Management & Organisation Behaviour - Essay Example

of the of the Bibliography Arckatty, Dr. Suresh. I Can. Bangalore: Vasan Publications, 2007. Dr.Suresh Arckatty, author of "I Can" is the Dean of one of India's biggest Business Schools with over 20,000 students on roll. He has been facilitating the students' training process, and in finding placements for students in the Corporate World. Most accomplished people attribute their succes to their frit and determination tomvoe up in life through the right attitude, confidence and communication skills. Written in lucid style with narratives and life - situations from the corporate life, this book provides a proven recipe for a step-by-step journey towards success. "I Can" has been rated a very practical and pragmatic guide to anyone who wants ro reach higher levels of excelence in life. This book reassures that, success is within the reach of any resolute individual, who is willing to make certain minor behavioral modifications. Primarily targeted at ambitious young adults with self - suspecting tendencies, this book provides ample clarity to all career - seekers on how to do well in their lives. This book presents a simple and eminently do - able process, bound to benefit millions world - wide. One could say a one-stop shop for success. 2. Byrne, Jack Welch & John A. Straight from the Gut. New York: Warner Books Inc., 2003. Jack Welch, the author of the book "Straight from the Gut" was the Chairman and CEO of General Electric between 1981 and 2001. He used to be called as Neutron Jack and he was also referred as the world's toughest boss. And then Fortune called him "The Manager of the Century." In his twenty year career at the helm of General Electric, Jack Welch defied conventional wisdom and turned an aging behemoth of corporate innovatin. In his remarkable autobiography - the author taes us on the rough-and-tumble ride that has been his remarkable life. Jack Welch's memoir, JACK: Straight from the Gut, is part autobiography and part business theory text. Welch covers his fast trip from General Electric employee to General Electric CEO, his years in the top job (including an in-depth look at the philosophical positions he brought to and developed while holding that position) and the recent search for his replacement - a search that culminated with his retirement in 2001. In the end, however, JACK is less the story of its author and his theories than it is a love letter to the men and women who helped Jack Welch recreate General Electric over the past two decades. "Straight from the Gut" is an energizing book that tells an American dream story of an unconventional businessman who climbed to the top of one of the world's biggest companies and made it even bigger. Along the way, the reader meets a Jack Welch whose clear enthusiasm and affection for those with whom he worked stands in sharp contrast to his "Neutron Jack" reputation. 3. Charan, Larry Bossidy & Ram. Execution. London: Random House Business Books, 2002. Larry Bossidy is one of the world's most acclaimed CEOs, with a track record for delivering results that has few peers. Ram Charan is a legendary advisor to senior executives and boards of directors with unparalleled insight into why some companies are successful and others are not. The result is the book "Execution" people in business need today. One with a high practical framework for closing the gap between results promsed and results delivered. After a long, stellar career with GE, Larry Bossidy became CEO of Allied Signal and trasnformed it into one of the world's most admired companies. Accomplishments like 31 consecutive quarters of earnings-per-share growth of 13% or more don't just happen. They result from consistent practice of the discipline of execution: understanding how to link the three core processes of any business together: people, strategy and operations. The leader's most important job - selecting and appraising people - is one that should never be delegated. As a CEO Larry personally makes the calls to check references for key hires. This is because, with the right people in the right jobs there's a leadership gene pool that conceives and selects strategies that can be executed. People thn work together to create a strategy, building block-by-block - a strategy in synch with the realities of the makret place, the economy and the competition. It is then linked to an operating process that converts the strategy into specific programs and actions and that assigns accountability. 