A uniquely belief-focused therapy, REBT is usually quite appealing to clients from Christian, Jewish, Muslim, Hindu, and other religious traditions, who respond favorably to REBT's focus on right belief, active engagement in the work of therapy, and reading/practice focused homework.
In this practical and user-friendly guide, the authors outline the congruence between the therapeutic approach of REBT and the presenting problems and concerns of religious persons. They describe an approach to reconciling the sacred traditions and beliefs of religious clients with the no nonsense techniques of REBT. They review the essential components of practice with religious clients--including assessment, diagnosis and problem formulation, disputation of irrational beliefs, and other REBT techniques, highlight the primary obstacles facing the therapist when treating religious clients, and offer many case examples from work with this important client population.
Mental health professionals from all backgrounds will benefit from the detailed yet manual-focused approach to helping religious clients overcome all forms of emotional distress.
Today, more than ever, businesses need leaders with a rare blend of strength, capability, and integrity. Unfortunately, they're not always easy to come by. Becoming a Leader the Annapolis Way details how the U.S. Naval Academy builds quality leaders from the ground up, instilling in them the habits and tools required for outstanding leadershipin any pursuit.
Using real-life vignettes and examples of USNA graduates who experienced breakthrough success in combat, government, and business, this timely book looks beyond just the military aspects to explore:Techniques for teaching honor, duty, and commitment Empowerment strategies proven to work over centuries of use Insights for overcoming the perils of blind obedience
Part I presents each section of the Code, along with a brief commentary that emphasizes its most essential elements, common ethical dilemmas and problems relevant to that section, and specific strategies for risk prevention and positive practice. Part II contains ethical guidance sections focused on areas that counselors often encounter in their work, including culture and diversity, confidentiality and exceptions to confidentiality, counseling suicidal clients, multiple relationships in counseling, competence, supervision, managed care, termination and abandonment, and how to respond to an ethics complaint or malpractice suit. New to this edition is a section titled “Integrating Technology into Counseling Practice.”
*Requests for digital versions from the ACA can be found on wiley.com.
*To request print copies, please visit the ACA website.
Highlights of the new edition include:
Introduces a new model for conceptualizing mentoring relationships in the context of the various relationships professors typically develop with students and faculty (ch. 2).
Provides guidance for creating a successful mentoring culture and structure within a department or institution (ch. 16).
Now includes questions for reflection and discussion and recommended readings at the end of each chapter for those who wish to delve deeper into the content.
Best Practicessections highlight the key takeaway messages.
The latest research on mentoring in higher education throughout.
Part I introduces mentoring in academia and distinguishes mentoring from other types of relationships. The nuts and bolts of good mentoring from the qualities of those who succeed as mentors to the common behaviors of outstanding mentors are the focus of Part II. Guidance in establishing mentorships with students and faculty, the common phases of mentorship, and the ethical principles governing the mentoring enterprise is also provided. Part III addresses the unique issues and answers to successfully mentoring undergraduates, graduate students, and junior faculty members and considers skills required of faculty who mentor across gender and race. Part IV addresses management of dysfunctional mentorships and the documentation of mentorship outcomes. The book concludes with a chapter designed to encourage academic leaders to make high quality mentorship a salient part of the culture in their institutions.
Ideal for faculty or career development seminars and teaching and learning centers in colleges and universities, this practical primer is appreciated by professors, department chairs, deans, and graduate students in colleges, universities, and professional schools in all academic fields including the social and behavioral sciences, education, natural sciences, humanities, and business, legal, and medical schools.
You are the movie. Produced by Faith parallels each step of the Hollywood filmmaking process with the faith-making process God uses to turn your career into a success. You will discover that it is possible to be both wildly successful and completely committed to God—and that you will be even more successful when you place your faith at the center of your career. You can unleash the power of your faith as your greatest professional advantage and use the compass of God’s Word to guide you to your true passion and purpose in life.
In this informative, inspiring book, DeVon reveals the secrets to maintaining your faith while advancing in your career. Here he shows you:
• How to discover The Big Idea for your life
• How to take your career to the next level • How to recognize the signs God sends you that indicate when it’s time to move in a new direction
• How to stand firm on your Christian principles without compromise
• How to work with people who don’t understand your beliefs
• How to choose a profession, industry, or company that is in tune with your purpose
DeVon says, “I know from my own experiences that if you will put your career in God’s hands and trust him, you can’t account for all the ways he will bless you. When you step out in faith, he will open doors and bring you opportunities that will surpass even your wildest expectations. . . . If I have learned anything, it’s this: to get where you want to go, you first have to become the person God wants you to be.”
Lance Armstrong won a record-smashing seven Tours de France after staring down cancer, and in the process became an international symbol of resilience and courage. In a sport constantly dogged by blood-doping scandals, he seemed above the fray. Then, in January 2013, the legend imploded. He admitted doping during the Tours and, in an interview with Oprah, described his "mythic, perfect story" as "one big lie." But his admission raised more questions than it answered—because he didn’t say who had helped him dope or how he skillfully avoided getting caught.
The Wall Street Journal reporters Reed Albergotti and Vanessa O'Connell broke the news at every turn. In Wheelmen they reveal the broader story of how Armstrong and his supporters used money, power, and cutting-edge science to conquer the world’s most difficult race. Wheelmen introduces U.S. Postal Service Team owner Thom Weisel, who in a brazen power play ousted USA Cycling's top leadership and gained control of the sport in the United States, ensuring Armstrong’s dominance. Meanwhile, sponsors fought over contracts with Armstrong as the entire sport of cycling began to benefit from the "Lance effect." What had been a quirky, working-class hobby became the pastime of the Masters of the Universe set.
