The proliferation of giant multi-organizational agencies in the last decade has fostered a rethinking of inter-organizational interactions. By synthesizing emerging planning theories with the most recent research in the field, How Organizations Act Together offers a unique and comprehensive perspective on how modern organizations interact. From missions to the moon to management and modern public policy, Alexander unravels the complexities of interorganizational coordination, providing students and scholars with the tools for understanding.

The proliferation of giant multi-organizational agencies in the last decade has fostered a rethinking of inter-organizational interactions. By synthesizing emerging planning theories with the most recent research in the field, How Organizations Act Together offers a unique and comprehensive perspective on how modern organizations interact. From missions to the moon to management and modern public policy, Alexander unravels the complexities of interorganizational coordination, providing students and scholars with the tools for understanding.

Together we can often achieve things that are impossible to do on our own. We can prevent something bad from happening, or we can produce something good, even if none of us could do it by ourselves. But when are we morally required to do something of moral importance together with others? This book develops an original theory of collective moral obligations. These are obligations that individual moral agents hold jointly but not as unified collective agents. The theory does not stipulate a new type of moral obligation but rather suggests that to think of some of our obligations as joint or collective is the best way of making sense of our intuitions regarding collective moral action problems. Where we have reason to believe that our efforts are most efficient as part of a collective endeavor, we may incur collective obligations together with others who are similarly placed as long as we are able to establish compossible individual contributory strategies towards that goal. The book concludes with a discussion of 'massively shared obligations' to major-scale moral problems such as global poverty. Getting Out Act Together: A Theory of Collective Moral Obligations will appeal to researchers and advanced students working in moral, political and social philosophy, philosophy of action, social epistemology and philosophy of social science.

The SLOB Sisters are back after the phenomenal success of Sidetracked Home Executives (750,000 paperback copies sold), with a new program for organizing your home and personal life.

Organizational cooperation, collaboration and networking are increasingly being seen as the most effective ways of achieving goals. In this volume, the authors describe the various kinds of organizational collaborations currently taking place in the public and private sectors, and the influence these experiments have on practice, research and theory. Alter and Hage then focus on the most complete type of organizational cooperation - the systemic network - and demonstrate its effectiveness through a detailed study of two networks of public agencies.

'Obligatory reading for anyone - straight, white and male or otherwise - who wants to do better but doesn't know where to start.' - People Management 'A pivotal guide for going from awareness to action in creating a more diverse and inclusive workplace and society.' - Marc Benioff, CEO of Salesforce -------- EVERYTHING YOU NEED TO CREATE AND LEAD AN INCLUSIVE, DIVERSE TEAM The business case for diversity and inclusion is clear - it drives innovation, profit and employer brand. But how can male white leaders help implement this change? There's no denying it's difficult - perhaps you feel left out of the conversation, afraid to make mistakes, and confused about the evolving language of diversity and inclusion. In this practical guide, leading diversity specialists Felicity Hassan and Suki Sandhu OBE teach you how to create an inclusive environment for your employees and have educated conversations about diversity, navigating what can sometimes be tricky territory with humour and heart. -------- 'A must-read and a powerful call to seize the opportunity that lies in embracing and celebrating people for who they are.' - Richard Branson, CEO & Founder of The Virgin Group 'It takes a good deal of self-awareness and continuous learning to really ingrain the behavioural changes that are needed. This book holds up a mirror and then guides us - skilfully and persuasively - to the actions we all need to be taking.' - Alan Jope, CEO of Unilever

From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change. When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and or­ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza­tion, teams can respond more quickly, communicate more freely, and make better and faster decisions. Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.