Corporate boards play a central role in corporate governance and are thus regulated in the corporate law and corporate governance codes of all industrialized countries. Yet while there is a common core of rules on the boards considerable differences remain. These differences depend partly on shareholder structure, partly on historical, political and social developments and especially employee representation on the board. More recently, in particular with the rise of the international corporate governance code movement, there is a clear tendency towards convergence, at least in terms of the formal provisions of the codes.
Nonprofit organizations are complex and distinctive organizational entities. The literature of strategic management poses some interesting challenges and is only partially developed to inform decision making for nonprofit managers. Strategic Management in Nonprofit Organizations uses a strategic management framework to consider key decisions that nonprofit managers and volunteer leaders confront as they plan and work to position their organizations for optimal success. Key Features - Fills a gap in the current literature by providing a thorough examination of management and planning issues experienced by nonprofit managers,including challenges such as muted markets and specific performance expectations. - Blends together theoretical, empirical, and normative literature with descriptive stories of managing in the sector. - Suggests some optimal practices for managers who want to strengthen their organizations. - Perfect for graduate students in nonprofit management programs. - Supported by a complete package of instructor ancillary materials including an Instructor's Manual, PowerPoints, and Test Bank Contents: Chapter 1 Nature of Nonprofit Organizations Chapter 2 Framing Strategic Choices Chapter 3 External Environment Chapter 4 Internal Capabilities Chapter 5 Public Benefit Strategies Chapter 6 Analysis of the Task Environment Chapter 7 Corporate Strategy, Structures, and Planning Chapter 8 Service Strategies Chapter 9 Social and Political Strategies Chapter 10 Financial Resource Strategies Chapter 11 Inter-Organizational Relationships Chapter 12 Strategic Leadership
When the first edition of Martyn Sloman's Handbook appeared, it made an immediate impact on the HRD community. Its starting point was the idea that traditional approaches to training in the organization were no longer effective. The Handbook introduced a new model and set out the practical implications. The world of HRD has moved on, and Martyn Sloman has now drastically revised the text to reflect the increased complexity of organizational life and the many recent developments in the field. His aim remains the same: to help readers to develop a framework in which training can be effectively managed and delivered. In Part I of the text the author draws attention to the opportunities created for training by the current emphasis on competition through people. In Part II he poses the question: 'What should training managers be doing to ensure that training in their organization is as good as it can be?' Here he stresses the need to keep training aligned with business objectives, and to encourage line managers to work alongside the human resource professionals. The third and final Part considers the trainer as a strategic facilitator and examines the skills required. Martyn Sloman writes as an experienced training manager and his book is concerned, above all, with implementation. Thus the text is supported by questionnaires, survey instruments and specimen documents. With its combination of thought-provoking argument and practical guidance, the Handbook will continue to serve all those with an interest in organizational training.
Self-Interest before Adam Smith inquires into the foundations of economic theory. It is generally assumed that the birth of modern economic science, marked by the publication of The Wealth of Nations in 1776, was the triumph of the 'selfish hypothesis' (the idea that self-interest is the motive of human action). Yet, as a neo-Epicurean idea, this hypothesis had been a matter of controversy for over a century and Smith opposed it from a neo-Stoic point of view. But how can the Epicurean principles of orthodox economic theory be reconciled with the Stoic principles of Adam Smith's philosophy? Pierre Force shows how Smith's theory refutes the 'selfish hypothesis' and integrates it at the same time. He also explains how Smith appropriated Rousseau's 'republican' critique of modern commercial society, and makes the case that the autonomy of economic science is an unintended consequence of Smith's 'republican' principles.
A study of Pakistan's foreign policy with an emphasis on geostrategic environment, undertakes a critical review of Pakistan's interaction at the bilateral, regional and international levels. Focusing mainly on the period from 1972 to the present, the book examines Pakistan's troubled relations with India, interaction with the smaller states of South Asia and the Muslim world. Pakistan's relations with the U.S., the Soviet Union, and China, including the impact of the nuclear issue and the Afghanistan crisis on the Pakistan-U.S. ties get a detailed treatment.
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