These ruthless bosses always have their way! Taking on the Boss Darcy Maguire Tahlia is professional, capable and driven to succeed. So she is horrified to find that gorgeous mystery man Case has been given the promotion shes worked so hard for! Then arrogant Case turns out to be her boss undercover, and their rivalry changes into up-close-and-personal meetings! The Millionaire Bosss Mistress Madeleine Ker Anton Zell: handsome, assured, and one of the worlds most successful entrepreneurs. He needed a new PA fast and Amy was ready for the challenge. Falling for the tycoon was an occupational hazard she was determined to avoid no matter how hard he tried to seduce her! Accepting the Bosss Proposal Natasha Oakley Charming and devastatingly handsome Miles has always walked effortlessly through life, with his fast car and bachelor lifestyle until he hires a haphazard new secretary. Now single mum Jemimas effervescent charm and wicked sense of humour have Miles re-evaluating everything

Presents an assessment of character and leadership based on Marine Corps principles, revealing how the military's training model can serve as a foundation for great leadership in all areas of life.

"In Return from the World, anthropologist Gregory Duff Morton traces the migrations of landless Brazilian peasants who choose to leave cities and the opportunities they offer to return to their home villages. Exploring this phenomenon in cities such as Belo Horizonte and the surrounding villages of Rio Branco and Maracujá, Morton seeks to understand what it means to deliberately turn one's back on the promise of economic growth. Leaving cities and giving up their positions in factories, construction sites, and as domestic workers, rural migrants travel hundreds of miles back to villages without running water or dependable power. There, they often take up farming, engaging in subsistence agriculture or laboring as hired hands in nearby plantations. Bringing their stories vividly to life, Morton dives into the dreams and disputes at play in finding freedom in the shared rejection of accumulation"--

Though the definition itself is somewhat derogatory, that author has dispelled this notion through this book. As a believer in the law of averages, and quoting from his own experience of around forty years, the author says that there would be more good guys in organizational corridors of power than bad ones. Yet there is big room for improvement for the good guys too. A leader has a much larger role to play which affects performance and progress of the entire organization. At the core of leadership lies vision, mission, direction, wisdom, sacrifice and also a moralistic stance. In contrast, the role of a boss is more 'hands on' and largely revolves around and is focused towards 'people management' and interpersonal relations with the employees of the organization. The boss subordinate relationship becomes very personal and that is why one would say 'He is my boss, and you will seldom get to hear anything like, 'he is my leader.' It is the softer part of leadership which is the hardest to manage! Putting it in another way, a boss is in your immediate vicinity with whom you deal on a daily basis, whereas a leader may be visible only from a distance. During the Gilded Age, in the 19th century in the United States, bossism was a system of political control centering around a single powerful figure-the boss. The central figure had tremendous clout and influence in terms of political control. In that context also, boss was to do more with “control” and perhaps nothing to do with leadership. In the modern environment, bossism is about 'atmospherics', which has a direct impact on a subordinate's performance as well his personal life and happiness too. Therefore, bossism is skewed more towards emotional intelligence rather than the IQ of a boss.

Leading From the Second Chariot Often people have the mentality that second place means second clas, but author Billy Hornsby shows readers th

Structural optimization, a broad interdisciplinary field, requires skillful combining of mathematical and mechanical knowledge with engineering. It is both intellectually attractive and technologically rewarding. The Symposium on Optimization in Structural Design was the second IUTAM Symposium in Poland. Fifteen years have elapsed since the Symposium on Nonhomogeneity in Elasticity and Plasticity, presided by Professor Olszak, was held in Warsaw. These fifteen years mean a lot for mechanics in Poland. Continuing the tradition of Professor Maksymilian Tytus Huber's research, considerable development of the mechanical sciences has been achieved in this country mostly due to the knowledge, vision and persistence of Professors Wit old Nowacki and Waclaw Olszak, eminent Members of our Academy. The Institute of Fundamental Technological Research was established, competent research groups grew, matured and contri buted to thermo-elasticity, plasticity, general theory of constitutive equations, and to structural mechanics-just to mention a few do mains. Mechanics is now penetrating into the technology of this country at an accelerating pace. The optimization in mechanics has a tradition in Poland. In 1936 Professor Zbigniew Wasiutynski formulated the optimality criterion for mean stiffness design using an elastic energy concept. Further work in this field has been done since, mostly in the last ten years. On behalf of the Committee for Mechanics of the Polish Academy of Sciences I wish to thank the IUTA1V[ Bureau for the decision to hold in Warsaw the Symposium the present volume contains the contribu tions to.

This book constitutes the thoroughly refereed post-proceedings of the 7th International Workshop on Computational Logic for Multi-Agent Systems, CLIMA VII, held in Hakodate, Japan, in May 2006. It was an associated event of AAMAS 2006, the main international conference on autonomous agents and multi-agent systems. The series of workshops presents current work on application of general and declarative theories.

A historic shift is occurring in the nature of management. Until recently, bosses could simply use the power of their positions to direct and order their subordinates. However, in today's workplace, which is significantly different from the remarkably homogenous and traditional business environment of just two decades ago, the approach of command authority no longer works effectively. Winning 'em Over chronicles a revolution. We are witnessing an ancient model of managing built around command and hierarchy give way to a new model built around persuasion and teamwork. Jay Conger demonstrates to managers on all levels how to thrive in the wake of this momentous transformation. Today we work in an environment where people don't just ask "What should I do?" but "Why should I do it?" To successfully answer this "why" question is to persuade. Yet many businesspeople misunderstand and still more make little use of persuasion. The problem? Persuasion is widely perceived as a skill reserved for selling products and closing deals. But in reality, good managers are persuading all day long. As Conger explains with insight and conviction, today's most effective managers are influencing others through constructive forms of persuasion -- and their employees give them levels of commitment and motivation that the managers of the last generation could only dream of. Conger illustrates how three important forces -- new generations of managers and executives, cross-functional teams, and unprecedented access to information that was once the privilege of the most senior levels of management -- are undermining the old Age of Command and ushering in the new Age of Persuasion. He exposes the most commonly held myths about the art of persuasion and shows how to influence others productively, without manipulation. Most important, he outlines the four crucial components of effective managing by persuasion: building one's credibility, finding common ground so that others have a stake in one's ideas, finding compelling positions and evidence, and emotionally connecting with coworkers so that solutions resonate with them on a personal level. In Winning 'em Over, Conger explains how to implement a management style that will succeed in what is becoming a fundamentally and radically different business environment, and he provides readers with all of the new tools they will need to become effective, constructive persuaders.

First published in 1998, this volume of readings provides an overview of the development of the study of Management Control theory over the past 35 years. The period encompasses the publication of a major and seminal text by Anthony and Dearden in 1965, which acted as a touchstone in defining the range and scope of management control systems. This laid management control’s foundations in accounting-based mechanisms of control, an element which has been seen as both a strength and a constraint. A good deal of work has followed, providing both a development of the tradition as well as a critique. In this volume we attempt to provide a range of readings which will illustrate the variety of possibilities that are available to researchers, scholars and practitioners in the area. The readings illustrate the view that sees control as goal directed and integrative. They go on to explore the idea of control as adaption, consider its relationship with social structure and survey the effects of the interplay between the organisation and the environment. The essays included are not intended to lead the reader through a well-ordered argument which concludes with a well reasoned view of how management control should be. Instead it seeks to illustrate the many questions which have been posed but not answered and to open up agendas for future research.