Wheelmen offers a riveting look at what happens when enigmatic genius breaks loose from the strictures of morality. It reveals the competitiveness and ingenuity that sparked blood-doping as an accepted practice, and shows how the Americans methodically constructed an international operation of spies and revolutionary technology to reach the top. It went on to become a New York Times Bestseller, a Wall Street Journal Business Bestseller, and win numerous awards, including a Gold Medal for the Axiom Business Book Awards. At last exposing the truth about Armstrong and American cycling, Wheelmen paints a living portrait of what is, without question, the greatest conspiracy in the history of sports.
In What Money Can't Buy, Michael J. Sandel takes on one of the biggest ethical questions of our time: Is there something wrong with a world in which everything is for sale? If so, how can we prevent market values from reaching into spheres of life where they don't belong? What are the moral limits of markets?
In recent decades, market values have crowded out nonmarket norms in almost every aspect of life—medicine, education, government, law, art, sports, even family life and personal relations. Without quite realizing it, Sandel argues, we have drifted from having a market economy to being a market society. Is this where we want to be?In his New York Times bestseller Justice, Sandel showed himself to be a master at illuminating, with clarity and verve, the hard moral questions we confront in our everyday lives. Now, in What Money Can't Buy, he provokes an essential discussion that we, in our market-driven age, need to have: What is the proper role of markets in a democratic society—and how can we protect the moral and civic goods that markets don't honor and that money can't buy?
In Lying, best-selling author and neuroscientist Sam Harris argues that we can radically simplify our lives and improve society by merely telling the truth in situations where others often lie. He focuses on "white" lies—those lies we tell for the purpose of sparing people discomfort—for these are the lies that most often tempt us. And they tend to be the only lies that good people tell while imagining that they are being good in the process.
Remarkably, it was just two years ago that Enron was thought to epitomize a great New Economy company, with its skyrocketing profits and share price. But that was before Fortune published an article by McLean that asked a seemingly innocent question: How exactly does Enron make money? From that point on, Enron's house of cards began to crumble. Now, McLean and Elkind have investigated much deeper, to offer the definitive book about the Enron scandal and the fascinating people behind it.
Meticulously researched and character driven, Smartest Guys in the Room takes the reader deep into Enron's past—and behind the closed doors of private meetings. Drawing on a wide range of unique sources, the book follows Enron's rise from obscurity to the top of the business world to its disastrous demise. It reveals as never before major characters such as Ken Lay, Jeff Skilling, and Andy Fastow, as well as lesser known players like Cliff Baxter and Rebecca Mark. Smartest Guys in the Room is a story of greed, arrogance, and deceit—a microcosm of all that is wrong with American business today. Above all, it's a fascinating human drama that will prove to be the authoritative account of the Enron scandal.
Consciousness is the main source of organizational greatness. Conscious business, explains Fred Kofman, means finding your passion and expressing your essential values through your work. A conscious business seeks to promote the intelligent pursuit of happiness in all its stakeholders. It produces sustainable, exceptional performance through the solidarity of its community and the dignity of each member.
Conscious Business presents breakthrough techniques to help you achieve:
Unconditional responsibility—how to become the main character of your lifeUnflinching integrity—how to succeed beyond successAuthentic communication—how to speak your truth, and elicit others' truthsImpeccable commitments—how to coordinate actions with accountabilityRight leadership—how being, rather than doing, is the ultimate source of excellenceA conscious business fosters personal fulfillment in the individuals, mutual respect in the community, and success in the organization, teaches Fred Kofman. Conscious Business is the definitive resource for achieving what really matters in the workplace and beyond.
Consciousness is the ability to experience reality, to be aware of our inner and outer worlds. It allows us to adapt to our environment and act to promote our lives. All living beings possess consciousness, but human beings have a unique kind. Unlike plants and other animals, we can think and act beyond instinctual drives and conditioning. We can be autonomous (from the Greek, “self-governing”). While this autonomy is a possibility, it is not a given. We must develop it through conscious choices.
To be conscious means to be awake, mindful. To live consciously means to be open to perceiving the world around us, to understand our circumstances, and to decide how to respond to them in ways that honor our needs, values, and goals. To be unconscious is to be asleep, mindless. To live unconsciously means to be driven by instincts and habitual patterns.
Have you ever driven down the highway on cruise control, engaged in a conversation or daydreaming, only to realize you missed your exit? You didn’t literally lose consciousness, but you dimmed your awareness. Relevant details, such as your location and the actions needed to reach your goal, receded from the forefront of your mind. Your eyes were open, but you didn’t see. This is a poor way to drive—and an even poorer way to live.
“Consciousness has a real and deep business impact. Learning how to work in full congruence with our values has inspired every person in my tem to be a better professional—and a better human being.”
—Sheryl Sandberg, Chief Operating Officer, Facebook
“Fred has been a true partner in our efforts to build a conscious organization, helping us move from aspiration to implementation. His advice is never easy, but always worthwhile.”
—Eugenio Beaufrand, Vice President, Microsoft Latin America
“Conscious Business translates the tools of organizational learning into day-to-day business applications. Both at Chrysler and DTE Energy, Fred’s work has allowed us to shift our culture faster, but with much greater sustainability than any other effort.”
—David Meador, Senior Vice President of Finance, Detroit Edison
"What an asshole!"
How many times have you said that about someone at work? You're not alone! In this groundbreaking book, Stanford University professor Robert I. Sutton builds on his acclaimed Harvard Business Review article to show you the best ways to deal with assholes...and why they can be so destructive to your company. Practical, compassionate, and in places downright funny, this guide offers:
Strategies on how to pinpoint and eliminate negative influences for goodIlluminating case histories from major organizationsA self-diagnostic test and a program to identify and keep your own "inner jerk" from coming out
The No Asshole Rule is a New York Times, Wall Street Journal, USA Today and Business Week bestseller.
