Every country in the world experiences the benefits of its demographic dividend, a period that comes but once in the life of a nation-when the share of the working-age population is larger than the non-working-age share. It has the potential to make a country progress towards higher incomes and development. But it can also become a nightmare if there aren't enough jobs. India entered this period in 1980, and by the time it ends in 2040, ours will be an ageing society. As more and more youth reach working age, an increasing number of workers are moving from agriculture towards industry and services, sectors which have higher productivity and incomes. Higher incomes generate increased savings, which, when invested, convert into GDP growth, leading to development. Since 2012, the number of youth entrants into the labour force has increased at an accelerating pace, while the number of jobs created has decreased. This situation might become graver between 2020 and 2030 as the labour force swells further. Reviving Jobs, the third volume in the Rethinking India series, offers suggestions on how India can make the best use of the remaining period of its demographic dividend-any failure to do so will cause millions to suffer in poverty for decades to come.

*A guide to instilling a strong work ethic in the modern workforce. It looks at the root of the entitlement mentality that afflicts many in the emerging workforce and shows readers the specific actions they can take to give their employees a deep commitment to performing excellent work.

First Published in 2003. Routledge is an imprint of Taylor & Francis, an informa company.

Even as the United States enjoys a booming economy and historically low levels of unemployment, millions of Americans remain out of work or underemployed, and joblessness continues to plague many urban communities, racial minorities, and people with little education. In Jobs for the Poor, Timothy Bartik calls for a dramatic shift in the way the United States confronts this problem. Today, most efforts to address this problem focus on ways to make workers more employable, such as job training and welfare reform. But Bartik argues that the United States should put more emphasis on ways to increase the interest of employers in creating jobs for the poor—or the labor demand side of the labor market. Bartik's bases his case for labor demand policies on a comprehensive review of the low-wage labor market. He examines the effectiveness of government interventions in the labor market, such as Welfare Reform, the Earned Income Tax Credit, and Welfare-to-Work programs, and asks if having a job makes a person more employable. Bartik finds that public service employment and targeted employer wage subsidies can increase employment among the poor. In turn, job experience significantly increases the poor's long-run earnings by enhancing their skills and reputation with employers. And labor demand policies can avoid causing inflation or displacing other workers by targeting high-unemployment labor markets and persons who would otherwise be unemployed. Bartik concludes by proposing a large-scale labor demand program. One component of the program would give a tax credit to employers in areas of high unemployment. To provide disadvantaged workers with more targeted help, Bartik also recommends offering short-term subsidies to employers—particularly small businesses and nonprofit organizations—that hire people who otherwise would be unlikely to find jobs. With experience from subsidized jobs, the new workers should find it easier to obtain future year-round employment. Although these efforts would not catapult poor families into the middle class overnight, Bartik offers a powerful argument that having a full-time worker in every household would help improve the lives of millions. Jobs for the Poor makes a compelling case that full employment can be achieved if the country has the political will and adopts policies that address both sides of the labor market. Copublished with the W. E. Upjohn Institute for Economic Research

Butler, an African-American pastor from Michigan and Republican candidate for the U.S. Senate in 2006, spells out his platform of traditional values and conservative views on a variety of issues including immigration, taxation, education, legal reform, energy resources, and global threats.

"A compelling agricultural story skillfully told; environmentalists will eat it up." - Kirkus Reviews When Bob Quinn was a kid, a stranger at a county fair gave him a few kernels of an unusual grain. Little did he know, that grain would change his life. Years later, after finishing a PhD in plant biochemistry and returning to his family’s farm in Montana, Bob started experimenting with organic wheat. In the beginning, his concern wasn’t health or the environment; he just wanted to make a decent living and some chance encounters led him to organics. But as demand for organics grew, so too did Bob’s experiments. He discovered that through time-tested practices like cover cropping and crop rotation, he could produce successful yields—without pesticides. Regenerative organic farming allowed him to grow fruits and vegetables in cold, dry Montana, providing a source of local produce to families in his hometown. He even started producing his own renewable energy. And he learned that the grain he first tasted at the fair was actually a type of ancient wheat, one that was proven to lower inflammation rather than worsening it, as modern wheat does. Ultimately, Bob’s forays with organics turned into a multimillion dollar heirloom grain company, Kamut International. In Grain by Grain, Quinn and cowriter Liz Carlisle, author of Lentil Underground, show how his story can become the story of American agriculture. We don’t have to accept stagnating rural communities, degraded soil, or poor health. By following Bob’s example, we can grow a healthy future, grain by grain.

Reviving the American Dream exposes the paradox of the 1980's excessive regulations on the American investment function, converting it from a free market economy to a corporate market economy. Therefore, after thirty years of this corporate market monopoly, we now have today, the "New Normal" aEUR" low growth, low labor participation, low wages, low interest rates, and low American moral. This American nightmare was expressed by our youth with their protest, "Occupy Wall Street". We can reverse this nightmare to the American dream by returning the competitive elements to the free market economy for the American investment function.

A former Senior VP of Apple shares how Steve Jobs motivated people to do the best work of their lives Jay Elliot was hired personally by Steve Jobs, just in time to accompany him on the last of his historic visits to Xerox's Palo Alto Research Center, the visits that changed the course of computing. As Senior VP of Apple, Jay served as Steve's right-hand man and trouble-shooter, overseeing all corporate operations and business planning, as well as software development and HR. In Leading Apple with Steve Jobs, Jay details how Steve managed and motivated his people—and what every manager can learn from Jobs about motivating people to do the best work of their lives. Steve Jobs used the phrase "Pirates! Not the Navy" as a rallying cry—a metaphor to "Think Different." In the days of developing the Macintosh, it became a four-word mission statement. It expresses the heart of Apple and Steve. The management principles that grew out of that statement form the backbone of this book. Explains how to find talented people who will understand your objectives and be able to make a contribution to that effort Lists traits that can determine whether a person will be so committed to the vision that they will provide their own motivation Explains how to ensure that your employees hold an allegiance to the captain and to his/her shipmates, and also possess the ability to come up with original, unique ways to approach a problem, and be self-guided with a strong sense of direction Leading Apple with Steve Jobs will shift your thought paradigm and inspire you to assemble and lead innovative teams.