Kimathi Mohammed, a Michigan based activist who was a native of Savannah, Georgia deserves to be recognized as among the most original political theorists of the Black Power movement in the United States. "Organization & Spontaneity," originally published in 1974, was a response to key contradictions of the late 1960s and early 1970s Black freedom movement, manifested in the Black Panther Party and the League of Revolutionary Black Workers. In contrast to many political thinkers of the Civil Rights and Black Power era, Mohammed's work emphasized the self-organization of ordinary African Americans and their liberating, self-directed activism. Mohammed placed forward his critique of would-be Black vanguards at a time when most prominent Black Power activists--even the socialist advocates among them--were beginning to embrace electoral politics and systems of patronage which would ultimately suppress any independent Black political power. "Organization & Spontaneity" anticipated new obstacles in the Post-Civil Rights era, and continues to point the way out for our own place and time. This updated volume includes an additional essay by the author documenting CLR James' influence on the League of Revolutionary Black Workers, as well as a new introduction by Modibo Kadalie and an afterword by Matthew Quest.

Although it was first published more than thirty-five years ago, Up the Organization continues to top the lists of best business books by groups as diverse as the American Management Association, Strategy + Business (Booz Allen Hamilton), and The Wharton Center for Leadership and Change Management. 1-800-CEO-READ ranks Townsend’s bestseller first among eighty books that “every manager must read.” This commemorative edition offers a new generation the benefit of Robert Townsend’s timeless wisdom as well as reflections on his work and life by those who knew and worked with him. This groundbreaking book continues to remind us not to get mired in all those sacred organizational routines that stifle people and strangle both profits and profitability. He shows a way to humanize business and a way to have fun while making it all work better than it ever worked before.

As a leader, it's your job to extract maximum talent, energy, knowledge, and innovation from your customers and employees. But how? In The Social Organization, two of Gartner's lead analysts strongly advocate exploiting social technology. The authors share insights from their study of successes and failures at more than four hundred organizations that have used social technologies to foster—and capitalize on—customers’ and employees’ collective efforts. But the new social technology landscape isn’t about the technology. It’s about building communities, fostering new ways of collaborating, and guiding these efforts to achieve a purpose. To that end, the authors identify the core disciplines managers must master to translate community collaboration into otherwise impossible results: • Vision: defining a compelling vision of progress toward a highly collaborative organization. • Strategy: taking community collaboration from risky and random success to measurable business value. • Purpose: rallying people around a clear purpose, not just providing technology. • Launch: creating a collaborative environment and gaining adoption. • Guide: participating in and influencing communities without stifling collaboration. • Adapt: responding creatively to change in order to better support community collaboration. The Social Organization highlights the benefits and challenges of using social technology to tap the power of people, revealing what managers must do to make collaboration a source of enduring competitive advantage.

Why are some civic associations better than others at getting - and keeping - people involved in activism? From MoveOn.org to the National Rifle Association, Health Care for America Now to the Sierra Club, membership-based civic associations constantly seek to engage people in civic and political action. What makes some more effective than others? Using in-person observations, surveys, and field experiments, this book compares organizations with strong records of engaging people in health and environmental politics to those with weaker records. To build power, civic associations need quality and quantity (or depth and breadth) of activism. They need lots of people to take action and also a cadre of leaders to develop and execute that activity. Yet, models for how to develop activists and leaders are not necessarily transparent. This book provides these models to help associations build the power they want and support a healthy democracy. In particular, the book examines organizing, mobilizing, and lone wolf models of engagement and shows how highly active associations blend mobilizing and organizing to transform their members' motivations and capacities for involvement. This is not a simple story about the power of offline versus online organizing. Instead, it is a story about how associations can blend both online and offline strategies to build their activist base. In this compelling book, Hahrie Han explains how civic associations can invest in their members and build the capacity they need to inspire action.

The coronavirus pandemic of 2019-20 and its associated global economic collapse has bluntly revealed that decision makers everywhere are ill-equipped to identify the innovative capacities of modern societies and, in particular, deploy managers to harness such capabilities. Getting the problem of management right is a voyage to the heart of human experience. Indeed, the perennial questions that haunt our existence almost invariably prompt answers that invoke conceptions of work, transformative effort and realisation of ideas. One way or another, all such endeavour requires management. It is often overlooked that more than any other discipline, management history brings into focus humanity’s most pressing questions. At the time of writing, these queries come with a disquieting urgency. What is management? How do its modern methods differ from those in pre-industrial societies? How does the management that emerged in Western Europe and North America in the nineteenth century differ from forms practiced in the twentieth? In what ways do Asian, African and South American societies have distinctive managerial philosophies? Perhaps most importantly, what don’t we know or don’t do very well? It is to these fundamental questions that the Palgrave Handbook of Management History speaks. The work’s 63 chapters – authored by 27 of the world’s leading management and business thinkers – explore virtually every aspect of management globally as well as across millennia. The series explores the theoretical contributions of classical Western business and management scholars (Adam Smith, Frederick Taylor, Elton Mayo, Peter Drucker, Alfred Chandler, etc.) as well as commentaries from critical theorists such as Michel Foucault, Jacques Derrida and Hayden White. The Handbook is also practical. For example, its content addresses the day to day experience of management in ancient Greece and Rome as well as the contemporary approaches of China, France, South Africa, India, Denmark, Australia, South America, New Zealand and the Middle East. In short, the Palgrave Handbook provides students of economics, management, business theory and practice, and critical studies with a single comprehensive and in-depth point of reference.

The abstractions of modernism reimagined as figurations of collective self-organization

Ch. 1. A writing workshop -- ch. 2. The poetry of what we do and the playground of clinical prose -- ch. 3. Narrative meaning and technique -- ch. 4. Short stories -- ch. 5. The evocative mode -- ch. 6. The enactive mode -- ch. 7. Lyric narratives -- ch. 8. The paradigmatic mode -- ch. 9. Narrative moves and interweaves -- ch. 10. Voice -- ch. 11. Introductions -- ch. 12. The narrative axis -- ch. 13. The conceptual axis -- ch. 14. Shapes of arguments -- ch. 15. Using sources -- ch. 16. Conclusions -- ch. 17. Revising -- ch. 18. Confidentiality and disguise.

Borderline Personality Disorder (BPD) is a diagnosis given to a significant number of people in the Western world. Yet many of the core concepts & symptoms that go with this diagnosis are questionable. This book presents a compelling analysis of BPD, arguing that it needs to be approached in a new light- one that will benefit patients.