdom, wherever you have a moment! Renowned business analyst and author, Ichak Adizes, follows the patterns of organizational growth and changes in business over the past three decades. This book explains how a company can continue to maintain its peak levels indefinitely.
Customer Reviews:
Buyer beware.......2003-09-26
Shame on me for not reading the reviews. The information on the download version is readily available all over the net.
Avoid the e-book version.......2003-09-13
The hardcover and the e-book version should not be linked together because the e-book version is only 12 pages! Complete waste of money, I wish I could return it. I made the mistake of reading the review of the hardcover version (which is shown on this page too), and since I had already read the original book, I though I was making a bargain. The joke is on me... :-(
Helpful in sorting out a turbulent corporate adolescence.......2000-04-02
This book (an updated, improved version of Adizes' 1988 "Corporate Lifecycles") has given me an extremely useful framework for thinking about and improving the organization I work with. In the Adizes framework, my organization would be considered in Early Adolescence, and a turbulent Adolescence at that. What Adizes has helped me to more clearly see is that some of our turbulence is predictable and structural, just as each stage in the typical corporate lifecycle features problems that are normal (as well as problems that are abnormal or pathological). Furthermore, Adizes doesn't stop at diagnosis; he offers prescriptions for anticipating and addressing the tensions inherent in moving from one stage in the lifecycle to another. As a founder of more than one company, Adizes is also refreshingly candid about the difficulty founders face in helping their companies move through the stages. ("It's hard to see the picture when you're in it.") Adizes has helped me to articulate critiques and advocate solutions that I have long sensed dimly, but couldn't adequately pinpoint. Here's a great resource for your leadership team to discuss at a retreat or planning session -- and then to act upon.
Book Description
Managing Organizational Change, by Palmer/Dunford/Akin, provides managers with an awareness of the issues involved in managing change, moving them beyond "one-best way" approaches and providing them with access to multiple perspectives that they can draw upon in order to enhance their success in producing organizational change. These multiple perspectives provide a theme for the text as well as a framework for the way each chapter outlines different options open to managers in helping them to identify, in a reflective way, the actions and choices open to them. The authors favor using multiple perspectives to ensure that change managers are not trapped by a "one-best way" of approaching change which limits their options for action. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that they do not exist it confronts them head on, identifying why they are there, how they can be managed and the limits they create for what the manager of organizational change can achieve.
Books:
- Organizational Behavior Reader, The (8th Edition)
- Organizational Behaviour: Understanding and Managing Life at Work (6th Edition)
- Organizations Evolving
- Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions
- Paula Deen: It Ain't All About the Cookin'
- Power of An Hour: Business and Life Mastery in One Hour A Week
- Richard Nickel's Chicago: Photographs of a Lost City
- Riding The Waves of Culture: Understanding Diversity in Global Business
- Sarbanes-Oxley for Nonprofits: A Guide to Building Competitive Advantage
- Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition
Books Index
Books Home
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- History: Fiction or Science
- The Papered Wall: The History, Patterns and Techniques of Wallpaper, Second Edition
- Wildcat Haven
General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Public Administration: An Action Orientation
Management
Principles of Finance
Business Communication Today (9th Edition) (Business Communication Today)
Psychology and Work Today: An Introduction to Industrial and Organizational Psychology (8th Edition)
