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In this context, Louis Carter, David Giber, and Marshall Goldsmith (editors) divide core part of this book -Organization and Human Resources Development Case Studies- into following five OD/HRD topic areas:
I. Organization Development and Change: In this section, W. Warner Burke says, "Seven rich cases (Kraft Foods, Nortel, ServiceMASTER, SmithKline Beecham, Westinghouse, CK Witko, and Xerox) of organization development and change are discussed...The cases cover a wide range of change from how OD occurs every day to deep change in an organization's culture...Without doubt we can learn from these cases. And learn we must. Changing organization is too intricate to be left to novices. We have indeed learned and noted at the outset, but we still have much to learn. As one who has been involved for more than 35 years, helping organizations change is both thrilling and very satisfying. Learning, however, is the most exciting part (pp.6-8)."
II. Leadership Development: In this section, Jay A. Congerwrites that "In the cases that follow, we look at three companies (Boeing, Johnson & Johnson, and Sun Microsystems,Inc.) that have dedicated serious time and resources to leadership development...In addition, all three of the company cases make extended use of competency models, 360-degree feedback, and action learning (p.186)."
III. Recruitment and Retention: In this section of the book, John Sullivan writes, "you'll learn how three diverse companies tackled their retention and recruiting problems. Two of the firms are high tech (AMD and Cellular One), while another (Allstate) is in a more traditional industry. Both AMD and Cellular One focus on solving the hot issue of retention while Allstate takes a new look at the recruiting and selection processes. All three of the case studies use a scientific approach to identify which solutions have the most impact...All three of these case studies are worth examining because of their scientific methodology as well as their results. All are full of powerfull 'lessons learned' for those who are soon to begin a major recruitment or retention effort (pp.303-304)."
IV. Performance Management: This section examines performance management systems of Case Corporation and Sonoco. Edward E. Lawler III says that "the performance management systems in most organizations are contoversial, ineffective, and constantly under construction. They are so problematic that critics argue many organizations would be better off if they simply didn't have a performance management system, particularly one in which performance appraisals are tied to pay actions. But-and it is an important but- if individuals are not appraised, counseled, coached, and rewarded for performance, how can an organization pruduce the organized, coordinated, and motivated behavior that it takes to perform well? The answer most likely is that it can't (p.393)."
V. Coaching and Mentoring: Introduction of this section, Beverly Kaye writes, "the last 5 years have seen a groundswell in both arenas. And it's not just been more of the same; organizations have begun to use mentoring and coaching more purposefully. HR and OD practitioners have worked to utilize both interventions to meet pressing business problems having to do with the development and retention of talent, as well as the growth of future leaders. These interventions have been more systemic, more thoughtful, and more innovative than ever before. The case studies (Dow Corning, and MediaOne Group-AT&T) illustrate this trend. Both were motivated by specific business drivers, both were preceded by intensive research, both were implemented over time, and both were evaluated seriously. Readers will find them instructive, detailed, and engaging (p.438)."
Finally, Louis Carter (editor) says that "contributors were asked to indicate where they envision their organization is heading with its initiative within the next 5 to 10 years. Responses indicate that the contributors want to keep the organization on a track to continuously learn and develop its capabilities. Comments from some contributors indicate that they want to leverage lessons learned from this experience. Some contributors commented that they want to firmly ingrain the initiative into the organization to the point that it is almost invisible to the user, making it an accepted part of life at the company. Other contributors will continue to refine the present initiative in place, while others will expand their efforts into other business lines. Survey results clearly indicate that the present state of the initiatives represented in this book represent snapshots of moving targets. Further growth and innovation is inevitable for these best practice organizations, as they work to stay ahead of their competitors by embracing change and continuously learning and improving (pp.531-532)."
Strongly recommended.
