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The Limits of Power: Great Fires and the Process of City Growth in America
Christine Meisner Rosen
Manufacturer: Cambridge University Press
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ASIN: 0521545706 |
Book Description
Chicago, Boston, and Baltimore all suffered terrible fires in the late nineteenth or early twentieth century. Residents of these cities agreed that the destruction caused by the fires provided them with a special opportunity to improve their inadequately built cities. This book examines these rebuildings, using each to examine in close detail the process of city growth. The massive population growth and economic expansion of the nineteenth century necessitated that every aspect of the urban environment be redeveloped. Yet, at virtually every stage of city growth, the achievement of environmental adaptation lagged significantly behind the need for change. The innovative features of this book will make it useful to all readers interested in city growth. By drawing on several fields of the social sciences, the author develops a conceptual framework for explaining the barriers to environmental improvement; and through the historical narrative, the usefulness of this framework is demonstrated.
Book Description
Social Limits to Growth sets forth a new view of the nature and the limitations of economic growth. The author’s central argument is that there are indeed limits to growth currently exist and are essentially social rather than physical. As societies have become richer, an increasing proportion of the extra goods, services, and facilities sought by consumers cannot be acquired or used by all, without spoiling them for each other. So frustration is heightened by material affluence, which is why affluence does not make a satisfied society.
This book offers important insight on apparently disconnected aspects of the current malaise…such as alienation at work, the rat-race element in education, deterioration in city living, consumerist relationships with neighbors, friends, and sex partners, as well as accelerating rates of inflation and unemployment.
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Growth and Guilt: Psychology and the Limits of Development
Zoja
Manufacturer: Routledge
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ASIN: 0415116619 |
Book Description
The increasing exploitation of the planet has become the subject of ever more frequent debates on the limits of growth and development. However until now studies have dealt primarily with the technological aspects. Is it truly possible to deal with the excesses of our civilization without lending attention to the psychological dimension? Luigi Zoja argues that the crux of the problem is not, surely, to be found in encounters with external limits; we must also and primarily be aware of a principle of self-limitation that we have to exercise if unchecked growth is not to turn cancerous.
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- Outstanding -- thorough and useful
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Chinas Limits to Growth: Greening State and Society (Development and Change Books)
Eduard B. Vermeer
Manufacturer: Blackwell Publishing Limited
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The Chinese Economy: Transitions and Growth
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China: Fragile Superpower: How China's Internal Politics Could Derail Its Peaceful Rise
ASIN: 1405153903 |
Book Description
China 's dependence on coal to fuel its economic growth is expected to cause the country to surpass the USA as the leading national emitter of greenhouse gases within the next two decades. Moreover, should the number of privately-owned cars in China grow to equal that in the USA, demand for oil would exceed worldwide production by almost one fifth. This book brings together a multi-disciplinary team of experts to study the environmental challenge posed by China 's phenomenal growth.China 's Limits to Growth: Greening State and Society reviews the country 's environmental experience with regard to issues such as cleaner production, green car technology, resettlement resulting from dam building, and biotechnology. Moving beyond the traditional dichotomy between alarmist, radical views and moderate notions of incremental change, the book 's contributors suggest that Chinese development presents compelling reasons for rethinking the viability of greening.
Customer Reviews:
Outstanding -- thorough and useful.......2007-03-28
This is a fascinating and indispensible book for anyone interested in the environmental impact of China's economic growth. Before I expand on that, let me run through some of the topics covered in this edited volume (apologies for the cramped format): Trajectories for Greening in China - Theory and Practice; Environment and Modernity in Transitional China; Implementation of Chinese Environmental Law - Regular Enforcement and Political Campaigns; Effects of Economic and Environmental Reform on the Diffusion of Cleaner Coal Technology in China; Implementing Cleaner Production Programmes in Changzhou and Nantong, Jiangsu Province; China's Automobile Industry and Cleaner Vehicle Technologies; Environmental Reform, Technology Policy, and Transboundary Pollution in Hong Kong; Resettlement Programmes and Environmental Capacity in the Three Gorges Dam Project; Ecological Agriculture, Green Food and Organic Agriculture in China; Biotech and Food Safety in China - Consumers' Acceptance or Resistance?and China's Limits to Growth? - The Difference between Absolute, Relative and Precautionary Limits. Many of the contributors are from universities in Hong Kong or the Netherlands, or else have some connection (past or present) with Stanford University.
