"Probably America's most prominent Marxist economist."—The New York Times
Capitalism as a system has spawned deepening economic crisis alongside its bought-and-paid-for political establishment. Neither serves the needs of our society. Whether it is secure, well-paid, and meaningful jobs or a sustainable relationship with the natural environment that we depend on, our society is not delivering the results people need and deserve.
One key cause for this intolerable state of affairs is the lack of genuine democracy in our economy as well as in our politics. The solution requires the institution of genuine economic democracy, starting with workers managing their own workplaces, as the basis for a genuine political democracy.
Here Richard D. Wolff lays out a hopeful and concrete vision of how to make that possible, addressing the many people who have concluded economic inequality and politics as usual can no longer be tolerated and are looking for a concrete program of action.
Richard D. Wolff is professor of Economics emeritus at the University of Massachusetts, Amherst. He is currently a visiting professor at the New School University in New York. Wolff is the author of many books, including Capitalism Hits the Fan: The Global Economic Meltdown and What to Do About It. He hosts the weekly hour-long radio program Economic Update on WBAI (Pacifica Radio) and writes regularly for The Guardian, Truthout.org, and the MRZine.
For students in the one-semester MBA Managerial Economics course. This book is also suitable for all readers interested in the field of managerial economics.
Economics for Managers presents the fundamental ideas of microeconomics and macroeconomics and integrates them from a managerial decision-making perspective in a framework that can be used in a single-semester course.
To be competitive in today’s business environment, managers must understand how economic forces affect their business and the factors that must be considered when making business decisions.¿ This is the only book that provides business students and MBAs with a thorough and applied understanding of both micro- and macroeconomic concepts in a way non-economics majors can understand.
The third edition retains all the same core concepts and straightforward material on micro- and macroeconomics while incorporating new case material and real-world examples that relate to today’s managerial student.
Covers the key areas of organizational models, frombureaucracies and infocracies to chaordic alliances and workerdemocracies
Examples and lessons from some of the world's most successfulbusinesses, including ASEA Brown Boveri, Bowstreet, Inc., MondragonCooperative Corporation, Softopia Japan, The Thread, and VR TechnoJapan, and ideas from the smartest thinkers, including Lynda M.Applegate, Christopher Bartlett and Sumantra Goshal, Dee Hock,James Clawson, Geert Hofstede, Robert Hormats, Henry Mintzberg,Gareth Morgan, Denise M. Rousseau, and Don Tapscott
Includes a glossary of key concepts and a comprehensiveresources guide
In every manager’s career there are moments wheredecisions need to be made in order to achieve success and thissmart, nicely packaged little book can be there to help each time.The trick to succeeding in these moments is to identify each ofthese situations ahead of time and understand how to act and whatto do to reduce the chances of failure. That is exactly what TheLittle Black Book for Managers has done. The authors havelisted a whole host of situations most managers face, based onthousands of personal experiences, and have mapped out how to dealwith each situation. The book contains specific examples of wordsand phrases that can be used as well as illustrations and exercisesto analyse your current performance. It is short on waffle and highon practical wisdom. It is designed to be dipped in and out of– reached for whenever a situation arises. This is apractical support tool for managers at all levels, from shop-floorsupervisor to main board director.
The Little Black Book for Managers explains how to dealwith scenarios such as;Having a lack of confidence to deal with other people in theway that is neededTimes when you have to assert your authority moreAllocating critical work. Who to choose?Needing to get extra effort from the team when underpressureIncentivisingDelegationHaving to deal with under-performersPersonality clashes between work colleaguesManaging a meeting with senior leaders
Over the past 100 years, the IBM Corporation has survived several recessions and innumerable twists and turns in the global technology market. And even in an economy of global recession, this icon continues to repeat remarkable performance after remarkable performance—reinventing the meaning of corporate sustainability, employee loyalty and value-added leadership—and followed by memorable customer service.
Repeat the Remarkable reveals the leadership lessons of a top IBM leadership development trainer. In it, Holley gives you the tools to tap into your own personal success—so you can lead your company to remarkable and repeatable performances
Perry Holley is program director, IBM Leadership Development.