Manager's Bookshelf, The: A Mosaic of Contemporary Views

Directed primarily toward undergraduate/graduate Management or Business college/university majors, this text also provides practical content to current and aspiring industry professionals. The Manager’s Bookshelf: A Mosaic of Contemporary Views is a collection of objective summaries from a broad sampling of bestselling business books. Presenting readers with a collage of information to improve their knowledge of management practices, this text introduces the philosophies, views, and experiences of several authors whose works have captivated the attention of today's management community.

Table of Contents:
  Preface Acknowledgments About the Editors   I. INTRODUCTION Reading 1: Understanding and Using the Best Sellers, by Jon L. Pierce and John W. Newstrom Reading 2: Reflections on the Best Sellers and A Cautionary Note, by Jon L. Pierce and John W. Newstrom, with Larry L. Cummings, Brad Jackson, and Anne Cummings II. BEST-SELLER “CLASSICS” Reading 1: The Practice of Management, by Peter F. Drucker Reading 2: The One Minute Manager, by Kenneth Blanchard and Spencer Johnson                  Reading 3: Out of the Crisis, by W. Edwards Deming                                                                        Reading 4: The Human Side of Enterprise, by Douglas McGregor                  Reading 5: Maslow on Management, by Abraham H. Maslow                                    Reading 6: The Seven Habits of Highly Effective People, by Stephen R. Covey                  Reading 7: The Fifth Discipline, by Peter Senge                                                                                                                              Reading 8: Competitive Advantage, by Michael E. Porter                                                                          III:  HIGH- AND LOW-PERFORMING ORGANIZATIONS Reading 1: Good to Great, by Jim Collins                  Reading 2: Big Winners and Big Losers, by Alfred Marcus                  Reading 3: How the Mighty Fall, by Jim Collins                                                                                            IV.  ORGANIZATIONAL STRATEGY AND EXECUTION Reading 1: Higher Ambition by Michael Beer, Russell Eisenstat, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren Reading 2: Responsible Restructuring, by Wayne F. Cascio                                                        V. ORGANIZATIONAL CULTURE Reading 1: Organizational Culture and Leadership, by Edgar H. Schein Reading 2: Transparency: How Leaders Create a Culture of Candor, by Warren Bennis, Daniel Goleman, and James O’Toole                                    VI.  MOTIVATION Reading 1: The Enthusiastic Employee, by David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer                                    Reading 2: Psychological Capital, by Fred Luthans, Carolyn M. Youssef, and Bruce J. Avolio                  Reading 3: Why Pride Matters More Than Money, by Jon R. Katzenbach                  Reading 4: Mojo, by Marshall Goldsmith with Mark Reiter                                                        VII.  LEADERSHIP AND POWER Reading 1: Positive Leadership, by Kim Cameron                                                                        Reading 2: Bad Leadership, by Barbara Kellerman                  Reading 3: Power, by Jeffrey Pfeffer   PART VIII. TEAMS AND TEAMWORK Reading 1: Collaborative Intelligence: Using Teams to Solve Hard Problems, by J. Richard Hackman Reading 2: Beyond Teams, by Michael M. Beyerlein, Sue Freedman, Craig McGee, and Linda Moran                                                       IX. ORGANIZATIONAL CHANGE Reading 1: Building the Bridge as You Walk on It, by Robert E. Quinn                                                      Reading 2: A Sense of Urgency, by John P. Kotter                                                                          X. “UNDISCUSSABLE” ISSUES AT WORK Reading 1: Workplace Survival, by Ella W. VanFleet and David D. VanFleet Reading 2: The No-Asshole Rule, by Robert I. Sutton                                                                        Reading 3: It’s All Politics, by Kathleen Kelley Reardon                                                                                                              XI. MANAGERIAL DECISION-MAKING Reading 1: Thinking, Fast and Slow, by Daniel Kahneman Reading 2: Super Crunchers, by Ian Ayres Reading 3: Gut Feelings: The Intelligence of the Unconscious, by Gerd Gigerenzer                    XII.  ETHICS AND AUTHENTICITY IN THE WORKPLACE Reading 1:Blind Spot, by Max H. Bazerman and Ann E. Tenbrunsel Reading 2: Authentic Leadership, by Bill George   XIII. EMOTIONS: POSITIVE, NEGATIVE, AND IRRATIONAL Reading 1: Prisoners of Our Thoughts, by Alex Pattakos                  Reading 2: Toxic Emotions at Work, by Peter J. Frost                  Reading 3: The Upside of Irrationality and Predictably Irrational by Dan Ariely                    XIV.  SOCIAL TECHNOLOGIES AT WORK Reading 1: Groundswell, by Charlene Li and Josh Bernoff Reading 2: Content Rules, by Ann Handley and C.C. Chapman                    XV. MANAGEMENT FABLES: LESSONS FOR SUCCESS Reading 1: Who Moved My Cheese?, by Spencer Johnson Reading 2: Fish! by Stephen C. Lundin, Harry Paul, and John Christensen                                                      Reading 3: The Fun-Minute Manager, by Bob Pike, Robert C. Ford, and John W. Newstrom                                                      XVI. CONTEMPORARY THINKING ABOUT MANAGEMENT Reading 1: What Were They Thinking?, by Jeffrey Pfeffer                  Reading 2: Managing, by Henry Mintzberg                                                                        Reading 3: Hard Facts, Dangerous Half-Truths, and Total Nonsense, by Jeffrey Pfeffer and Robert I. Sutton                  Reading 4: Hot, Flat, and Crowded, by Thomas Friedman                                                                                            Glossary of Terms Bibliography of Inclusions Index