Decisions Without Hierarchy is based on a two-year examination of three feminist organizations: a peace group, health collective, and business women's group. From these case studies, Iannello constructs a model of organizations that, while structured, is nevertheless non-hierarchical. She terms this organization from the "modified consensus model." Her case studies show that modified consensus does not give way to pressures toward formal hierarchy and that, therefore, the model merits the attention of feminists and organization theorists alike.

Decisions Without Hierarchy is based on a two-year examination of three feminist organizations: a peace group, health collective, and business women's group. From these case studies, Iannello constructs a model of organizations that, while structured, is nevertheless non-hierarchical. She terms this organization from the "modified consensus model." Her case studies show that modified consensus does not give way to pressures toward formal hierarchy and that, therefore, the model merits the attention of feminists and organization theorists alike.

Decisions Without Hierarchy is based on a two-year examination of three feminist organizations: a peace group, health collective, and business women's group. From these case studies, Iannello constructs a model of organizations that, while structured, is nevertheless non-hierarchical. She terms this organization from the "modified consensus model." Her case studies show that modified consensus does not give way to pressures toward formal hierarchy and that, therefore, the model merits the attention of feminists and organization theorists alike.

This book is about how to make decisions using the Analytic Hierarchy Process. The basics of the theory are described in a clear, non-technical manner with many examples. It is suitable for business leaders and also is probably the best book for introducing the AHP to students at the college and graduate level. In this fifth printing of the book the reader will find a new appendix containing real-life applications that validate the use of the fundamental scale of the AHP.

Abuses by international corporations, withdrawal of social services and implementation of regressive legislation continue to impoverish women and reduce the quality of their everyday lives: women have reason to be demoralized. Recognizing this challenging and difficult situation, this volume reviews women's successes at feminizing Canadian institutions. It is intended to hearten the women's movement and show the potential for feminist change and suggest ways to realize this potential. Bilingual edition.

Strategic Decision Making provides an effective, formal methodology that provides help with decision making problems, especially strategic ones with high stakes involving human perceptions and judgements. Focusing on applying the AHP to decision-making problems, Strategic Decision Making covers problems in the realms of business, defence and governance. Using case studies drawn from years of experience, the book discusses decision making for real life problems and includes many worked examples and solutions to problems throughout. The reader will gain comprehensive exposure to the extent of assistance that a formal methodology, such as AHP, can provide to the decision maker in evolving decisions in complex and varied domains.

A radical new management model for twenty-first century leaders Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by award-winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven inter-locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self-organizing teams; operating in client-driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self-improvement and communicating interactively. In sum, the principles comprise a new mental model of management. Author outlines the basic seven principles of continuous innovation The book describes more than seventy supporting practices Denning offers a rethinking of management from first principles This book is written by the author of The Secret Language of Leadership—a Financial Times Selection in Best Books of 2007.