Part One consists of Acknowledgments, About This Book, How to Use This Book, and an excellent Foreword by Richard Beckhard. Carter, Giber, and Goldsmith then shift their attention in Part Two of "Organization & Human Resources Development Case Studies." The individual case studies are distributed within this thematic structure:
Organizational Development & Change
Leadership Development
Recruitment & Retention
Performance Management
Coaching & Mentoring
Part Three: Conclusion consists of Research (OD/HRD Trends and Findings), Endnotes, About Linkage, Inc., About the Editors, Index, and How to Use the CD-ROM, terrific value-added benefit.
Back to Beckhard's Foreword for a moment. In it, he identifies six (6) "elements" which are basic to each case study; all are central to and sequential within the change process associated with organizational development/human resource development (OD/HRD). They are: Business Diagnosis, Assessment, Program Design, Implementation, On-the-Job Support, and Evaluation. It is helpful to keep these six "elements" clearly in mind while working your way through the abundance of information which the editors provide. Fortunately, they have organized the (sometimes daunting) material with meticulous care and write exceptionally well. I also urge you to use the same six "elements" as guidelines when determining what the design of your own program for organizational change should be, and, when selecting those strategies and tactics discussed in the book which are most appropriate to the implementation and evaluation of that program. This is especially true of decision-makers in small-to-midsize organizations.
Those who share my high regard for this book are urged to check out O'Toole's Leading Change, Katzenbach's Real Change Leaders as well as his Peak Performance , Kaplan and Norton's The Balanced Scorecard and The Strategy-Focused Organization, Quinn's Deep Change, O'Dell and Grayson's If Only We Knew What We Know, Isaacs' Dialogue and the Art of Thinking Together, and Senge's The Dance of Change. Those especially interested in Six Sigma are encouraged to check out (and read in this order) Pande's The Six Sigma Way, Breyfogle's Implementing Six Sigma, and Eckes's Making Six Sigma Last.
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Bird has the gift of not saying too much, but telling you a lot. McCloy's dad dies, then his mom (hairdresser to the rich) keeps him in contact with Rockefellers and the like, and thru lots of hard work and sacrifice, she sees that John makes it into the exclusive schools with the same upper-crust people. He then becomes a lawyer, and does the dirty work for the unscrupulous bond salesmen who use the public's unsecured money to pay back the priority lenders to doomed projects, mainly railroads, before those same creditors send in the lawyers to repo the assets, and sell them to contolled companies which sell them again. This is all pre-New Deal, pre-SEC. Mc Cloy gets good at it and his skill at tennis leads him to play hard-ball on the tennis courts, as well as in the law courts, with big money NY types, which makes McCloy attractive to the law firms feeding off of the investment houses. At this point, a useful companion book to read would be Robert Sobel's history of the Dillon, Read investment house, which goes into more detail.
McCloy ends up being detailed to the federal gov't during WW I and becomes an intelligence expert, and then has a key part in forming what becomes the CIA. He stays connected with the CIA for the rest of his life, while pinging and ponging out of the gov't, mainly on "commissions" and "panels" and he also gets tied up with the Council on Foreign Relations, which Bird convincingly describes as very powerful in its day.
McCloy's career peaks when FDR appoints him to be high commissioner for post-WW II Germany, with plenary, Caesar-like powers, which McCloy exercises tactfully and with restraint. While also playing lots of tennis. This section of the book is very gripping, as Bird unwinds the CIA's role in funding anti-Soviet left-wing intellectuals to counter Soviet propaganda, and to make sure Germany does not intrepidly rush to unify too soon--before the die-hard old Nazi's of Germany's industrial establishment are neutralized by the passage of a generation.
The European Community is also convincingly penetrated, below the acronyms and meetings which symbolize it for most contemporary students. Bird details how McCloy dealt with the treaties forming the EC, and how insuring Germany's non-reunification fit with putting other countries intot he coal and steel industries which Germany would need to becomea credible threat again.
