The Manager's Bookshelf

Preface

Acknowledgments

About the Editors



I. INTRODUCTION

Reading 1: Understanding and Using the Best Sellers, by Jon L. Pierce and John W. Newstrom

Reading 2: Reflections on the Best Sellers and A Cautionary Note, by Jon L. Pierce and John W. Newstrom, with Larry L. Cummings, Brad Jackson, and Anne Cummings


II. BEST-SELLER "CLASSICS"

Reading 1: The Practice of Management, by Peter F. Drucker

Reading 2: The One Minute Manager, by Kenneth Blanchard and Spencer Johnson

Reading 3: Out of the Crisis, by W. Edwards Deming

Reading 4: The Human Side of Enterprise, by Douglas McGregor

Reading 5: Maslow on Management, by Abraham H. Maslow

Reading 6: The Seven Habits of Highly Effective People, by Stephen R. Covey

Reading 7: The Fifth Discipline, by Peter Senge

Reading 8: Competitive Advantage, by Michael E. Porter



III: HIGH- AND LOW-PERFORMING ORGANIZATIONS

Reading 1: Good to Great, by Jim Collins

Reading 2: Big Winners and Big Losers, by Alfred Marcus

Reading 3: How the Mighty Fall, by Jim Collins



IV. ORGANIZATIONAL STRATEGY AND EXECUTION

Reading 1: Higher Ambition by Michael Beer, Russell Eisenstat, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren

Reading 2: Responsible Restructuring, by Wayne F. Cascio



V. ORGANIZATIONAL CULTURE

Reading 1: Organizational Culture and Leadership, by Edgar H. Schein

Reading 2: Transparency: How Leaders Create a Culture of Candor, by Warren Bennis, Daniel Goleman, and James O'Toole

VI. MOTIVATION

Reading 1: The Enthusiastic Employee, by David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer

Reading 2: Psychological Capital, by Fred Luthans, Carolyn M. Youssef, and Bruce J. Avolio

Reading 3: Why Pride Matters More Than Money, by Jon R. Katzenbach

Reading 4: Mojo, by Marshall Goldsmith with Mark Reiter



VII. LEADERSHIP AND POWER

Reading 1: Positive Leadership, by Kim Cameron

Reading 2: Bad Leadership, by Barbara Kellerman

Reading 3: Power, by Jeffrey Pfeffer



PART VIII. TEAMS AND TEAMWORK

Reading 1: Collaborative Intelligence: Using Teams to Solve Hard Problems, by J. Richard Hackman

Reading 2: Beyond Teams, by Michael M. Beyerlein, Sue Freedman, Craig McGee, and Linda Moran



IX. ORGANIZATIONAL CHANGE

Reading 1: Building the Bridge as You Walk on It, by Robert E. Quinn

Reading 2: A Sense of Urgency, by John P. Kotter



X. "UNDISCUSSABLE" ISSUES AT WORK

Reading 1: Workplace Survival, by Ella W. VanFleet and David D. VanFleet

Reading 2: The No-Asshole Rule, by Robert I. Sutton

Reading 3: It's All Politics, by Kathleen Kelley Reardon



XI. MANAGERIAL DECISION-MAKING

Reading 1: Thinking, Fast and Slow, by Daniel Kahneman

Reading 2: Super Crunchers, by Ian Ayres

Reading 3: Gut Feelings: The Intelligence of the Unconscious, by Gerd Gigerenzer



XII. ETHICS AND AUTHENTICITY IN THE WORKPLACE

Reading 1:Blind Spot, by Max H. Bazerman and Ann E. Tenbrunsel

Reading 2: Authentic Leadership, by Bill George



XIII. EMOTIONS: POSITIVE, NEGATIVE, AND IRRATIONAL

Reading 1: Prisoners of Our Thoughts, by Alex Pattakos

Reading 2: Toxic Emotions at Work, by Peter J. Frost

Reading 3: The Upside of Irrationality and Predictably Irrational by Dan Ariely



XIV. SOCIAL TECHNOLOGIES AT WORK

Reading 1: Groundswell, by Charlene Li and Josh Bernoff

Reading 2: Content Rules, by Ann Handley and C.C. Chapman



XV. MANAGEMENT FABLES: LESSONS FOR SUCCESS

Reading 1: Who Moved My Cheese?, by Spencer Johnson

Reading 2: Fish! by Stephen C. Lundin, Harry Paul, and John Christensen

Reading 3: The Fun-Minute Manager, by Bob Pike, Robert C. Ford, and John W. Newstrom




XVI. CONTEMPORARY THINKING ABOUT MANAGEMENT

Reading 1: What Were They Thinking?, by Jeffrey Pfeffer

Reading 2: Managing, by Henry Mintzberg

Reading 3: Hard Facts, Dangerous Half-Truths, and Total Nonsense, by Jeffrey Pfeffer and Robert I. Sutton

Reading 4: Hot, Flat, and Crowded, by Thomas Friedman



Glossary of Terms

Bibliography of Inclusions

Index