In each chapter the contributors review not only the history of steps taken by Chinese central and local governments, but also describe in concrete and down-to-earth detail the reasons why those steps have (in almost every case) failed. For example, one learns that while the central government has empowered local governments (l.g.s) to fine polluters, the fines become part of the l.g.s' discretionary funds. As a result, it's in many l.g.s' interests for there always to be someone to fine (i.e., for some degree of pollution to continue). In another case, a provincial program to encourage clean production techniques required local officials to meet quotas for filing "clean production" reports; as a result, officials targeted companies whom they estimated to be likely to cooperate, rather than who needed to clean up their act. The editors should be congratulated for assuring that each contribution met high standards of concreteness and field-based insight, as well as for writing a truly integrative concluding essay.
China's environmental problems are already spreading outside its borders, and will impact everyone on the globe sooner rather than later. Like many Westerners who travel regularly to China, I had formed my own simplistic ideas about how China might address some of these issues. From this book I learned not only that most of my bright ideas had been tried -- and had flopped -- long ago, but also learned about exactly how they went awry. Policy-makers, be they genuine or kibbitzers, will find this book a useful source of ideas for crafting improved solutions.
Average customer rating:
- Political Theory and the Environment
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The Death of Industrial Civilization: The Limits to Economic Growth and the Repoliticization of Advanced Industrial Society (S U N Y Series in Environmental Public Policy)
Joel Jay Kassiola
Manufacturer: State University of New York Press
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The Whale and the Reactor: A Search for Limits in an Age of High Technology
ASIN: 0791403513 |
Customer Reviews:
Political Theory and the Environment.......2000-06-24
This book examines the insights that political theory can provide in order to understand the value bases of the environmental crisis. It shows the role that modern values play in our lives that is claimed to be both undesirable and unsustainable. It argues for the need for both the transformation of the current dominant set of modern values which emphasize status competition and materialism, as well as the transformation in our social instiutions and practices. Those interested in political ecology will find this book useful.
Book Description
Knowing that global land uses require radical rethinking, David Dobereiner looks at how development ideals can be translated into practical techniques that conserve natural resources, take advantage of existing structures, and improve the economic and social dimensions of a community while considering the financial realities that must be faced. What needs to be done, he believes, is known and is technically feasible.
David Dobereiner was an associate professor of architecture at the Syracuse University department of architecture and has also served on design juries and given seminars and lectures at Harvard University, MIT, and the University of California Berkeley. In 1990 he won an international design competition to build bioclimatic houses in the Canary Islands. His team's submission was the only winning entry from the United States.
Customer Reviews:
An architect's Take on the Climate Crisis.......2007-01-10
The End of The Street: Sustainable Growth Within Natural Limits was written by my partner so I am prejudiced. but nevertheless, it is an important book. I had the opportunity to watch David work on the book for many years and can vouch that he has been ahead of his time in many areas, especially ecology.
One of his co-workers once said that he could solve a design problem better and faster than any other architect he knew and I have witnessed this many times over . In " The End of the Street", he presents many examples of ecological and architectural ideas, in word and in image.
His views of the sustainable city and of the society of the future are brilliant and innovative.
David is a dedicated, earnest, quietly intelligent, creative person with a great deal to donate to the discussion of the climate crisis, to architecture and to our world.
David became a vegetarian over 55 years years ago when, as an architectural student in England, he was sent to study slaughter houses. His love of animals is evident in the book. The description of our cat is particularly apt. David rides his bike almost everywhere and tries to live as ecologically as possible so, he does not recommend things that he doesnt try to practise in his daily life.
I'm not sure if the American public is yet ready to forgo the large single family house and the 3 cars and the huge stores but with the climate crisis becoming more imminent,there may be no choice.
David has adapted Matripolis so that other countries with varying topographies and populations, especially poor countries, might find an answer for their housing and ecological problems.
Apart from general reading I hope that The End of the Street will be used as a text ...It is informative, interesting ,timely and well written.
Landmark for Environmental Designers.......2006-09-30
...I found Dobereiner's book the most staggeringly impressive, on its subject, that I have ever come across. The contents of the book bring so much insight and information, emerging from his creative genius that I believe it is epoch making, a landmark for all environmental designers as well as an inspiration for the life-positive evolution of homo sapiens.
Paul Ritter
Author of 'Planning for Man and Motor'
Design can save the planet .......2006-09-30
David Dobereiner's just published THE END OF THE STREET, Sustainable Growth Within Natural Limits, gives us hope that our march toward oblivion can be reversed through examples of "green" communities both large and small. Dobereiner gives examples; his model city Matripolis, his rammed earth buildings in Nepal and his Tenerife Bioclimatic Design house in the Canary Islands.