Kathryn Petersen, Decision Tech's CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired? Will the company fail? Lencioni's utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight.
Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders.
We all need refreshers every now and then. Whether you are a student trying to cram for that big final, or someone just trying to understand a book more, BookCaps™ can help. We are a small, but growing company, and are adding titles every month.
Since these rules debuted, they have become the most commonly adopted parliamentary method in the United States, with approximately 95 percent of all clubs, organizations, and governments practicing them. When the copyrights of the original editions expired, many other Robert's Rules of Order began to surface. Today, many of these books are the same - with one apparent problem: a lack of focus on current trends, specifically the Internet.
However, The Complete Guide to Robert's Rules of Order Made Easy emphasizes this fact and stresses how society has changed due to the advent of the Internet. Clubs, organizations, and societies need to know how to meet and communicate online, and this book provides the answer. In this book you will learn about technology, conducting meetings online, communicating online, teleconferences, Web conferences, and Web seminars. You will also learn the proper ways to address and send e-mails, as well as how to communicate using instant messenger software.
The Internet has transformed the meeting space, and you need to incorporate these changes into your meetings. Additionally, you will learn about all the more traditional rules, including such things as quorum, abstention votes, votes of no confidence, friendly amendments, proxy votes, executive sessions, points of privilege, parliamentary inquiries, and debates. You will also learn how you can adopt Robert's Rules of Order, how to qualify as a legal meeting, how to follow the standard order of business, how to handle a motion, and how to nominate and elect officers.
Also included is a discussion of the various motions, including privileged, incidental, subsidiary, main, and unclassified, as well as the basic by-laws and the required paperwork, such as minutes, treasurer's reports, and committee reports. The Complete Guide to Robert's Rules of Order Made Easy will serve as your guide to conducting orderly and fair meetings in the 21st century. The rules for using the Internet as a meeting and communication space are clearly defined, easy to understand, and simple to apply.
Atlantic Publishing is a small, independent publishing company based in Ocala, Florida. Founded over twenty years ago in the company president's garage, Atlantic Publishing has grown to become a renowned resource for non-fiction books. Today, over 450 titles are in print covering subjects such as small business, healthy living, management, finance, careers, and real estate. Atlantic Publishing prides itself on producing award winning, high-quality manuals that give readers up-to-date, pertinent information, real-world examples, and case studies with expert advice. Every book has resources, contact information, and web sites of the products or companies discussed.
'A must read for anyone who wants to start a mobile app business' Riccardo Zacconi, founder and CEO King Digital (maker of Candy Crush Saga)
'A fascinating deep dive into the world of billion-dollar apps. Essential reading for anyone trying to build the next must-have app' Michael Acton Smith, Founder and CEO, Mind Candy
Apps have changed the way we communicate, shop, play, interact and travel and their phenomenal popularity has presented possibly the biggest business opportunity in history.
In How to Build a Billion Dollar App, serial tech entrepreneur George Berkowski gives you exclusive access to the secrets behind the success of the select group of apps that have achieved billion-dollar success.
Berkowski draws exclusively on the inside stories of the billion-dollar app club members, including Instagram, Whatsapp, Snapchat, Candy Crush and Uber to provide all the information you need to create your own spectacularly successful mobile business. He guides you through each step, from an idea scribbled on the back of an envelope, through to finding a cofounder, building a team, attracting (and keeping) millions of users, all the way through to juggling the pressures of being CEO of a billion-dollar company (and still staying ahead of the competition).
If you've ever dreamed of quitting your nine to five job to launch your own company, you're a gifted developer, seasoned entrepreneur or just intrigued by mobile technology, How to Build a Billion Dollar App will show you what it really takes to create your own billion-dollar, mobile business.
Pulitzer Prize–winner James B. Stewart shows for the first time how four of the eighties’ biggest names on Wall Street—Michael Milken, Ivan Boesky, Martin Siegel, and Dennis Levine —created the greatest insider-trading ring in financial history and almost walked away with billions, until a team of downtrodden detectives triumphed over some of America’s most expensive lawyers to bring this powerful quartet to justice.
Based on secret grand jury transcripts, interviews, and actual trading records, and containing explosive new revelations about Michael Milken and Ivan Boesky written especially for this paperback edition, Den of Thieves weaves all the facts into an unforgettable narrative—a portrait of human nature, big business, and crime of unparalleled proportions.
With pragmatic recommendations on what government, business and labor should do to alleviate the economic crunch, The Big Squeeze is a balanced, consistently revealing look at a major American crisis.
There were many reasons for the public's growing lack of trust. On television, there were the ads that looked like news shows and programs that presented gossip and press releases as if they were news. There were the "docudramas," television movies that were an uneasy blend of fact and fiction and which purported to show viewers how events had "really" happened. At newspapers and magazines, celebrity was replacing news, newsroom budgets were being slashed, and editors were pushing journalists for more "edge" and "attitude" in place of reporting. And, on the radio, powerful talk personalities led their listeners from sensation to sensation, from fact to fantasy, while deriding traditional journalism. Fact was blending with fiction, news with entertainment, journalism with rumor.
Calling themselves the Committee of Concerned Journalists, the twenty-five determined to find how the news had found itself in this state. Drawn from the committee's years of intensive research, dozens of surveys of readers, listeners, viewers, editors, and journalists, and more than one hundred intensive interviews with journalists and editors, The Elements of Journalism is the first book ever to spell out — both for those who create and those who consume the news — the principles and responsibilities of journalism. Written by Bill Kovach and Tom Rosenstiel, two of the nation's preeminent press critics, this is one of the most provocative books about the role of information in society in more than a generation and one of the most important ever written about news. By offering in turn each of the principles that should govern reporting, Kovach and Rosenstiel show how some of the most common conceptions about the press, such as neutrality, fairness, and balance, are actually modern misconceptions. They also spell out how the news should be gathered, written, and reported even as they demonstrate why the First Amendment is on the brink of becoming a commercial right rather than something any American citizen can enjoy.
