Charles Handy Reihenfolge der Bücher (Chronologisch)

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.

Who are the new philanthropists? And how is their philanthropy 'new'? In this remarkable and inspiring book, the eminent management writer Charles Handy and his wife Elizabeth, a portrait photographer, have collaborated to portray a new generation of practical philanthropists, men and women who have made their own fortunes and decided to move on from financial success to try to help those in need. They are doing so not simply by giving their money away to charities and agencies but by helping actively, working on the spot with the very people who need their aid, ensuring that the initiatives are sustainable in the longer term. As in their acclaimed The New Alchemists, the Handys have both interviewed and photographed their subjects in order to tell their inspiring stories; from the Sydney restaurateur Jeff Gambin, who personally helps to cook hot and cold menus for homeless people; to Niall Mellon, a young Irish property developer who is replacing the shacks with breeze-block homes in a South African township; and Sara Davenport, who sold her art gallery and set up the breast-cancer care centre the Haven Trust to offer integrated and holistic treatment and support. This striking book of words and photographs reveals the energy and inspiration of these new ways of using wealth, revealing the motivations and satisfactions of such direct action.

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.

Interviews met een tiental topmanagers.

The author examines his own experience and theories of life and work, using them to discuss the future of everything from education, work and marriage to capitalism, management, religion and 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.

"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.

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

„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

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

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

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.

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

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.

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'

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.

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.

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.