I recommend this book for design students almost as enthusiastically as I once did R. Buckminster Fuller's OPERATING MANUAL FOR SPACESHIP EARTH, and Victor Papanek's DESIGN FOR THE REAL WORLD. THE END OF THE STREET will provoke discussion and convince young people to design responsibly to save the planet.
Al Gowan
Professor Emeritus of Design
Massachusetts College of Art, Boston
Book Description
Whether you are a leader or a pursuer, 24-7 Innovation takes you beyond the rigid policies, prescriptive processes, and fragmented organizational structures that have stifled true innovation for too long. This step-by-step book shows you how to instill a mind-set of continuous innovation at every level of your organization, one that will allow you to achieve and sustain a leadership position in any market. It outlines a lean, action-based framework designed to put your organization in the state of "perpetual innovation" that is necessary for creating sustainable business success.
Customer Reviews:
Building continuous change........2002-09-26
Titles can be deceptive, particularly when chosen with an eye to capitalizing on fashionable jargon. 24/7 Innovation is primarily about building a climate of continuous organic change and is more about change management and organizational learning than innovation in the commonly used sense of product and service innovation. However, as the author rightly points out, change and innovation in all its forms tends to be seamless, and success depends on embedding a system of goals, relationships, attitudes, processes and technology that work together to support continuous challenge to the status quo in support of superior customer service.
Shapiro argues for what others have called a 'tight-loose' structure, one within which a limited number of well articulated principles allow for substantial freedom of action at all levels and locations, with carefully selected measures and incentives to link endeavour to the core goals. The author's preferred metaphor is jazz, which encourages creativity within simple structures.
He claims that his approach differs from others - particularly reengineering and TQM - in seven respects. While the attributes are not all as uncommon as he implies, they are worth quoting, as they are all important:
"* It is strategic. Innovation is targeted at the critical parts of the business that differentiate it from its competitors.
* It is pervasive ... permeat[ing] every aspect of an organization ...
* It is holistic, acknowledging the ... interdependence of all aspects of the business
* it is focused on creating value ... not ... cost cutting and streamlining without regard for the impact they have on customers and other stakeholders ... and customers in particular.
* It emphasizes governance ... referring to the leadership of a business that sets the standard ...
* It uses technology as an enabler, rather than an answer.
* It recognizes the critical role of people. Innovation is carried out by people for people. Success comes from an uncompromising commitment to an organization's people."
A strength of the book is the structured way in which the elements required for success are set out and explained. This is a 'how to' - a blueprint - but not the simplistic 'seven step' framework that so many authors offer. It works logically through the various capabilities and attributes needed, with guidance on how to build them.
Packed with useful information.......2002-05-03
This is not another innovation book with techniques for generating new ideas. 24/7 Innovation is about creating a culture of innovation within large companies. It addresses the issue of how to change the structure of an organization in order to brings out the best in its employees. There are a number of excellent examples throughout. My favorite is Koch Industries, a very anti-bureaucratic company.
Many business books cover only one topic (e.g., performance measures) and could be summarized in 20 pages. The rest is filler of sorts. Not this book. 24/7 Innovation covers a wide range of topics such as culture change, performance measurement, simulation, processes, and technology. And each is covered quite satisfactorily (some more than others), which means there is a lot to digest.
In many respects, this book deserves 5 stars. It is well written and insightful. The reason for giving it 4 stars is that, as other reviewers have mentioned, it was obviously written by a consultant. As such, it does have some jargon. However, it was easy to read and at times entertaining.
The combination of examples, frameworks, and techniques makes this a pragmatic book. But more importantly, this book makes you think differently.
Filled with consultant hype.......2002-04-25
Shapiro provides a number of interesting examples. These constitute the primary utility of the book.
The structure of the book does not hang together. For example: "Capability" seems to be a major concept, but Shapiro never provides a clear definition.
The material in the chapters does not relate well to the chapter titles. Shapiro claims the chapters outline a framework for understanding and generating innovation. Beyond his assertion, there is nothing to substantiate that claim.
One finds lots of grandiose claims for insightful analytical frameworks which go unfulfilled. Very disappointing.
Shapiro sounds like a consultant hawking his wares.
As W. Edwards Deming noted well and often, experience without theory is meaningless. Shapiro not only displays a lake of theoretical perspectives to organize and highlight insights in his examples, he seems to be unaware of such theories and their relevance.