The Elements of Journalism is already igniting a national dialogue on issues vital to us all. This book will be the starting point for discussions by journalists and members of the public about the nature of journalism and the access that we all enjoy to information for years to come.
From the Hardcover edition.
How did the smartest people in real estate lose billions in one single deal? How did the Church of England, the California public employees’ pension fund, and the Singapore government lose more than one billion dollars combined investing in a middle-class housing complex in New York City? How did MetLife make three billion dollars on the deal without any repercussions from a historically racist policy of housing segregation? And how did nine residents of a sleepy enclave in New York City win one of the most unlikely lawsuits in the history of real estate law?
Not only does Other People’s Money answer those questions, it also explains the current recession in stark, clear detail while providing riveting first-person accounts of the titanic failure of the real estate industry to see that a recession was coming. It’s the definitive book on real estate during the bubble years—and what happened when that enormous bubble exploded.
Starting in 1997, Bob Chapman and Barry-Wehmiller have pioneered a dramatically different approach to leadership that creates off-the-charts morale, loyalty, creativity, and business performance. The company utterly rejects the idea that employees are simply functions, to be moved around, "managed" with carrots and sticks, or discarded at will. Instead, Barry-Wehmiller manifests the reality that every single person matters, just like in a family. That’s not a cliché on a mission statement; it’s the bedrock of the company’s success.
During tough times a family pulls together, makes sacrifices together, and endures short-term pain together. If a parent loses his or her job, a family doesn’t lay off one of the kids. That’s the approach Barry-Wehmiller took when the Great Recession caused revenue to plunge for more than a year. Instead of mass layoffs, they found creative and caring ways to cut costs, such as asking team members to take a month of unpaid leave. As a result, Barry-Wehmiller emerged from the downturn with higher employee morale than ever before.
It’s natural to be skeptical when you first hear about this approach. Every time Barry-Wehmiller acquires a company that relied on traditional management practices, the new team members are skeptical too. But they soon learn what it’s like to work at an exceptional workplace where the goal is for everyone to feel trusted and cared for—and where it’s expected that they will justify that trust by caring for each other and putting the common good first.
Chapman and coauthor Raj Sisodia show how any organization can reject the traumatic consequences of rolling layoffs, dehumanizing rules, and hypercompetitive cultures. Once you stop treating people like functions or costs, disengaged workers begin to share their gifts and talents toward a shared future. Uninspired workers stop feeling that their jobs have no meaning. Frustrated workers stop taking their bad days out on their spouses and kids. And everyone stops counting the minutes until it’s time to go home.
This book chronicles Chapman’s journey to find his true calling, going behind the scenes as his team tackles real-world challenges with caring, empathy, and inspiration. It also provides clear steps to transform your own workplace, whether you lead two people or two hundred thousand. While the Barry-Wehmiller way isn’t easy, it is simple. As the authors put it:
"Everyone wants to do better. Trust them. Leaders are everywhere. Find them. People achieve good things, big and small, every day. Celebrate them. Some people wish things were different. Listen to them. Everybody matters. Show them."
From the Hardcover edition.
In this book, Whole Foods Market cofounder John Mackey and professor and Conscious Capitalism, Inc. cofounder Raj Sisodia argue for the inherent good of both business and capitalism. Featuring some of today’s best-known companies, they illustrate how these two forces can—and do—work most powerfully to create value for all stakeholders: including customers, employees, suppliers, investors, society, and the environment.
These “Conscious Capitalism” companies include Whole Foods Market, Southwest Airlines, Costco, Google, Patagonia, The Container Store, UPS, and dozens of others. We know them; we buy their products or use their services. Now it’s time to better understand how these organizations use four specific tenets—higher purpose, stakeholder integration, conscious leadership, and conscious culture and management—to build strong businesses and help advance capitalism further toward realizing its highest potential.
As leaders of the Conscious Capitalism movement, Mackey and Sisodia argue that aspiring leaders and business builders need to continue on this path of transformation—for the good of both business and society as a whole.
At once a bold defense and reimagining of capitalism and a blueprint for a new system for doing business grounded in a more evolved ethical consciousness, this book provides a new lens for individuals and companies looking to build a more cooperative, humane, and positive future.
Patagonia, named by Fortune in 2007 as the coolest company on the planet, has earned a reputation as much for its ground-breaking environmental and social practices as for the quality of its clothes. In this exceptionally frank account, Chouinard and Stanley recount how the company and its culture gained the confidence, by step and misstep, to make its work progressively more responsible, and to ultimately share its discoveries with companies as large as Wal-Mart or as small as the corner bakery.
In plain, compelling prose, the authors describe the current impact of manufacturing and commerce on the planet’s natural systems and human communities, and how that impact now forces business to change its ways. The Responsible Company shows companies how to reduce the harm they cause, improve the quality of their business, and provide the kind of meaningful work everyone seeks. It concludes with specific, practical steps every business can undertake, as well as advice on what to do, in what order.
This is the first book to show companies how to thread their way through economic sea change and slow the drift toward ecological bankruptcy. Its advice is simple but powerful: reduce your environmental footprint (and its skyrocketing cost), make legitimate products that last, reclaim deep knowledge of your business and its supply chain to make the most of opportunities in the years to come, and earn the trust you’ll need by treating your workers, customers and communities with respect.
Critically acclaimed author and investigative journalist Jeff Benedict (a Mormon himself) examines these highly successful business execs and discovers how their beliefs have influenced them, and enabled them to achieve incredible success.With original interviews and unparalleled access, Benedict shares what truly drives these individuals, and the invaluable life lessons from which anyone can benefit.
