Those managing organisations are often criticised for being ‘faddish’ in their use of new management ideas or innovations, too easily falling into the trap of adopting the latest new idea or concept because it is ‘flavour of the month’. This research-based report presents an in-depth account and analysis of the adoption and implementation of two popular large-scale managerial innovations in four different organisations. It provides case studies of actual adoption and implementation of the balanced scorecard and programme/project management offices. The study explores the reasons for the adoption of the innovations and how these reasons shape implementation success. The report also provides examples of good practice that practising managers use to improve the implementation of new management practices in their own organisations. • Presents an original research-based study that explores the reasons why organisations adopt new management practices (e.g. balanced scorecard and programme/project management offices) • Links the reasons for adoption with the success of implementation • Provides examples of good practice that can improve the implementation of new management practices in organisations
Don't Blame Us traces the reorientation of modern liberalism and the Democratic Party away from their roots in labor union halls of northern cities to white-collar professionals in postindustrial high-tech suburbs, and casts new light on the importance of suburban liberalism in modern American political culture. Focusing on the suburbs along the high-tech corridor of Route 128 around Boston, Lily Geismer challenges conventional scholarly assessments of Massachusetts exceptionalism, the decline of liberalism, and suburban politics in the wake of the rise of the New Right and the Reagan Revolution in the 1970s and 1980s. Although only a small portion of the population, knowledge professionals in Massachusetts and elsewhere have come to wield tremendous political leverage and power. By probing the possibilities and limitations of these suburban liberals, this rich and nuanced account shows that—far from being an exception to national trends—the suburbs of Massachusetts offer a model for understanding national political realignment and suburban politics in the second half of the twentieth century.
this is a book for young adults/ teenagers experiencing anxiety or stress. written by a true 15 year old at the time.
The public education system in New York is in turmoil. Is this because of leadership in Albany, the No Child Left Behind Act, parents who fail in their effort to raise children properly, or is it just the fault of kids who show little to no respect for authority, peers, or themselves? Or should we accept the most popular place of blame? The teacher is the problem.The former world, where teachers were revered, looked up to by children and parents, and respected because of the crucial role they played, is all but a forgotten memory. Today, parents and school administrators often demonize teachers and are openly critical of the tenure system, which protects their positions seemingly forever.Riverton School District has lots of issues. There is rampant bullying and peer intimidation. Some kids are even afraid to come to school. The disrespect and outrageous behavior runs not only unchecked, but leadership in Albany wants to see even less discipline and consequences for the young perpetrators.Brendan Moss teaches eighth-grade math at Riverton. As a widower and devoted father of three, he does his best to assist young people, but the school superintendent wants to use the veteran math teacher as a test case to overturn the right to lifetime tenure. Don't Blame the Messenger addresses school policies, State Department of Education leadership, bullying, and why a teacher's tenure should be maintained and viewed as something good for kids and the process of learning.The author works in the trenches, where truth and reality collide. Opinions on what is wrong with public education vary. Don't Blame the Messenger is written by a teacher who knows how it really is.