In this reading, the awfulness of Germany, and the threat of revanchement, is what drove the cold war, not just anti-Soviet inexorabilities of history. In leading the effort at such a key time, McCloy's sportsmanship, learning, connections, and toughness were all needed. Bird suggests where and how McCloy developed each of these qualities, and how the old "Establishment" in America operated through these high quality servants of the amassed wealth of the Eastern types who then utilized WW II to launch America as the ruler of the economic world for the next 50 years. Quite an achievement, considering they could have just sat around Bar Harbor instead, wasting the talents of the acolyte class of McCloys on sailboat lessons and hair-do's for their wives and children.
Leaving us with the issue of what type of Americans will be called on to get us through whatever convulsions are left, now that George H.W. Bush and James Baker III steered us through the definitive collapse of Russian Communism. In this light, should we be glad or sad that the Arkansas contingent looks like they will miss the coming convulsion of Chinese communism?
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The story begins with a heartbreaking description of the wanton destruction of wildlife from the time the colonists arrived through the 19th Century. Some species were driven to extinction and many more were threatened by that fate. In the latter half of the 19th century, individuals and groups struggled to stem this desecration of our heritage to little avail.
Many argued that only Federal government action could protect wildlife from the excesses of a market driven economy. While there were some steps in that direction during the late 1800's, the seminal event came in 1903 when Teddy Roosevelt established Pelican Island in Florida as the first National Wildlife Refuge.
In the century since, the refuge system has steadily grown to its current count of 538 refuges in all 50 states. Throughout this history, there have been continual battles with those who sought to use the refuges for activities detrimental to wildlife. Finally, in 1997 the dominant purpose of the refuges to protect wildlife was made the law of the land.
Unfortunately, there is one crucial exception. A political compromise at the time of its creation left the Coastal Plain of the Arctic National Wildlife Refuge -- also known as the "American Serengeti" -- vulnerable to devastating oil development. The author chronicles the origin of that controversy and its evolution to the present time. Given his strong advocacy for wildlife and the refuges in this book, his treatment of the protagonists in the ANWR controversy is remarkably even handed. By contrast, the writers in Subhankar Banerjee's "Arctic National Wildlife Refuge: Seasons of Life and Land" are unabashedly on the side of preserving the Coastal Plain. I think they got it right.
The final section of the book contains profiles of eight of the refuges selected for their beauty and diversity.
In his introduction, Eric Dolin writes -- "The refuge system is a priceless gift. It reflects the great diversity of the tapestry of life and commitment of the United States to wildlife conservation." His book demonstrates the truth of these assertions and provides many reasons to hope that our nation's commitment will only grow stronger.
Celebrating the 100th Birthday of the National Wildlife Refuges, this book is a revealing and oft inspiring account of the history of the refuges and the closely allied conservation movement. Accompanying the text are stunning photographs of the wildlife and lands they have preserved.
The story begins with a heartbreaking description of the wanton destruction of wildlife from the time the colonists arrived through the 19th Century. Some species were driven to extinction and many more were threatened by that fate. In the latter half of the 19th century, individuals and groups struggled to stem this desecration of our heritage to little avail.
Many argued that only Federal government action could protect wildlife from the excesses of a market driven economy. While there were some steps in that direction during the late 1800's, the seminal event came in 1903 when Teddy Roosevelt established Pelican Island in Florida as the first National Wildlife Refuge.
In the century since, the refuge system has steadily grown to its current count of 538 refuges in all 50 states. Throughout this history, there have been continual battles with those who sought to use the refuges for activities detrimental to wildlife. Finally, in 1977 the dominant purpose of the refuges to protect wildlife was made the law of the land.
Unfortunately, there is one crucial exception. A political compromise at the time of its creation left the Coastal Plain of the Arctic National Wildlife Refuge -- also known as the "American Serengeti" -- vulnerable to devastating oil development. The author chronicles the origin of that controversy and its evolution to the present time.
The final section of the book contains profiles of eight of the refuges selected for their beauty and diversity.
In his introduction, Eric Dolin writes -- "The refuge system is a priceless gift. It reflects the great diversity of the tapestry of life and commitment of the United States to wildlife conservation." His book demonstrates the truth of these assertions and provides many reasons to hope that our nation's commitment will only grow stronger.