4. Evans, Dylan. Emotion: A very short Introduction. England: Oxford University Press, 2003. The word 'sentiment' has fallen on hard times. Today, it is hardly used, and its cousin, 'sentimental', has negative connotations. Two and a half centuries ago, towards the end of the Enlightenment, things were very different. Then, sentiment meant roughly what 'emotion' means today. The philosophers of the Enlightenment were fascinated by the emotions. David Hume, Adam Smith, and Thomas Reid all wrote at length about the sentiments and the passions. These thinkers believed that emotions were vital to individual and social existence. Smith did not just found the 'dismal science' (economics); he also helped to pioneer the 'sentimental science' (the psychology of emotion). In his first book, The Theory of Moral Sentiments (1759), he proposed that emotions were the thread that wove together the fabric of society. In this book the author argues for a return to the view of emotions as reason's ally, not its enemy. Like Smith and Hume, the author believes that the scientific study of emotion is not only possible, but of great value. This is not because he thinks we can ever reduce emotional experience to a dry formula. However, thinking more clearly about emotion need not be opposed to feeling more deeply. It is the hope of the author that knowing more about how emotions work can help us to lead richer lives, not poorer. At the very least, it can be exciting to learn about the recent scientific advances in our understanding of these mysterious phenomena. 5. Goldratt, Eliyahu M. The Goal. North river Press, 1992. Like other books by Goldratt, 'The Goal' is written as a piece of fiction. The main character is Alex Rogo, who manages a metalworking plant where everything is always behind schedule. His distant acquaintance, Jonah, who represents Goldratt himself, helps him solve the company's problems through a series of telephone calls and short meetings. A second story line, which only occasionally intersects with the main topic of the book, describes Alex's marital life. In the book Jonah teaches Alex Rogo by using the Socratic Method. Throughout the book whenever a meeting or telephone call dialogue happens with Jonah he poses a question to Alex Rogo or a member of his crew which in turn causes them to talk amongst themselves to come up with a solution to their problem. When Alex Rogo is with his wife he finds the Socratic method to be a way to fix his marriage which then he uses, with his crew, to come up with the five steps they should use to fix problems in the plant which ultimately leads him and Lou to think up the three things every division manager, the position Rogo is promoted to, should be able to do. The book gives a good example of the Evaporating Cloud thinking process when Alex Rogo wants to increase the plant's throughput but he can not do so according to a salesman, Johnny Jons, because there are not any deals available. However, later it turns out that there is a deal from a French client who wants a certain part at a low price and in a massive amount; the conflict being they won't make a big profit and Alex's plant can't produce the amount wanted in time. 6. judge, Stephen Robbins& Tim. Organizational Behavior. Prentice Hall Inc., 2006. The authors of the above book, Robbins & Judge provide the research needed in the language that students understand; accompanied with the best selling self-assessment software, SAL. Some topics include management functions; the social sciences; helping employees balance work and other responsibilities; improving people skills; improving customer service; motivational concepts; communication; power and politics; conflict and negotiation; culture; and stress management. Globally accepted and written by one of the most foremost authors in the field, this is a necessary read for all managers, human resource workers, and anyone needing to understand and improve their people skills. With its conversational writing style, cutting-edge content, current examples, the three-level integrative model, dialogues, and technological learning tools, "Organizational Behavior" remains the global book, used by more readers interested in the topic than any other since 1979. The book retains all of the best features of the previous editions, yet adds much more: contemporary issues and research have been included into a seamless, whole, and comprehensive tome. Many topics are comprehensively covered, but on the whole, this book is written in a conversational, easy to read style. Topics include: management functions; the social sciences; helping employees balance work and other responsibilities; improving people skills; improving customer service; motivational concepts; communication; power and politics; conflict and negotiation; culture; and stress management. 7. Matsushita, Konosuke. People Before Products . Tokyo: PHP Institute Inc., 1992. This realistic investigation of modern business reveals the board-room and executive-suite word of the top executive. With perception and candor the authors describe the qualifications, examine the problems, estimate the prospects, and consider the power and privileges of English, German, and American businessmen in a business society. Roy Lewis is co-author of The English Middle Classes, Professional People in England, and other social studies. A graduate of University college, Oxford, and the London School of Economics, he has had experienced in business and is now Washington correspondent for The Economist of London. Rosemary Stewart is a graduate of the universities of British Columbia and London, and has served with the British Institute of Management. Since 1959 she has been Director of the Acton Society, and independent research unit studying large-scale organizations, and has spent much time in the United States. In this thorough and straightforward examination of the "boss" in modern business civilization, the authors analyze the life and times of the top - level English executive with constant comparison to his American and German counterparts. 