Charles Handy Bücher

Charles Handy zählt zur Handvoll weltweit bakannter Vordenker der Geschäftswelt. Handys Buch ist eine Fundgrube für herausfordernde Gedanken." Die Zeit

Charles Handy zu lesen, ist wie am Sonntagnachmittag in einem schattigen Garten mit ihm zu plaudern. In seinen Erinnerungen spricht der bedeutende Managementdenker über sein Leben. Aus dem irischen Schuljungen wurde ein studierter Philosoph, der seine Wirtschaftskarriere als Shell-Mitarbeiter im Dschungel von Borneo begann. Als Professor an der London School of Economics prägte er Generationen von Studenten und inspirierte BBC-Hörer mit seinem 'Thought for the Day'. Handy ist ein großartiger Erzähler, der mit leisem Witz und Tiefgang nicht nur über seine größten Fehler und schwersten Entscheidungen im Business, sondern auch über innere Werte, die Familie und ein erfülltes Leben reflektiert. Auf charmante Weise lädt er seine Leser ein, über sich 'und andere Nebensächlichkeiten' zu schmunzeln und zu staunen.

„In grundlegenden Essays analysiert der Professor für Managementpsychologie mit scharfem Blick die geistige wie wirtschaftliche Situation der westlichen Gesellschaft an der Schwelle zur Jahrtausendwende.“ Welt am Sonntag

His work on broader issues and trends - such as Beyond Certainty and The Second Curve - has changed the way we view society.In his new book, Handy builds on a life's work to glimpse into the future and see what challenges and opportunities the next generation faces.

Thoughts about life and business as heard on Radio 4's Thought for the Day.

An analysis of the author's philosophy of organizations and the individual in a changing social, business and political environment. It shows how materialist capitalism is self-limiting, how efficiency may be the enemy of cohesive society, and examines the false certainties of science and religion

Charles Handy's best-selling new book looks at how individuals (the fleas in his analogy) relate to multi-national conglomerates (the elephants). In addition to addressing how and why we work today, he covers a wide range of preoccupations and issues including the increasing fear of big business-'it is easy to see why many observers think that the big corporations are now both richer and more powerful than many nation states. They worry that these new corporate states are accountable to no-one ... that their financial clout makes governments beholden to them ... The elephants, people feel, are out of control.'

In this extraordinary, life-affirming book, Charles Handy reaches for a philosophy beyond the impersonal mechanics of business organizations, and beyond material choices. He presents a powerful alternative vision, where life and work are regrounded in a natural sense of continuity, connection and purposeful direction. 'The empty raincoat is to me, the symbol of our most pressing paradox. If economic progress means that we become anonymous cogs in some great machine, then progress is an empty promise. The challenge must be to show how paradox can be managed.' from 'The Empty Raincoat'

Handy reaches here for a philosophy beyond the mechanics of business organisations, beyond material choices, to try and establish an alternative universe where the work ethics can contain a natural sense of continuity, connections and a sense of direction.

A collection of essays on work and organizational life in which the author shares his reflections on a changing world. He advocates compromise as the path to progress, and urges organizations to give more freedom to individual employees, to maintain a balance of commitment and creativity.

In an era when change is constant, random, and, as Handy calls it, discontinuous, it is necessary to break out of old ways of thinking in order to use change to our advantage. Handy examines how dramatic changes are transforming business, education, and the nature of work. We can see it in astounding new developments in technology, in the shift in demand from manual to cerebral skills, and in the virtual disappearance of lifelong, full-time jobs. Handy maintains that discontinuous change requires discontinuous, upside-down thinking, and discusses the need for new kinds of organizations, new approaches to work, new types of schools, and new ideas about the nature of our society.

Light-hearted yet profound, Inside Organizations will have a broad general appeal, complementing Handy's bestselling Understanding Organizations. It contains anecdotes, commentary and questions which challenge the reader.

This text offers an extended dictionary of the key concepts - culture, motivation, leadership, power, role-playing and group-working - and then shows how this language can help readers to find new solutions to familiar problems.

The four gods of the title - Zeus, Apollo, Athena and Dionysus - symbolize the different styles of management and culture to be found in organizations. The underlying point is that management is not a precise science, but more of a creative and political process, owing much to the prevailing culture and traditions of the organization. Part 1 explains the theory of cultures and how it applies to organizations; Part 2 examines the major cultural crisis affecting businesses today; as the multi-layered and multi-structured organizations - in the Apollonian or bureaucratic model - have reached a dead end and must give way to the cultures of Zeus and Dionysus, gods of individualism and personal power.

"What drives people to create something from nothing? Is it ambition, the need for self-fulfilment? Is it to do with money, power, or even genes? Is there a mood of the time that encourages people? Can anyone do it?" "Charles Handy has talked to a range of extraordinary characters - from Trevor Baylis and Richard Branson to Jane Tewson and Terence Conran. And Elizabeth Handy has used her new style of composite portraits to highlight aspects of all the different alchemists in their particular environments."--Jacket

Hochleistungsteams, die überragende Leistungen erbringen sollen, müssen autonom und mit allen nötigen Mitteln ausgestattet sein. Eindrucksvoll präsentieren Bennis und Biederman dies am Beispiel genialer Powerteams aus den letzten Jahrzehnten. Das Buch zeigt, wie man Führungskräfte als Mitarbeiter leistungsstarker Teams auswählt und welche Arbeitsbedingungen zu schaffen sind, damit kreativ gearbeitet werden kann.

What is a learning organization? What are the advantages of creating one? Why should a company want to become a learning organization? Where does one start? Learning Developing Cultures for Tomorrow's Workplace contains essays by thirty-nine of the most respected practitioners and scholars of this topic. This definitive collection of essays is rich in concept and theory as well as application and example. Lead authors include Harvard's Rosabeth Moss Kanter, London Business School's Professor Emeritus Charles Handy, and MlT's Fred Kofman and Peter Senge. The thirty-two essays in this comprehensive collection are presented in four main 1. Guiding Ideas 2. Theories/Methods/Processes 3. Infrastructure 4. Arenas of Practice

S námitkou, že status quo je lepší, než věci nové a neznámé se setkáváme často. Odpor ke změnám je lidem vrozený. Problém ovšem je, že naše společnost se dostala do kritického bodu. Nefunguje, jak by měla a většině lidí se nežije snadněji než dříve, naopak, jejich život je stále obtížnější. Narůstá nerovnost, bohatství se už zdaleka nešíří shora dolů, jak tomu bylo kdysi. Nešíří se ani zdola nahoru, jak by teoreticky mělo, protože spotřebitelé se utápějí v dluzích. Většina společenských zvyků, pravidel a institucí zůstává nastavena na podmínky časů, které už minuly. Zdá se, že západní svět usnul v jakémsi odpočinkovém režimu. Jenže přítomnost nelze prodlužovat donekonečna. Problém ovšem je, že lidé, kteří jsou teoreticky za naši budoucnost odpovědní, začali odvážné myšlení považovat za příliš podezřelé, případně příliš riskantní. Kniha Druhá křivka přináší jedno podstatné sdělení platné pro celou řadu oblastí života: pokud se máme posunout vpřed, je nezbytné učinit zásadní změny. Zvolit nový směr, který se bude odlišovat od dosavadního. To mnohdy zároveň vyžaduje zcela nový pohled na známé problémy.

Interviews met een tiental topmanagers.