In the past, the business world favored the aggressive "Type A" personality. But in these unsettled times, being courteous and thoughtful has proven to be a more effective way to win clients and customers and influence others. The competitive advantage depends on your ability to use your emotional intelligence and social graces to take your career to the next level.
In POISED FOR SUCCESS, Jacqueline Whitmore states that good business etiquette is important, but she also knows that there is more to becoming invaluable at work than simply mastering good behavior. In order to be poised for success, you must cultivate what Jacqueline calls the four "P" qualities: Presence, Polish, Professionalism, and Passion. These include how to:
-Package yourself for success by refining your personal brand
-Nurture professional relationships with flair
-Master the five ways to make yourself more memorable
-Learn the seven unwritten rules of workplace etiquette
Whitmore, using her 15 years of experience as a protocol and etiquette expert, will arm you with the skills to become more self-aware, more confident and comfortable in your own skin, and better able to communicate with others in a credible, authentic manner.
Minding your manners is an acquired skill, but what serves you well elsewhere could trip you up in Japan. Save yourself possible embarrassment with Etiquette Guide to Japan. An inside look at Japanese social graces, it answers all the questions of the thoughtful traveler. Extensive, specific information on Japanese business etiquette assists readers traveling to Japan for business.
Although often overshadowed by a modern facade, long–standing traditional aspects of Japan's culture still influence the country and almost everyone in it. Concrete evidence of this traditional culture can be seen everywhere—in the ancient arts and crafts that are still important parts of everyday life, in the many shrines and temples that dot the nation, and in the modern comeback of traditional fashions such as kimono and yakata robes.
To many Western visitors, however, the most obvious example of this traditional culture's strength is the unique etiquette of the Japanese. Like many nations, Japan has experienced vast political, social, and economic change over the past century. But enough of Japan's traditional etiquette remains to set the Japanese apart socially and psychologically, and to make success in socializing and doing business with them a special challenge for Westerners.
About this new version:
This updated and expanded edition of the best-selling Japanese etiquette guide addresses not just the puzzling protocols relating to name cards, bowing or shaking hands, bathrooms and public baths—but also what to do when entertaining Japanese dinner guests, attending a Japanese tea ceremony, taking the subway, and much more! It also provides the latest etiquette in mobile phone manners, texting, social media and other forms of digital communication.
The glossary at the back of the book has been revised to include the latest technology-related words and expressions used by Japanese today. Two new chapters address the changing role of foreigners in the workplace and the contemporary business style and etiquette used by the younger generation of Japanese who are now increasingly cosmopolitan—but still very Japanese!
New Revelations: Featuring 15 explosive new chapters, this expanded edition of Perkins's classic bestseller brings the story of economic hit men (EHMs) up to date and, chillingly, home to the US. Over 40 percent of the book is new, including chapters identifying today's EHMs and a detailed chronology extensively documenting EHM activity since the first edition was published in 2004.
Former economic hit man John Perkins shares new details about the ways he and others cheated countries around the globe out of trillions of dollars. Then he reveals how the deadly EHM cancer he helped create has spread far more widely and deeply than ever in the US and everywhere else—to become the dominant system of business, government, and society today. Finally, he gives an insider view of what we each can do to change it.
Economic hit men are the shock troops of what Perkins calls the corporatocracy, a vast network of corporations, banks, colluding governments, and the rich and powerful people tied to them. If the EHMs can't maintain the corrupt status quo through nonviolent coercion, the jackal assassins swoop in. The heart of this book is a completely new section, over 100 pages long, that exposes the fact that all the EHM and jackal tools—false economics, false promises, threats, bribes, extortion, debt, deception, coups, assassinations, unbridled military power—are used around the world today exponentially more than during the era Perkins exposed over a decade ago.
The material in this new section ranges from the Seychelles, Honduras, Ecuador, and Libya to Turkey, Western Europe, Vietnam, China, and, in perhaps the most unexpected and sinister development, the United States, where the new EHMs—bankers, lobbyists, corporate executives, and others—“con governments and the public into submitting to policies that make the rich richer and the poor poorer.”
But as dark as the story gets, this reformed EHM also provides hope. Perkins offers a detailed list of specific actions each of us can take to transform what he calls a failing Death Economy into a Life Economy that provides sustainable abundance for all.
Readers of this book will gain a clear understanding of what really makes the Japanese, and their society, tick. Among the topics explored: aimai (ambiguity), amae (dependence upon others' benevolence), amakudari (the nation's descent from heaven), chinmoku (silence in communication), gambari (perseverence), giri (social obligation), haragei (literally, "belly art"; implicit, unspoken communication), kenkyo (the appearance of modesty), sempai-kohai (seniority), wabi-sabi (simplicity and elegance), and zoto (gift giving), as well as discussions of child-rearing, personal space, and the roles of women in Japanese society. Includes discussion topics and questions after each chapter.
All in all, this book is an easy-to-use introduction to the distinguishing characteristics of Japanese society; an invaluable resource for anyone—business people, travelers, or students—perfect for course adoption, but also for anyone interested in Japanese culture.
Next in this series:
Now available separately, Japanese Culture: The Religious and Philosophical Foundations is a fascinating journey through Japan's rich cultural history.
Currently Americans spend a staggering $200 billion each year on prescription drugs. As Dr. Angell powerfully demonstrates, claims that high drug prices are necessary to fund research and development are unfounded: The truth is that drug companies funnel the bulk of their resources into the marketing of products of dubious benefit. Meanwhile, as profits soar, the companies brazenly use their wealth and power to push their agenda through Congress, the FDA, and academic medical centers.
