ORGANIZATIONAL BEHAVIOR TEACHING MATERIALS FROM HARVARD
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CUSTOM COURSEBOOK NOW AVAILABLE:
Choose from the deep wealth of materials available from the following
collections to create your own custom bound set of cases and articles
for your classroom:
Harvard Business School
Stanford Graduate School of Business
Ivey School, University of Western Ontario
Design Management Institute
Babson College
London Business School: Foundation for Entrepreneurial Management
IESE
University of Hong Kong
Harvard Business Review
California Management Review
Business Horizons
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Pricing varies according to the number of cases and/or articles
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NEW Items published this month in:
Organizational Behavior
NEW TITLES FROM HARVARD BUSINESS SCHOOL PRESS
The Art of Possibility (Hardcover)
Rosamund Stone Zander, Benjamin Zander
Product #7706
The Art of Possibility offers a set of breakthrough practices for
creativity in all human enterprises. This inspirational book is a
synthesis of Rosamund Stone Zander's knowledge of cutting-edge
psychology and Benjamin Zander's experiences as the conductor of the
Boston Philharmonic Orchestra. Infused with the energy of their dynamic
partnership, the book joins together Ben's extraordinary talent as a
mover and shaker, teacher, and communicator with Rosamund's genius for
creating innovative paradigms for personal and professional fulfillment.
In lively counterpoint, the authors provide us with a deep sense of the
powerful role that the notion of possibility can play in every aspect of
our lives. The Zanders' deceptively simple practices are based on two
premises: that life is composed as a story ("it's all invented") and
that, with new definitions, much more is possible than people ordinarily
think. The book shifts our perspective with uplifting stories, parables,
and anecdotes. From "Giving an A" to the mysterious "Rule Number 6" to
"Leading from Any Chair"--the account of Ben's stunning realization that
the conductor/leader's power is directly linked to how much greatness he
is willing to grant to others--each practice offers an opportunity for
personal and organizational transformation.
Subjects:Creativity; Leadership; Psychology
224 pages
List Price:$22.50
Breaking the Code of Change
Michael Beer, Nitin Nohria
Product #3316
In Breaking the Code of Change, editors Michael Beer and Nitin Nohria
provide a crucial starting point on the journey toward unlocking our
understanding of organizational change. The book is based on a dynamic
debate attended by the leading lights in the field--including scholars,
consultants, and CEOs who have led successful transformations--and
presents a series of articles, written by these experts, that
collectively address the question: How can change be managed
effectively? Beer and Nohria organize the book around two dominant, yet
opposing, theories of change--one based on the creation of economic
value (Theory E), and the other on building organizational capabilities
for the long haul (Theory O). Structured in an unusual and engaging
point-counterpoint style, the book enlists the reader directly in the
debate, providing a comprehensive overview of the strengths and
weaknesses of each theory along every dimension of the change
process--from motivation to leadership to compensation issues. The
editors argue that the key to solving the paradox of change lies not in
choosing between the two processes, but in integrating them. They
identify the crucial considerations leaders must make in selecting
strategies that satisfy shareholders and develop lasting organizational
capabilities. With a groundbreaking conceptual framework applicable to
established corporations and small organizations alike, Breaking the
Code of Change is a unique and authoritative contribution to academic
research and management practice on the process of organizational
change.
Subjects:Management of change; Organizational behavior; Organizational
change; Organizational development; Organizational problems
512 pages
List Price:$45.00
ARTICLES:
Getting the Attention You Need
Thomas H. Davenport, John C. Beck
�Harvard Business Review� Article
Product #R00505
Employees have an enormous amount of business information at their
fingertips--more specifically, at their desktops. The floodgates are
open; profitable possibilities abound. But having to handle all that
information has pushed downsized staffs to the brink of an acute
attention deficit disorder. To achieve corporate goals, business leaders
need their employees' full attention--and that attention is in short
supply. In this article, the authors analyze the components of attention
management through three lenses--economic, psychobiological, and
technological--and offer guidelines for keeping employees focused on
crucial corporate tasks. Their lessons are drawn from the best practices
employed by today's stickiest Web sites and by traditional attention
industries such as advertising, film, and television. The authors say
executives must manage attention knowing that it's a zero-sum game
(there's only so much to go around). Managers should also consider
capitalizing on the basic survival and competitive instincts we all have
that help determine how much attention we pay to certain things. For
instance, the threat of corporate demise--and the consequent loss of
jobs and livelihoods--undoubtedly focuses workers' attention on the need
to change. Likewise, internal competition among business units may give
employees added incentive to pay attention to a profit or sales goal.
Subjects:Communication in organizations; Communication strategy;
Leadership; Motivation; Organizational behavior; Psychology
9 pages
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Why Should Anyone Be Led by You?
Rob Goffee, Gareth Jones
�Harvard Business Review� Article
Product #R00506
We all know that leaders need vision and energy, but after an exhaustive
review of the most influential theories on leadership--as well as
workshops with thousands of leaders and aspiring leaders--the authors
learned that great leaders also share four unexpected qualities: 1) They
selectively reveal their weaknesses; 2) They rely heavily on intuition
to gauge the appropriate timing and course of their actions; 3) They
manage employees with "tough empathy"; and 4) They capitalize on their
differences. All four qualities are necessary for inspirational
leadership, but they cannot be used mechanically; they must be mixed and
matched to meet the demands of particular situations. Most important,
however, is that the qualities encourage authenticity among leaders. To
be a true leader, the authors advise, "Be yourself--more--with skill."
Subjects:Executives; Leadership; Management styles; Organizational
management; Personal strategy & style; Vision
9 pages
ATTENTION FACULTY: DOWNLOAD YOUR FREE EXAM COPY NOW:
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TEACHING NOTE:
Red Auerbach on Management
Joseph B. Lassiter III, John Gourville
Harvard Business School Teaching Note
Publication Date:09/25/2000
Product #801142
Teaching Note for (87201).
10 pages
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