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After laying a good foundation (with many of the same tenants as other organizational authors of the day) Cloke and Goldsmith lay out a number of self assessment steps for the reader who is persuaded to shift to what they see as the new organizational and leadership model of self directed work teams. One of the main reasons the authors see this paradigm shift is because they see work as a relationship that needs to provides personal fulfilment.
The book is packed with a number of lists and fill in the blank assessments to help the reader make the transition to a more humanized and empowered organization. The fourteen values they believe will humanize organizations, empower workers, reduce conflict and increase employee satisfaction includes: INCLUSION - involving everyone in the process, COLLABORATION - working together for consensus, not compromise; TEAMS and NETWORKS - small work teams; VISION - toward something better and worthwhile; CELEBRATION of DIVERSITY - diversity valued as a source of richness, vitality and strength; PROCESS AWARENESS - the value of process (listening, ability to work with others, ...) more then technical ability; OPEN and HONEST COMMUNICATION - and how destructive poor information sharing can be to an organization's health; RISK TAKING- and the need to trust those we work with; INDIVIDUAL and TEAM OWNERSHIP of RESULTS; PARADOXICAL PROBLEM SOLVING - willingness to solve problems with outside the box solutions that are not necessarily consistent with popular notions of the problem; EVERYONE is a LEADER - shift from a leader to everyone playing a role in decision making; PERSONAL GROWTH SATISFACTION - seeking to make work personally and emotionally rewarding for employees; SEEING CONFLICT as an OPPORTUNITY - the positive value of conflict; and EMBRACING CHANGE.
If the various concepts described in Thank God It's Monday! were applied collectively, in the manner described, and with a group of people who could work under this model, I have no reason to doubt that the workers and those who were the recipient of their service/product would see the efforts of the leader as a success. If these types of cooperative, self led work groups became a work model of the future, our work places would be very different. Creativity and employee satisfaction would no doubt increase. Customer satisfaction would likely also improve, as would profit because of a better work product and a reduction in overhead costs (less managers, less oversight, less litigation, less conflict management).
Two of the themes that Cloke and Goldsmith explore are, "Who Selects the Managers and How do the Manage," and "Who Gets Promoted, How and by What Criteria." If our organizational structures shifted along with our selection processes to those of a self managed group, our para military, hieracical organizations would no doubt change dramatically.
This text does a very good job of making a case for more humanized, employee operated work units. Even the skeptic should find himself closing the back page and asking, "Could we really be more effective and have less employee trouble and the associated costs with a model like this?" Given that possibility, I think the forward looking leader will seek out opportunites to implement the concepts communcated in the 233 pages of this publication. The transition might be difficult, and the model may not work in every police situation, but it defintely could improve our work environments and improve many of the distracting situations we deal with daily.
The success of this effort would fit well with our community oriented policing efforts. Organizations would be able to easily see self directed work units identify and resolve community problems in a manner that was not only prompt, but also with a degree of creativity that our current structure likely inhibits. The success of this model could also be measured by reductions in management problems, such as worker's compensation claims, medical retirements and grievances. The humanized, self managed work group should reduces the numbers of these actions (and when they do arise they will typically be handled at the work group level) and the management time/cost required to address them.
While participative management has for some time been the mantra of leadership experts, the level to which this proposal for humanized organizations takes it, will likely push the comfort level of not only police managers but line level personnel as well. To expect that such a dramatic shift could occur quickly and without some serious transitional problems is unrealistic. However, we live and work in a changing environment. There is no reason to believe that we should not at least have a role in choosing the battles we want to fight. Would we rather have conflict over trying to keep operational a model that will no longer work with the employee of the 21st century, or do we want to deal with conflicts moving us in the direction of making work and our organizations better than they were in the 1990's?
If we choose to move forward, and retool our organizations to optimize the potential of our personnel, we will more likely be able to keep pace with an ever increasing work demand and externally imposed mandates to do more with less.
Lest it not yet be apparent, I would highly recommend this text for any manager or aspiring leader. The concepts are thought provoking and helpful, and the format of the book is such that it can be used as personal or organizational assessment tool.
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Joan Spencer is an amateur violist who loves and lives her music. But that is not her entire life. Widowed, perhaps too young, she was left with two young children and the necessity to earn a living. Now her children are more-or-less out on their own, and Joan can resume her own life. And so she does.
A big part of her new life is Lieutenant Fred Lundquist of the Oliver police force. As much as she loves him, she wonders if she can cope with being the wife of a policeman. As the story of the vanishing violinist unfolds, intruding even to the little town of Oliver, Joan comes to realize that time is more important than anything else, and she mustn't waste whatever time she and Fred can have together.
This well-written book will appeal greatly to lovers of classical music, whether knowledgeable about it or not (and kudos to the editor who didn't dumb down the many musical references!) as well as to mystery novel fans. Women of a certain age will also like this book, along with the clear-headed Joan who hasn't lost her common sense. She is such a genuinely nice person I'd really like to have her for a friend. You might, too.
However, at the convention site, someone steals a precious Stradivarius from one of Bruce's more talented rivals. Subsequently, that same individual soon vanishes. The police suspect Bruce is involved with the missing violin and person. This, in turn, places a cloud on the joyous occasion of meeting her daughter's future spouse. Since Rebecca insists her fiancé is innocent, Joan begins to investigate. Joan quickly learns that beneath the veneer of civilized behavior the contestants harbor deep rooted grudges and jealousies. This makes several of them prime suspects, at least in Joan's mind to commit both crimes.
The fourth Joan Spencer Midwest cozy is a wonderful mystery that retains the charm of the three previous novels due to the delightful lead protagonist. The support cast adds to the overall feeling of being at a musical competition. The mystery is fun, but the lyrical description of the musical competition is simply heaven, thus confirming that Sara Hoskinson Frommer is a virtuoso.
Harriet Klausner
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The story is amazing and well written, you will love Joan from beginning to end.
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After his mother and older brother mysteriously vanish, Cosmo Curtoys is sent to live with an eccentric mathematician relative in England. While Aunt Eunice is pleasant (though odd), Cosmo rapidly makes enemies of almost every other kid in school. What's more, strange things have begun lurking nearby, including a tadpole-like thing that fell off of his sleeve -- and grew.
Soon Cosmo finds out about something linked to the disappearance of his mom and brother -- a family curse that dooms every eldest brother to die in battle, and every mother to die of grief. Because of this curse, he is visited by "shadow guests," a Roman gladiatior, a naive Crusader... and a sinister force that threatens to kill him.
It's definitely above the average ghost story, and makes good use of Cosmo's social isolation to let him encounter ancestors who are also burdened by the curse. Cosmo is a likeable hero, who alternates between not understanding what's happening, and knowing all too well what is going on. Cousin Eunice is a nice (mathematician) twist on the usual weird relative; the kids at school often seem like their friendliness or hostility has some bearing on the story, but ultimately that peters out.
Aiken's writing is pleasant, although the pacing is a bit odd -- one minute we're reading about kids snubbing him at school or playing jokes on Bun, then we're reading about ghosts and ancient warlocks and family curses. Moreover, some of the details in the book must have passed me by, because I didn't quite understand a few parts of the ending. But the haunting (pun intended) atmosphere and mix of the unearthly and the solidly, likeably British is very fresh-feeling.
While this book isn't quite as stellar as "Cockatrice" or "Mountain," it's a solid ghost story with a pleasant storyline and hero. Well worth the read.