Zeroing in on hugely successful drugs like AZT (the first drug to treat HIV/AIDS), Taxol (the best-selling cancer drug in history), and the blockbuster allergy drug Claritin, Dr. Angell demonstrates exactly how new products are brought to market. Drug companies, she shows, routinely rely on publicly funded institutions for their basic research; they rig clinical trials to make their products look better than they are; and they use their legions of lawyers to stretch out government-granted exclusive marketing rights for years. They also flood the market with copycat drugs that cost a lot more than the drugs they mimic but are no more effective.
The American pharmaceutical industry needs to be saved, mainly from itself, and Dr. Angell proposes a program of vital reforms, which includes restoring impartiality to clinical research and severing the ties between drug companies and medical education. Written with fierce passion and substantiated with in-depth research, The Truth About the Drug Companies is a searing indictment of an industry that has spun out of control.
Doing Business by the Good Book shares the inspiring lessons culled straight from the Bible, that Steward used to build his privately held billion-dollar company into a global information technology enterprise.
When Michael Woodford was made president of Olympus—the company to which he had dedicated thirty years of his career—he became the first Westerner ever to climb the ranks of one of Japan’s corporate giants. Some wondered at the appointment—how could a gaijin who didn’t even speak Japanese understand how to run a Japanese company? But within months Woodford had gained the confidence of most of his colleagues and shareholders. Unfortunately, soon after, his dream job turned into a nightmare.
The trouble began when Woodford learned about a series of bizarre mergers and aquisitions deals totaling $1.7 billion—a scandal that threatened to bring down the entire company if exposed. He turned to his fellow executives— including the chairman who had promoted him Tsuyoshi Kikukawa—for answers. But instead of being heralded as a hero for trying to save the company, Woodford was met with vague responses and hostility—a clear sign of a cover up. Undeterred, he demanded to be made CEO so he could have more leverage with his board and continue to search for the truth. Then, just weeks after being granted the top title, he was fired in a boardroom coup that shocked Japan and the business world at large. Worried his former bosses might try to silence him, Woodford immediately fled the country in fear of his life and went straight to the press—making him the first CEO of a global multinational to blow the whistle on his own company.
Following his dismissal, Woodford faced months of agonizing pressure that at times threatened his health and his family life. But instead of succumbing he persisted, and eventually the men who had ousted him were held to account. Now, Woodford recounts his almost unbelievable true story—from the e-mail that first alerted him to the scandal, to the terrifying rumors of involvement with the Japanese mafia, to the stream of fruitless denials that continued to emanate from Olympus in an effort to cover up the scandal. He also paints a devastating portrait of corporate Japan—an insular, hierarchy-driven culture that prefers maintaining the status quo to exposing ugly truths.
The result is a deeply personal memoir that reads like a thriller narrative. As Woodford puts it, “I thought I was going to run a health-care and consumer electronics company, but found I had walked into a John Grisham novel.”
So begins the MBA Oath, conceived in early 2009 by Max Anderson, Peter Escher, and a team of Harvard Business School students. They saw that in the wake of the financial crisis, the Madoff scandal, and other headlines, MBAs were being vilified. People were angry because business leaders, many of whom were MBAs, seemed not to care about anything beyond their own private interests. Many began to question the worth of business schools and the MBA degree.
The oath quickly spread beyond Harvard, becoming a worldwide movement for a new generation of leaders who care about society as well as the bottom line. Thousands of graduating MBAs have now pledged to conduct themselves with honesty and integrity, just as medical students swear by the Hippocratic oath before they can practice.
This book is the manifesto for the movement. It provides not only a strong case for why the MBA Oath is necessary but also examples of how it can be applied in the real world. It will help guide businesspeople through some of the toughest decisions they'll make in their careers.
Does an individual have to be born with an outgoing personality or a great sense of intuition to succeed relationally? When it comes to people skills, are there simply the haves and the have-nots?and we just have to accept whatever abilities God has given us?
In this interactive workbook, great for individual or group study, best-selling author John C. Maxwell halps you answer these questions while leading you through the 25 People Principles, which are designed to help make you relationally successful.
Features include:Questions for in-depth study and reflectionInsightful quotesA system to help you learn and understand the 25 Key People Principles
In life, the skills you use and the people you choose will make or break you. Winning with People Workbook divided the 25 People Principles according to five critical questions we must ask ourselves if we want to win with people:Readiness: Are we prepared for relationships?Connection: Are we willing to focus on others?Trust: Can we build mutual trust?Investment: Are we willing to invest in others?Synergy: Can we create a win-win relationship?
Learn and practice the 25 People Principles and you will not only be able to answer each of these questions in a positive way, but you will become skillful relationally?able to build healthy, effective, and fulfilling relationships. And once you can do that, you will become the kind of person who makes others successful too!
It was one of the FBI's biggest secrets: a senior executive with America's most politically powerful corporation, Archer Daniels Midland, had become a confidential government witness, secretly recording a vast criminal conspiracy spanning five continents. Mark Whitacre, the promising golden boy of ADM, had put his career and family at risk to wear a wire and deceive his friends and colleagues. Using Whitacre and a small team of agents to tap into the secrets at ADM, the FBI discovered the company's scheme to steal millions of dollars from its own customers.
But as the FBI and federal prosecutors closed in on ADM, using stakeouts, wiretaps, and secret recordings of illegal meetings around the world, they suddenly found that everything was not all that it appeared. At the same time Whitacre was cooperating with the Feds while playing the role of loyal company man, he had his own
agenda he kept hidden from everyone around him—his wife, his lawyer, even the FBI agents who had come to trust him with the case they had put their careers on the line for. Whitacre became sucked into his own world of James Bond antics, imperiling the criminal case and creating a web of deceit that left the FBI and prosecutors uncertain where the lies stopped and the truth began.
