This tradition of civic nationalism held sway at America's founding and in the Progressive Era. Pickus explores how, from James Madison to Teddy Roosevelt, its proponents sought to combine reason and reverence and to balance inclusion and exclusion. He takes us through controversies over citizenship for blacks and the rights of aliens at the nation's founding, examines the interplay of ideas and institutions in the Americanization movement in the 1910s and 1920s, and charts how both left and right promoted a policy of neglect toward immigrants and toward citizenship in the second half of the twentieth century.
True Faith and Allegiance shows that contemporary debates over a range of immigration and citizenship policies cannot be resolved by appeals to fixed notions of creed or culture, but require a supple civic nationalism that bridges the gap between immigrants' needs and American principles and practices. It is critical reading for scholars, policy makers, and all who care about immigrants and about America.
"Valeria Luiselli's extended essay on her volunteer work translating for child immigrants confronts with compassion and honesty the problem of the North American refugee crisis. It's a rare thing: a book everyone should read." —Stephen Sparks, Point Reyes Books
"Tell Me How It Ends evokes empathy as it educates. It is a vital contribution to the body of post-Trump work being published in early 2017." —Katharine Solheim, Unabridged Books
"While this essay is brilliant for exactly what it depicts, it helps open larger questions, which we're ever more on the precipice of now, of where all of this will go, how all of this might end. Is this a story, or is this beyond a story? Valeria Luiselli is one of those brave and eloquent enough to help us see." —Rick Simonson, Elliott Bay Book Company
"Appealing to the language of the United States' fraught immigration policy, Luiselli exposes the cracks in this foundation. Herself an immigrant, she highlights the human cost of its brokenness, as well as the hope that it (rather than walls) might be rebuilt." —Brad Johnson, Diesel Bookstore
"The bureaucratic labyrinth of immigration, the dangers of searching for a better life, all of this and more is contained in this brief and profound work. Tell Me How It Ends is not just relevant, it's essential." —Mark Haber, Brazos Bookstore
"Humane yet often horrifying, Tell Me How It Ends offers a compelling, intimate look at a continuing crisis—and its ongoing cost in an age of increasing urgency." —Jeremy Garber, Powell's Books
Many people today find that their prayers don’t “work.” And like a broken cell phone, DVD player, or TV remote, they throw prayer out as unnecessary “clutter” in their busy lives. Anne Graham Lotz has found that while prayer does work, sometimes the “pray-ers” don’t. So she has turned to the prophet Daniel for help.
The Daniel Prayer is born deep within your soul, erupts through your heart, and pours out on your lips, words created by and infused with the Spirit of God quivering with spiritual electricity. It’s really not an everyday type of prayer. It’s a prayer birthed under pressure. Heartache. Grief. Desperation. It can be triggered by a sudden revelation of hope. An answer to prayer, a promise freshly received, a miracle that lies just over the horizon.
Join Anne in a thrilling discovery of prayer that really works.
For extended study into The Daniel Prayer message, Anne has also created The Daniel Prayer video study and study guide. Available now.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
The Peter Principle, the eponymous law Dr. Laurence J. Peter coined, explains that everyone in a hierarchy—from the office intern to the CEO, from the low-level civil servant to a nation’s president—will inevitably rise to his or her level of incompetence. Dr. Peter explains why incompetence is at the root of everything we endeavor to do—why schools bestow ignorance, why governments condone anarchy, why courts dispense injustice, why prosperity causes unhappiness, and why utopian plans never generate utopias.
With the wit of Mark Twain, the psychological acuity of Sigmund Freud, and the theoretical impact of Isaac Newton, Dr. Laurence J. Peter and Raymond Hull’s The Peter Principle brilliantly explains how incompetence and its accompanying symptoms, syndromes, and remedies define the world and the work we do in it.
Few books in computing have had as profound an influence on software management as Peopleware . The unique insight of this longtime best seller is that the major issues of software development are human, not technical. They’re not easy issues; but solve them, and you’ll maximize your chances of success.
“Peopleware has long been one of my two favorite books on software engineering. Its underlying strength is its base of immense real experience, much of it quantified. Many, many varied projects have been reflected on and distilled; but what we are given is not just lifeless distillate, but vivid examples from which we share the authors’ inductions. Their premise is right: most software project problems are sociological, not technological. The insights on team jelling and work environment have changed my thinking and teaching. The third edition adds strength to strength.”
— Frederick P. Brooks, Jr., Kenan Professor of Computer Science, University of North Carolina at Chapel Hill, Author of The Mythical Man-Month and The Design of Design
“Peopleware is the one book that everyone who runs a software team needs to read and reread once a year. In the quarter century since the first edition appeared, it has become more important, not less, to think about the social and human issues in software develop¿ment. This is the only way we’re going to make more humane, productive workplaces. Buy it, read it, and keep a stock on hand in the office supply closet.”
—Joel Spolsky, Co-founder, Stack Overflow
“When a book about a field as volatile as software design and use extends to a third edition, you can be sure that the authors write of deep principle, of the fundamental causes for what we readers experience, and not of the surface that everyone recognizes. And to bring people, actual human beings, into the mix! How excellent. How rare. The authors have made this third edition, with its additions, entirely terrific.”
—Lee Devin and Rob Austin, Co-authors of The Soul of Design and Artful Making
For this third edition, the authors have added six new chapters and updated the text throughout, bringing it in line with today’s development environments and challenges. For example, the book now discusses pathologies of leadership that hadn’t previously been judged to be pathological; an evolving culture of meetings; hybrid teams made up of people from seemingly incompatible generations; and a growing awareness that some of our most common tools are more like anchors than propellers. Anyone who needs to manage a software project or software organization will find invaluable advice throughout the book.
Being a manager can be an intimidating and challenging task. Managing involves teaching new skills to employees, helping land a new customer, accomplishing an important assignment, increasing performance, and much more. The process of management can be very challenging at times, but it can also bring you a sense of fulfillment that you never imagined possible.
Managing For Dummies, 3rd Edition is perfect for all levels of managers. This clearly written, easy-to-understand guide gives you practical advice on the most important aspects of managing, such as delegating as opposed to ordering, improving employees' performances, getting your message across, understanding ethics and office policies, team building and collaboration, and much more.Tips and advice for new and experienced managers All-new chapters on employee encouragement and corporate social responsibility Guidance on managing employees by leveraging the power of the Internet
Managing in today's lightning-speed business world requires that you have the latest information and techniques for getting the job done. Managing For Dummies, 3rd Edition provides you with straightforward advice and up-to-the-minute strategies for dealing with anything that comes your way.