The Manager's Bookshelf: A Mosaic of Contemporary Views

Directed primarily toward undergraduate/graduate Management or Business college/university majors, this text also provides practical content to current and aspiring industry professionals.

The Manager’s Bookshelf: A Mosaic of Contemporary Views is a collection of objective summaries from a broad sampling of bestselling business books. Presenting readers with a collage of information to improve their knowledge of management practices, this text introduces the philosophies, views, and experiences of several authors whose works have captivated the attention of today's management community.

Preface

Acknowledgments

About the Editors

I. INTRODUCTION

Reading 1: Understanding and Using the Best Sellers, by Jon L. Pierce and John W. Newstrom

Reading 2: Reflections on the Best Sellers and A Cautionary Note, by Jon L. Pierce and John W. Newstrom, with Larry L. Cummings, Brad Jackson, and Anne Cummings

II. BEST-SELLER “CLASSICS”

Reading 1: The Practice of Management, by Peter F. Drucker

Reading 2: The One Minute Manager, by Kenneth Blanchard and Spencer Johnson                 

Reading 3: Out of the Crisis, by W. Edwards Deming                                                                       

Reading 4: The Human Side of Enterprise, by Douglas McGregor                 

Reading 5: Maslow on Management, by Abraham H. Maslow                                   

Reading 6: The Seven Habits of Highly Effective People, by Stephen R. Covey                 

Reading 7: The Fifth Discipline, by Peter Senge                                                                                                                             

Reading 8: Competitive Advantage, by Michael E. Porter                                                                       

III:  HIGH- AND LOW-PERFORMING ORGANIZATIONS

Reading 1: Good to Great, by Jim Collins                 

Reading 2: Big Winners and Big Losers, by Alfred Marcus                 

Reading 3: How the Mighty Fall, by Jim Collins                                                                                         

IV.  ORGANIZATIONAL STRATEGY AND EXECUTION

Reading 1: Higher Ambition by Michael Beer, Russell Eisenstat, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren

Reading 2: Responsible Restructuring, by Wayne F. Cascio                                                     

V. ORGANIZATIONAL CULTURE

Reading 1: Organizational Culture and Leadership, by Edgar H. Schein

Reading 2: Transparency: How Leaders Create a Culture of Candor, by Warren Bennis, Daniel Goleman, and James O’Toole                                   

VI.  MOTIVATION

Reading 1: The Enthusiastic Employee, by David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer                                   

Reading 2: Psychological Capital, by Fred Luthans, Carolyn M. Youssef, and Bruce J. Avolio                 

Reading 3: Why Pride Matters More Than Money, by Jon R. Katzenbach                 

Reading 4: Mojo, by Marshall Goldsmith with Mark Reiter                                                     

VII.  LEADERSHIP AND POWER

Reading 1: Positive Leadership, by Kim Cameron                                                                       

Reading 2: Bad Leadership, by Barbara Kellerman                 

Reading 3: Power, by Jeffrey Pfeffer

PART VIII. TEAMS AND TEAMWORK

Reading 1: Collaborative Intelligence: Using Teams to Solve Hard Problems, by J. Richard Hackman

Reading 2: Beyond Teams, by Michael M. Beyerlein, Sue Freedman, Craig McGee, and Linda Moran                                    

IX. ORGANIZATIONAL CHANGE

Reading 1: Building the Bridge as You Walk on It, by Robert E. Quinn                                                     

Reading 2: A Sense of Urgency, by John P. Kotter                                                                       

X. “UNDISCUSSABLE” ISSUES AT WORK

Reading 1: Workplace Survival, by Ella W. VanFleet and David D. VanFleet

Reading 2: The No-Asshole Rule, by Robert I. Sutton                                                                       

Reading 3: It’s All Politics, by Kathleen Kelley Reardon                                                                                                           

XI. MANAGERIAL DECISION-MAKING

Reading 1: Thinking, Fast and Slow, by Daniel Kahneman

Reading 2: Super Crunchers, by Ian Ayres

Reading 3: Gut Feelings: The Intelligence of the Unconscious, by Gerd Gigerenzer                 

XII.  ETHICS AND AUTHENTICITY IN THE WORKPLACE

Reading 1:Blind Spot, by Max H. Bazerman and Ann E. Tenbrunsel

Reading 2: Authentic Leadership, by Bill George

XIII. EMOTIONS: POSITIVE, NEGATIVE, AND IRRATIONAL

Reading 1: Prisoners of Our Thoughts, by Alex Pattakos                 

Reading 2: Toxic Emotions at Work, by Peter J. Frost                 

Reading 3: The Upside of Irrationality and Predictably Irrational by Dan Ariely                 

XIV.  SOCIAL TECHNOLOGIES AT WORK

Reading 1: Groundswell, by Charlene Li and Josh Bernoff

Reading 2: Content Rules, by Ann Handley and C.C. Chapman                 

XV. MANAGEMENT FABLES: LESSONS FOR SUCCESS

Reading 1: Who Moved My Cheese?, by Spencer Johnson

Reading 2: Fish! by Stephen C. Lundin, Harry Paul, and John Christensen                                                     

Reading 3: The Fun-Minute Manager, by Bob Pike, Robert C. Ford, and John W. Newstrom                                                     

XVI. CONTEMPORARY THINKING ABOUT MANAGEMENT

Reading 1: What Were They Thinking?, by Jeffrey Pfeffer                 

Reading 2: Managing, by Henry Mintzberg                                                                       

Reading 3: Hard Facts, Dangerous Half-Truths, and Total Nonsense, by Jeffrey Pfeffer and Robert I. Sutton                 

Reading 4: Hot, Flat, and Crowded, by Thomas Friedman                                                                                         

Glossary of Terms

Bibliography of Inclusions

Index