The book jacket, which I assume he wrote, indicates that Shapiro is "...recognized as one of today's most influential consultants in the area of process capabilities." If true, this, once again, demonstrates the dearth of talent in the consulting arena.
If you know the theories, you can pull some interesting material from this book. The value will come from your knowledge and efforts not from those of the author.
Innovate or Evaporate.......2002-04-05
As Shapiro explains, when offering this "blueprint for surviving and thriving in an age of change," the term "blueprint" is a capability which combines people, processes, and technology that together "deliver business performance as defined by an organization's strategy. This is a key point, one which Bossidy and Charan emphasize in their recently published book, Execution: The Discipline of Getting Things Done. It is important to keep in mind that any "blueprint" provided in a book such as this must almost always be modified to serve the specific needs and objectives of a given organization. This is precisely what Shapiro has in mind when, in the Introduction, observes "in some respects writing a book that describes best practices for innovation that says that best practices are insufficient is slightly ironic. But to try and copy what another company is doing, lock stock and barrel, is just another form of box thinking. Instead, connect the dots. Make connections. Consider what some companies in this book have been doing and consider them in the context of your own business situation. And then try and use these to create new ideas for fostering innovation." Hammer wrote The Agenda to disabuse those who view reengineering as a "silver bullet." I'm certain that Shapiro hopes his readers will view the "blueprint" delineated in Part 1 of 24/7 Innovation for what it is while understanding what it is not...and cannot be expected to do. Change is inevitable.
Long ago, someone divided people into three categories: Those who make it happen, those who watch it happen, and those who ask "What happened?" Shapiro views desirable change as as fundamental and pervasive. "It affects customers, suppliers, alliance partners, and anyone who touches [or is touched by] the company. But in today's age of change, success requires nothing less. That's why 24/7 innovation is the only way to achieve a unique and enduring competitive advantage." One of the words now having the loudest buzz is "convergence." (Not long ago, two of the loudest buzzers were "synergies" and "integration.") As Shapiro clearly demonstrates while examining four companies (GlaxoSmithKline, Invensys, The Real Estate Assessment Center of the U.S. Department of Housing and Urban Development, and BC Hydro) in Appendix A, the most effective organizations are indeed those which achieve and then sustain an appropriate convergence of process, people, and technology. That is, they become and then remain what Shapiro describes as an "organic organization." In his book, he offers all manner of strategies and tactics as well as real-world examples to suggest HOW any organization (regardless of size or nature) can use the principles of "24/7 Innovation" to achieve that formidable objective.
Creating More Competitive Organizations.......2001-11-28
Mr. Shapiro argues that continuous innovation is the only possible source of competitive advantage in a rapidly changing business environment. Yet most companies organize themselves and their efforts in ways that will discourage the development and implementation of these necessary innovations. So rather than doing what you did yesterday better, he wants you to do something new today. This requires a major change in thinking from the typical "lower your costs" and "improve your quality" mentality of many companies. The book is enlivened by many examples from Europe, where Mr. Shapiro practices as a management consultant for Accenture.
One of the things I liked best about this book was the figure on page 18 that describes the organizational progress that is typically followed to go from a functionally bound operation to one that is an alliance-based network of capabilities with partners performing many noncore roles. Many people have difficulty in grasping the different approaches, and this figure may well be helpful to some of them.
The book's focus is around organizing new and improving on old capabilities. A capability is a holistic concept of something that enables "an organization to perform optimally in activities that typically require processes, people, and technology. Capabilities derive from an explicit strategy, and they deliver measurable results." It is in this context that innovation is conceived of as a capability. Mr. Shapiro wants you to focus on where outdistancing the competition will make a difference with the customer, and then use your innovation capability to enhance your capabilities in this differentiating capability. For a pharmaceutical company, this might mean improving the capability to generate new products to market. The main point here is that there is a combination of factors that need to be considered that is beyond what is contained in a single process. The best way to think in capability terms is to focus on some output of the organization that is meaningful to customers. He is also mindful of the problem of optimizing a system, rather than part of a system, as The Fifth Discipline has made us all sensitive to.
One of the nice qualities of this book is that Mr. Shapiro has a sense of humor, something rarely found in business books. He tells a very funny story about buying airline tickets on-line as a counterpoint to his emphasis on the importance of information technology.
Those who like to take an analytical approach to any problem will find Mr. Shapiro's thinking the most helpful. He has taken right-brained tasks and described them in left-brain terms. But be sure to pay attention to the Koch examples, which take a more right-brained approach to the challenge than most of the other examples do. For those with little intuition, this left-brained "connecting the dots" may be the only way to move forward. If you have also read nothing on improving corporate innovation, this is a good book to start with.