In this gripping account unfolds one of the most captivating and bizarre tales in the history of the FBI and corporate America. Meticulously researched and richly told by New York Times senior writer Kurt Eichenwald, The Informant re-creates the drama of the story, beginning with the secret recordings, stakeouts, and interviews with suspects and witnesses to the power struggles within ADM and its board—including the high-profile chairman Dwayne Andreas, F. Ross Johnson, and Brian Mulroney—to the big-gun Washington lawyers hired by ADM and on up through the ranks of the Justice Department to FBI Director Louis Freeh and Attorney General Janet Reno.
A page-turning real-life thriller that features deadpan FBI agents, crooked executives, idealistic lawyers, and shady witnesses with an addiction to intrigue, The Informant tells an important and compelling story of power and betrayal in America
From the Trade Paperback edition.
We count on the experts. We count on them to tell us who to vote for, what to eat, how to raise our children. We watch them on TV, listen to them on the radio, read their opinions in magazine and newspaper articles and letters to the editor. We trust them to tell us what to think, because there’s too much information out there and not enough hours in a day to sort it all out.
We should stop trusting them right this second.
In their new book Trust Us, We’re Experts!: How Industry Manipulates Science and Gambles with Your Future, Sheldon Rampton and John Stauber, authors of Toxic Sludge Is Good For You, offer a chilling exposé on the manufacturing of "independent experts."
Public relations firms and corporations know well how to exploit your trust to get you to buy what they have to sell: Let you hear it from a neutral third party, like a professor or a pediatrician or a soccer mom or a watchdog group. The problem is, these third parties are usually anything but neutral. They have been handpicked, cultivated, and meticulously packaged in order to make you believe what they have to say—preferably in an "objective" format like a news show or a letter to the editor. And in some cases, they have been paid handsomely for their "opinions."
You think that nonprofit organizations just give away their stamps of approval on products? Bristol-Myers Squibb paid $600,000 to the American Heart Association for the right to display AHA’s name and logo in ads for its cholesterol-lowering drug Pravachol. SmithKline Beecham paid the American Cancer Society $1 million for the right to use its logo in ads for Beecham’s Nicoderm CQ and Nicorette anti-smoking ads.
You think that a study out of a prestigious university is completely unbiased? In 1997, Georgetown University’s Credit Research Center issued a study which concluded that many debtors are using bankruptcy as an excuse to wriggle out of their obligations to creditors. Former U.S. Treasury Secretary Lloyd Bentsen cited the study in a Washington Times column and advocated for changes in federal law to make it harder for consumers to file for bankruptcy relief. What Bentsen failed to mention was that the Credit Research Center is funded in its entirety by credit card companies, banks, retailers, and others in the credit industry; that the study itself was produced with a $100,000 grant from VISA USA, Inc. and MasterCard International; and that Bentsen himself had been hired to work as a credit-industry lobbyist.
You think that all grassroots organizations are truly grassroots? In 1993, a group called Mothers Opposing Pollution (MOP) appeared, calling itself "the largest women’s environmental group in Australia, with thousands of supporters across the country." Their cause: A campaign against plastic milk bottles. It turned out that the group’s spokesperson, Alana Maloney, was in truth a woman named Janet Rundle, the business partner of a man who did P.R. for the Association of Liquidpaperboard Carton Manufacturers—the makers of paper milk cartons.
You think that if a scientist says so, it must be true? In the early 1990s, tobacco companies secretly paid thirteen scientists a total of $156,000 to write a few letters to influential medical journals. One biostatistician received $10,000 for writing a single, eight-paragraph letter that was published in the Journal of the American Medical Association. A cancer researcher received $20,137 for writing four letters and an opinion piece to the Lancet, the Journal of the National Cancer Institute, and The Wall Street Journal.
Rampton and Sta...
Your work day is filled with them--people who frustrate, impede, maneuver, undermine, plot, connive, and whine. This indispensable guide details specific techniques for handling all of them, with easy-to-follow scenarios for every situation.
Updated and revised to reflect modern issues including technology, generation gaps, and language barriers, this guide describes 10 kinds of culprits, from tyrants and bullies (regular and cyber) to the pushy and presumptuous to connivers and camouflagers; and offers helpful strategies and phrases for diffusing workplace tensions and effectively resolving conflicts.
From the Trade Paperback edition.
In Extraordinary Circumstances, she recounts for the first time her journey from her close family upbringing in a small Mississippi town, to working motherhood and corporate success, to the pressures of becoming a whistleblower, to being named one of Time's 2002 Persons of the Year. She also provides a rare insider's glimpse into the spectacular rise and fall of WorldCom, a telecom titan, the darling of Wall Street, and a Cinderella story for Mississippi.
With remarkable candor, Cooper discusses her struggle to overcome these challenges, and how she has found healing through sharing the lessons learned with the next generation. This book reminds us all that ethical decision-making is not forged at the crossroads of major events but starts in childhood, "decision by decision and brick by brick."
At a time when corporate dishonesty is dominating public attention, Extraordinary Circumstances makes it clear that the tone set at the top is critical to fostering an ethical environment in the work-place. Provocative, moving, and intensely personal, Extraordinary Circumstances is a wake-up call to corporate leaders and an intimate glimpse at a scandal that shook the business world.
Flash Boys by Michael Lewis - A 30-Minute Instaread Summary Inside this Instaread Summary:
• Overview of the entire book
• Introduction to the important people in the book
• Summary and analysis of all the chapters in the book
• Key Takeaways of the book
• A Reader's Perspective
Preview of this summary:
In 2007, stock brokers were frustrated by the varying speed of communication between the Chicago Mercantile Exchange and the data center beside the Nasdaq stock exchange in Carteret, New Jersey. A former stock broker, Dan Spivey, researched the situation and discovered that most fiber optics buried between the two cities followed train tracks and major cities. The problem lay in the fact that this route was not straight, as was ideal for speed of communication, but made many twists and turns. Spivey studied maps and found a route following small paved roads and dirt roads that were straighter. Spivey traveled the route with a construction man, looking for obstacles. They were unable to find any.
