A Business and Labour History of Britain: Case studies of Britain in the Nineteenth and Twentieth Centuries

Springer
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By bringing together and critically engaging with accounts of certain themes in business and labour history, and utilizing original research, this book aims to widen understanding of industrial society and provide a background to further study and research in the area management and labour relations history.
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About the author

MIKE RICHARDSON is an Associate Fellow in Human Resource Management at the University of the West of England, UK. His research interests include UK labour history, contemporary industrial relations, labour process and the sociology of work.
His recent co-authored publications include Partnership and the High Performance Workplace: Work and Employment Relations in the Aerospace Industry, The Reality of Partnership at Work, Flexibility at Work, Critical Developments in the International Automobile Industry, and We Sell Our Time No More: Workers' struggles against lean production in the British car industry.

PETER NICHOLLS is Head of the Human Resource Management department, and an international coordinator for overseas programmes at the University of the West of England, UK. He has taught on the MBA Programme at the University of Shenzen, China. His research interests are in business and labour history, industrial sociology, the labour process and Bolivian labour markets. Peter co-edited the 1st and 2nd editions of Employee Relations and his other publications include: 'Bolivia: Between a Rock and a Hard Place'; in Capital and Class.
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Additional Information

Publisher
Springer
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Published on
Aug 31, 2011
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Pages
210
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ISBN
9780230337008
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Language
English
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Genres
Business & Economics / Consumer Behavior
Business & Economics / Economic History
Business & Economics / Labor
Business & Economics / Management
Business & Economics / Organizational Behavior
Business & Economics / Strategic Planning
History / Europe / Great Britain / General
Political Science / General
Social Science / Sociology / General
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Content Protection
This content is DRM protected.
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New York Times bestseller

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If you said advertising, think again. People don’t listen to advertisements, they listen to their peers. But why do people talk about certain products and ideas more than others? Why are some stories and rumors more infectious? And what makes online content go viral?

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Concept of the Corporation was the first study ever of the constitution, structure, and internal dynamics of a major business enterprise. Basing his work on a two-year analysis of the company done during the closing years of World War II, Drucker looks at the General Motors managerial organization from within. He tries to understand what makes the company work so effectively, what its core principles are, and how they contribute to its successes. The themes this volume addresses go far beyond the business corporation, into a consideration of the dynamics of the so-called corporate state itself.

When the book initially appeared, General Motors managers rejected it as unfairly critical and antibusiness. Yet, the GM concept of the corporation and its principles of organization later became models for organizations worldwide. Not only businesses, but also government agencies, research laboratories, hospitals, and universities have found in Concept of the Corporation a basis for effective organization and management.

Because it offers a fundamental theory of corporate goals, this book is a valuable resource for business professionals and organization analysts. It will also be of interest to students and professionals in economics, public administration, and political science. Professional and technical readers who admire Peter Drucker's work will want to be certain this volume is in their personal library. At a time when everything from the size to the structure of corporations is being questioned, this classic should prove a valuable guide.

"Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture."
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"[Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking."
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This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower.

Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as:

How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers?

Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting.

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The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

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The Study
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?

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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.

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Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

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Perhaps, but who can afford to ignore these findings?

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