While I admired the book, Mr. Shapiro seemed to have limited his thinking in two important areas that you should be aware of. First, he sees innovation as being most valuable in creating new business models, yet he pays relatively little attention to this specific form of innovation in the book. Instead, most of the book talks about enhancing capabilities where an organization needs an external partner or to blend individual processes better. Second, he sees using information technology as a critical element to improving innovation. My own experience in studying innovation has shown that using more information technology is seldom a critical element in creating a new competitive advantage. Creating better communication and mutual understanding are often quite important, and these can be aided by simply better organizing the communications that take place now. So take this part of the book with a grain of salt.
I didn't know enough about the European examples to know how accurate they were. I was struck by many minor errors in the U.S. ones though. Since Mr. Shapiro worked in Accenture's New York office for 15 years and has many U.S. colleagues, I found these errors puzzling. The errors made me wonder how accurate the European examples are.
If you have already been through The Fifth Discipline, The Fifth Discipline Workbook, and The Dance of Change, you will probably find this book more general than what you need to expand your understanding of corporate creativity that leads to successful innovations.
If you are trying to decide whether to read Michael Hammer's The Agenda or 24/7 Innovation, take 24/7 Innovation.
How can you continuously create improved business models?
Book Description
If only
they would . . . !
They screwed up, it's
their fault!
I have
my own goals and numbers to meet!
If you've heard any of these phrases before, exercise great caution-they have the power to undermine and poison your company!
Creating WE, by visionary executive coach Judith E. Glaser, goes to the root of the problem in organizations today, illuminating how "I-centric" work environments cause "unhealthy thinking" to form and doom companies to failure.
Whether your company has recently been acquired, merged, restructured, downsized, or, in the midst of rapid growth and expansion, has lost the sense of unity it once had, this revolutionary new book shows you how to create healthy work environments and become a "WE-centric" company that achieves extraordinary breakthrough success.
Customer Reviews:
Inclusion, teamwork and happines at workplace.......2006-08-05
Very interesting book to read. Not always easy, but idea behind it is pretty clear. In order to create healthy working environment managers have to encourage curiousity and cooperation accross organization. That in turn will generate discovery process that will lead to innovation. More people get included in the process, outcome is teamwork where everyone gets valued and recognized. In such environment, teams become successful and people in general work together better. Relationships are meaningful, throughput greater and overall happiness is inevitable.
Book supports concept with excellent examples.......2006-05-15
Author Judith E. Glaser has helped numerous organizations large and small to change and deal with challenges. She tells stories about real organizations and managers and how they worked through their challenges. While the stories provide a learning tool, changing organizational beliefs and attitudes isn't quick and easy. Therefore, Glaser — even with her background — can't provide fast solutions to convert an organization from I to WE.
Instead, the author shows the difference between I-thinking and WE-thinking and provides tools for leaders to use while working toward WE-thinking and changing the organization's culture. It takes time, patience, and practice to make a change.
Judith E. Glaser's life turned upside down when she fought and won a battle with cancer. Her husband, president of a pharmaceutical company working on a cure for cancer, worked with the idea of reminding cells how to be normal, which in turn makes them healthy. Her battle, her work, and her husband's work led her to discover that cancer cells and toxic organizations have much in common. "Healthy cells" and "healthy organizations" succeed when they work together as a whole instead of separately.
Creating We consists of three elements for changing organizations from I-thinking to WE-thinking. "Believing WE" is about changing attitudes and beliefs in organizations and how employees should behave. "Learning WE" is about getting rid of old beliefs like the manager is in charge and that employees shouldn't speak up and adapting a healthy exchange of ideas between managers and employees. "Becoming WE" means changing the thinking and responding from I to WE.
The book provides many questions for managers to ask and explore as they go through their "I to WE" journey. Don't expect a speedy and painless adventure as the book covers a lot of material. Adopting "WE" means changing your way of thinking, conversing, and behaving. Companies that transform their cultures from "I" to "WE" experience side effects of innovation, cooperation, open conversations, and overall good health.
Executives and managers who study and reference the book's concepts, questions, and adopt the "WE-centric" thinking and philosophy will help their companies get the most out of every employee and enjoy success.