Spivey founded a company with Jim Barskdale, the former CEO of Netscape Communications, called Spread Networks. Through this company they began the complicated process of laying the fiber. This included more than four hundred deals that had to be arranged with the many towns the route transected.
Spivey contacted construction engineer Steve Williams, and asked him to supervise the laying of fifty miles of fiber, starting in Cleveland. Williams did such a good job, Spivey and Barskdale hired him to supervise the complete installation. Williams and Spivey disagreed on the route on many occasions. Spivey was frustrated with Williams’ attempts to avoid obstacles by deviating from the route and Williams did not understand why the straight route was so important.
A full year after Spread began burying the fiber, their project remained a secret. Even their workers were kept in the dark to protect the project from being blown out of the water by unwanted competition. Then it was time to begin selling the line to Wall Street. Unfortunately, it was difficult to prove the value of their product, let alone prove that it existed. To solve this, Spivey went to sales meetings with a large map that showed the route of the fiber as well as pictures of the amplifiers built inside maximum security bunkers along the route. The reception was not always good. Many disliked the language of the contract Spread wanted them to sign, especially the language that kept the companies from sharing the line with their clients.
Spread ran into multiple problems finishing their project. One held them up for some time while they struggled to find a way to bury cable under a river. They eventually found a tunnel that worked perfectly for their purposes. Another was the hostility they faced in a small town in Pennsylvania when they attempted to get permission to dig under a parking lot that blocked their route.....
For the past seven years, Geoffrey James has written a daily blog that's become one of the most popular business-focused destinations on the web. In BUSINESS WITHOUT THE BULLSH*T, readers will learn surprising but tried-and-true secrets about being an extraordinary boss, coping with annoying coworkers, and navigating the thorny problems that recur in every workplace.
Tips from BUSINESS WITHOUT THE BULLSH*T:
Long work hours mean less work gets done. Multiple studies reveal that working 60 rather than 40 hours a week makes you slightly more productive but only for a little while. After about three weeks, people get burned out, get sick and go absent, and start making avoidable errors.
What every boss wants from you. From your boss's perspective your real job is to make the boss successful. There are no exceptions to this rule.
Why your resume is your enemy. Only write a resume after you're talking to people inside the hiring firm. Then, customize it to match what you've discovered that they really what.
That’s the question being asked by business leaders and business school administrators across America as our country witnesses a wave of financial scandals.
The Seven Layers of Integrity® both answers that question and provides a model that serves as a learning tool and a decision-making mechanism.
The authors believe people can be taught to behave ethically – and they start by examining the reason people raise this question in the first place.
Common thinking is that by the time people reach adulthood their value systems are already in place – they are either ethical or not ethical. This is classic contemporary American thinking characterized by binary, mutually exclusive options; sound bite analysis; and an easy litmus test for the integrity of degree candidates, job applicants and business people. As with most ideas having these characteristics, it falls apart under even limited scrutiny.
The solution to the business ethics problem lies in corporate culture, and the authors speak from their own familiarity, after years of business consulting, with the impact of corporate culture on human behavior.
The number of ethical dilemmas available to the human race is without limits. Therefore, it is imperative that we teach people how to think about the decisions they may face.
Management and employees need an understanding of how to analyze and resolve the day-to-day ethical questions encountered in a business setting. Standards of behavior do exist and The Seven Layers of Integrity® provides a method for examining those standards.
But in addition, business people should have a process to use when encountering new territory, a model that helps to clarify their thinking and a basic understanding of how to recognize and resolve ethical problems in business operations.
This book presents that method.
Koreans have a unique character and personality that sets them apart from all other Asians. And although Korean attitudes and behavior may be influenced by the modern world, the Korean mindset is still very much shaped by ancient culture and traditions. As is the case with all ancient cultures created within highly refined and meticulously structured social systems over thousands of years, one of the keys to understanding traditional Korean attitudes and behavior is the language of the people—or more precisely, key words in the language. These key words provide access to the Korean mind—to core concepts and emotions, the attitudes and feelings that make up the Korean psyche. These key terms reveal both the heart and soul of Koreans and provide bridges for communicating and interacting with Koreans on the most fundamental level.
In The Korean Mind, Boye Lafayette De Mente explores the meanings and cultural context of the most important "code words" of the Korean language, terms whose significance goes well beyond their literal definitions, providing an insight into Korean culture and the personality of the Korean people.
Keywords include:Aboji, Ah-boh-jee — The "Father Culture"Anae, Ah-negh — Wives: The Inside PeopleHan Yak, Hahn Yahk — The Herbal Way to HealthInnae, Een-nay — A Culture of EnduringKatun Sosuy Pap, Kaht-unn Soh-suut Pahp — Eating from the Same Rice BowlAnd over 200 more…
Khurana begins in the late nineteenth century, when members of an emerging managerial elite, seeking social status to match the wealth and power they had accrued, began working with major universities to establish graduate business education programs paralleling those for medicine and law. Constituting business as a profession, however, required codifying the knowledge relevant for practitioners and developing enforceable standards of conduct. Khurana, drawing on a rich set of archival material from business schools, foundations, and academic associations, traces how business educators confronted these challenges with varying strategies during the Progressive era and the Depression, the postwar boom years, and recent decades of freewheeling capitalism.
Today, Khurana argues, business schools have largely capitulated in the battle for professionalism and have become merely purveyors of a product, the MBA, with students treated as consumers. Professional and moral ideals that once animated and inspired business schools have been conquered by a perspective that managers are merely agents of shareholders, beholden only to the cause of share profits. According to Khurana, we should not thus be surprised at the rise of corporate malfeasance. The time has come, he concludes, to rejuvenate intellectually and morally the training of our future business leaders.