8. Raju, P.V.L. Workplace: Changing Perspectives. Hyderabad: ICFAI University Press, 2005. The author of this book holds a Masters degree in English literature and has a postgraduate diploma in Human Resource Management. He is a Certified Associate of Indian Institute of Bankers. He worked as a senior managerial position in a public sector bank and is now asociated with the ICFAI University as a Faculty Member. Workforce is the most invaluable resources for any business enterprise. We are living in an era where industry is knowledge-based, work is driven by technology and the globe is the workplace. The traditional workplace has been transformed in an amazing manner. The new workplace demands that the employees have to be enable and empowered with superior physical and intellectual inputs that are relevant to the changes that are taking place in the nature and the manner in which work productivity is defined and understood. The 21st century manager is under pressure to operate with lesser resources - both men and material. Unless the workplace strategies move in tandem with the complex and demanding environment, operational efficiency and improved bottomline will be a mirage that the businesses will keep chaisng. The time is ripe to consider workplace management as a discipline by itself. Whether it is telecommuting, flexible or spirituality at workplace - all such practices belong to the realm - workplace management. 9. Rasiel, Ethan M. The McKinsey Way. New York: The McGraw Hill Companies, Inc., 2003. Ethan M. Raisel describes the problem-solving process used by McKinsey & Company, a well-known corporate consulting firm. The book offers easily digested tips. The insightful section on conducting interviews and the tips on building teamwork are particularly useful. However, because the author and other McKinsey consultants are prohibited by confidentiality agreements from discussing the specifics of their cases, the book lacks real-world examples of the firm's problem-solving approaches. getAbstract.com recommends this book to managers seeking useful information and problem solving techniques. Ethan M. Raisel worked for McKinsey & Company from 1989 to 1992. His clients at McKinsey included major financial, telecommunications, technology, and consumer goods companies. He has a bachelor's degree from Princeton and a master's of business administration from Wharton. He lives in Chapel Hill, North Carolina. In the book, The McKinsey Way, Ethan Rasiel takes readers inside one of the world's most prestigious strategic consulting firms. Drawing on his own experience as an associate for McKinsey, Rasiel reveals the secrets of the Firm's closely-guarded management techniques. The McKinsey approach is systematic, flexible and effective. Hill imparts his knowledge of the system which has developed within the Firm in order to give businessmen and women the tools they need to deal with their own business problems. 10. Stewart, Roy Lewis & Rosemary. The Managers. New York: The New American Library of World Literature, Inc., 1961. Management based on the principle of collective wisdom not only leads to better business performance. It also fosters the growth of individual human potential. From my own experience and observations, employees grow in insight and ability even if their supervisor is the most average of people, as long as that supervisor is a willing listener and is determined to work harder than anyone else to mobilize the human resources available to him or her. This is how humankind's tremendous potential will be fully realized. In this book, the author feels that a business that cannot find people capable of sustaining its advantages will gradually go into decline. For that reason, every business takes the matter of cultivating human resources - recruiting, training, and utilizing the talents of its employees - very seriously. The author also feels that the more successful a company is in its endeavors, the more its performance and fortunes will flourish. But, human beings are complex and sensitive creatures. They are sometimes difficult to understand, and often uncooperative. Every individual is different, changing from moment to moment - a veritable kaleidoscope of variety. One plus one may equal to two in ordinary arithmetic, but with people the equation is not so simple. In the proper combination, the working potential of two people may equal three or even five; in a bad pairing, the same two can be equal to zero or even less. In this sense, nothing can be more unpredictable, unfathomable, and difficult to deal with than human beings. References: 1. http://www.questia.com/reader/# 2. http://en.wikipedia.org/wiki/The_Goal_%28novel%29 3. http://www.buy.com/prod/organizational-behavior/q/loc/106/206699643.html 4. http://www.getabstract.com/ShowAbstract.do;jsessionid=-lCUcr50qc-VstPhdataId=168 Read More