A clear manual on organizational attitude improvement.......2006-04-05
Author and management consultant Judith E. Glaser helps organizations deal with change and challenges. She describes real companies and managers, and tells stories of how they worked through the issues that confronted them. While her narratives are instructive, albeit peppered with "I" and "WE" jargon, the process of changing organizational beliefs and attitudes isn't quick or easy. Therefore, even Glaser - with her expert background - can't provide any fast ways to convert an organization from "I-centric" attitudes to "WE-centric" attitudes. Instead, she shows the difference between I-thinking and WE-thinking, and provides tools that leaders can use to instill a WE-oriented corporate ethos. Although changing an organization's culture is a matter of great patience, we believe that managers who study this book's concepts will be able to boost their companies' productivity, adaptability and internal cooperation - over time.
Really enjoyed reading "Creating We".......2005-12-19
This book is a thorough investigation and synthesis of the best thinking on leadership. Judith Glaser's new and fresh perspective helps leaders see how to create leaders, not followers. It should be read by anyone who aspires to or attains a leadership position.
It All Begins With You.......2005-08-03
Judith has been the catalyst for transformational success for an impressive resume of clients but her writing style clearly reflects the thoughts of a person who has not elevated herself above the common person. I could not put this book down and was compelled to finish reading it over one weekend. To me personally, this is a book about understanding that organizations are made up of people and people are about relationships. Creating WE... reminds us that the language we use shapes our thoughts, feelings, and actions. Judith's message is unmistakably clear:
· "You can't lead until you know yourself."
· "We are all connected through our emotions and our energy."
· "We are all connected through our families, organizations and communities."
· "We are all connected through our beliefs we hold about the world."
· "We are connected at the heart and at the head."
In "Creating WE..." Judith Glaser has given us truth that applies to all phases of life. It is one of the best books I've ever read about leading, and I recommend it as a must read for anyone that aspires to be a transformational leader. Judith takes us on a journey of understanding culture and what it takes to create a healthy culture that transforms an organization from one that is just getting by, to one that thrives and accepts new challenges head on. She tells us, in very simple terms, that the highest potential of any organization is achieved through the nature of the relationships within. She shares some interesting anecdotes, teaches us the steps to take to become WE-centric and finally tells us what to expect as we begin living the life of a WE-Thinking leader. Don't miss this opportunity for personal growth.
Average customer rating:
|
Thriving on Change in Organizations
Manufacturer: Select Press
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Binding: Paperback
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Celebrate Marketing: Secrets of Success
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The Millionaire Next Door
ASIN: 0964429454 |
Book Description
If only they would...!
They screwed up--it's their fault!
I have my own goals and numbers to meet!
Me. Us. Them. These seemingly innocent pronouns have the power to stymie growth and erode unity within companies of all sizes. In Creating WE, visionary executive coach Judith E. Glaser goes right to the root of the problem, revealing how an "I-centric" work environment can doom your company to failure.
Whether your company has recently been acquired, merged, restructured, downsized, or simply demoralized, this revolutionary book shows you how to help your team create a healthy "WE-centric" environment, one that can achieve extraordinary breakthrough success.
Book Description
This digital document is an article from Do-It-Yourself Retailing, published by National Retail Hardware Association on March 1, 1996. The length of the article is 516 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the supplier: The 1996 Hardware Industry Convention is set to be held in Orlando, FL, on Apr. 14-17, 1996. The convention, which is sponsored by three major trade groups, will have a number of activities lined up for registered attendees. These include a speech by former UK Prime Minister Margaret Thatcher, talks by lifestyle expert Carol Farmer and strategic planner Michael Kami and a forum hosted by hardware retailers Tom Chasteen and Tom Glenn. In addition, all three trade sponsors are expected to hold meetings to encourage business interaction among their members.
Citation Details
Title: Thriving on change: Margaret Thatcher to address Hardware Industry Convention. (includes related articles on the convention activities of hardware manufacturers, wholesalers and retailers)
Publication:
Do-It-Yourself Retailing (Magazine/Journal)
Date: March 1, 1996
Publisher: National Retail Hardware Association
Volume: v170
Issue: n3
Page: p68(1)
Distributed by Thomson Gale
Book Description
Your association must meet the challenge of change while being an active agent in producing change. By understanding the dynamics of social change and the strategies of change processes, your organization is better equipped to fulfill member expectations and to accomplish its mission. Discover how your insights, ideas, and knowledge can be systematically applied to react to unanticipated environmental conditions and to create innovations that further your organization's mission.
This comprehensive guide provides a step-by-step model for understanding change, four case studies that illustrate successful change processes, and a practical planning tool ready for immediate use.
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