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Davenport, hired back by the new police chief to investigate their toughest cases, is pursuing one of the most violent killers he's ever encountered. The unknown perpetrator commits acts of extreme brutality against women, murdering with incredible force and viciousness.
As always, Sandford keeps the plot interesting and the action swift, leading us through the investigation along with Davenport as he unravels the Gordian knot of clues and evidence. At the same time, the author gives us the killer's viewpoint, showing us a glimpse of his twisted mind. Sandford excels at this type of parallel storytelling, upping the urgency of Lucas catching the nutcase before he kills again.
If you haven't yet had the joy of reading this excellent series, I recommend you start with the first book ("Rules of Prey") and enjoy some of the best writing in the genre.
If you're reading this, I assume you haven't read the series up to Night Prey. If you had, you wouldn't waste your time reading reviews. There would be no question. There would be no hesitation. You'd be reading Night Prey.
So since you haven't read the series to this point, start at Rules of Prey. Follow with Shadow Prey, Eyes of Prey, Silent Prey, and Winter Prey. Then it's time for this.
Night Prey is a solid addition to the series to this point. While it doesn't quite stand up to the level of excellence established in the preceding three volumes, it's still a compelling story with memorable characters. And while the main story is one of pure suspense, with any real element of mystery sacrificed to study the villain, Sandford weaves in a subplot which is classic "locked door" (as another reviewer puts it). It's nicely done.
A question for those who've read the book : If SSA is backwards, is SJ as well? What's the author's name?
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I loved Cannery Row and Sweet Thursday. I adored East of Eden and The Wayward Bus. I have been reading Steinbeck all of my life. I have seen every movie ever made based on any story he has penned( I mean penciled). This one is the winner for me. I loved his account of everything he saw, but I especially loved the parts about his traveling companion, a 12 year old large French poodle named Charley. Can't travel - read this and you will be making a journey of heart and soul. Like history - it's here. Love America - now you will even more.
I was a baby when Steinbeck married; I was a young teacher when he took this trip. I was a mother of two when his bright candle went out and yet this story is classic - it is contemporary and ageless. My husband and I took turns reading it and shared the laughs and joys. Thanks to Operation Windmills(Steinbeck's original title) I can hardly wait to hit the road again next year. Travels with Charley - a great read!
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Overall a good purchase, as long as it's not your only source.
One of the strengths of the book is that you receive several perspectives on the context for each case history. The editors describe what each case means, and the conclusions section summarizes general patterns. Also, each case is presented in the same format which makes it easier to understand what is being shared. I was particularly grateful for the exhibits (which exist in electronic form in the CD enclosed in the book). I also appreciated that the cases were primarily written by Human Resources professionals inside the companies, rather than being a consultant's take on what happened.
Having said all those positive things, let me share some concerns. First, I looked in vain for my favorite examples of outstanding work in recruiting, retention, knowledge encouragement, and executive development. If this book is about "best practices" where were GE, Disney, Motorola, Ritz Carlton, and SAS Institute? Second, many of the cases involved companies that are better known for their poor performance than for excellence. If they are developing their people so well, what happened? Third, a lot of these cases involve new initiatives where the long-term consequences are hard to see. Fourth, the profit impact on the organizations was not well documented. That makes it hard to use these cases as examples to encourage your own company to follow suit. Fifth, as change management processes, most of these cases are far behind the curve of what is described in Peter Senge's various books of case histories such as The Dance of Change. Part of the reason seems to be that a number of these cases aren't very new.
Of the cases in the book, I recommend the ServiceMASTER, Westinghouse, Johnson & Johnson, Allstate, and Case Corporation examples as the most helpful to me. I mention that because there's a lot of material in this book. I read a lot and rapidly, and I found this book hard to tackle. By being more selective in what you go after, you can help avoid some of that problem. Naturally, if your own issues are only in a few areas, just look at those cases.
Develop the full potential of everyone, beginning with yourself!