This volume examines organizational change from the employee's perspective.

This book offers a thorough examination of rumors and proposes strategies for organizations to use in combatting rumors that occur both internally and externally. Author Allan J. Kimmel explores the rumor phenomenon and distinguishes it as a distinct form of communication. He looks at psychological and social processes underlying rumor transmission to understand the circumstances under which people invent and circulate rumors. In addition, he examines how rumors are spread--both interpersonally and through mediated processes--and offers strategies for organizations to respond to rumors when they surface and methods for preventing their occurrence. Numerous examples are provided of actual rumor cases for which managers either successfully or unsuccessfully coped, including such companies as Procter & Gamble, McDonald's, Snapple, Pepsi-Cola, and Gerber. Intended to serve as a comprehensive compendium of strategies, this book was written with two objectives in mind. The first is to shed light on the often perplexing phenomenon of rumor by integrating disparate approaches from the behavioral sciences, marketing, and communication fields. The second is to offer a blueprint for going about the formidable tasks of attempting to prevent and neutralize rumors in business contexts. With these dual goals in mind--one theoretical, the other applied--this book will be of equal interest to both academics and managers in a wide range of professional contexts. In addition, it will guide organizational and marketing managers in their efforts to combat the potentially destructive consequences of rumors.

An expert in business turnaround shares his inspiring approach to problem-solving: “A fascinating read” (Mitt Romney). Visionary leader Greg Brenneman believes that true business success and personal fulfillment are two sides of the same coin. The techniques that will grow your business will also help you achieve a rich, purposeful, and integrated life. Here, Brenneman takes what he’s learned from turning around or tuning up many businesses—including Continental Airlines and Burger King—and distills it into a simple, clear, five-step roadmap that anyone can follow. He teaches you how to: *prepare a succinct Go Forward plan *build a fortress balance sheet *grow your sales and profits *choose all-star servant leaders *empower your team For more than thirty years, Brenneman has seen these steps foster dramatic results in a variety of business environments. But he also came to realize that he could apply these same principles to improve his life and build a lasting moral legacy. He found he could make better decisions by carefully taking the most important facets of his life—faith, family, friendship, fitness, and finance—into consideration. Brenneman’s inspiring examples, from both his business and his life, demonstrate the astounding effects these steps can have when you apply them—right away and all at once.

Strategy is becoming more 'open' - more transparent and more inclusive. Opening Strategy tells the story of how corporate strategists and strategy consultants have worked since the middle of the last century to open up the strategy process. First strategic planning, then strategic management, and now 'open strategy' have all brought more people into the strategy process and provided more strategic information, for the benefit of both business and society at large. Informed by interviews with corporate strategists and consultants at leading firms such as General Electric and McKinsey & Co, and drawing on the historical archives of strategy's pioneers, this book provides vivid insights into the trials and tribulations of practice change in the strategy profession. Above all, it stresses the hard work of the little recognized and sometimes eccentric individuals who have been leaders in practice change. By building on a wide range of illustrations, covering both successes and failures, the book draws out general lessons for practice innovation in strategy. Those studying the topic will be able to set standard strategy techniques in historical and social context and develop new areas for investigation, while practising executives and consultants should gain a sense of how to innovate in strategy - and how not to.

This updated edition of a classic study of ethics in business presents an eye-opening account of how corporate managers think the world works, and how big organizations shape moral consciousness. Robert Jackall takes the reader inside a topsy-turvy world where hard work does not necessarily lead to success, but sharp talk, self-promotion, powerful patrons, and sheer luck might. This edition includes a new foreword linking the themes of Moral Mazes to the financial tsunami that engulfed the world economy in 2008.

This Simple Sabotage Field Manual, a genuine guide from the Second World War, states that its purpose is to "characterize simple sabotage, to outline its possible effects, and to present suggestions for inciting and executing it." Among the other fine pieces of advice in this handy volume, one is encouraged to "switch address labels on enemy baggage", "let cutting tools grow dull", "forget to provide paper in toilets", and "change sign posts at intersections and forks; the enemy will go the wrong way and it may be miles before he discovers his mistakes."