Economic Management

W. Edwards Deming details the system of transformation that underlies the "14 Points for Management" presented in Out of the Crisis. The "Deming System of Profound Knowledge", as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Describing the prevailing management style as a prison, Deming describes how applying the System of Profound Knowledge increases productivity, quality, and people's joy in work and joy in learning.

Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to - and approach for - overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy”.

In Leadership in the Era of Economic Uncertainty, business advisor Ram Charan describes steps you can take right now to steer your organization away from the pitfalls and position it for a new future. You'll find practical techniques that will help you cope with: cash and credit crunches, shrinking budgets, collapsing markets, sinking workforce morale, disappearing suppliers, and nervous stakeholders.

To become a millionaire, you have to think like one. The Millionaire Mind shows you how. Also available: The Millionaire Next Door.

Strategy-to-performance gaps foster a culture of under-performance. Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively.

Time and time again, great thinkers like Warren Buffett and Charlie Munger have credited their success to mental models: simple representations of how the world works that can be applied in a wide array of contexts. Mastering a small number of these concepts enables you to rapidly grasp new information, identify patterns others don’t, and better anticipate outcomes. The Great Mental Models introduces the most powerful models that anyone can use right away to improve decision making and productivity. In this volume, Shane Parrish introduces the universal concepts that underpin better thinking

Everything we know about solving the world’s problems is wrong. Out: Plans, experts and above all, leaders. In: Adapting - improvise rather than plan; fail, learn, and try again. In this groundbreaking new book, Tim Harford shows how the world’s most complex and important problems - including terrorism, climate change, poverty, innovation, and the financial crisis - can only be solved from the bottom up by rapid experimenting and adapting.

George Soros, called "a superstar among money managers" by The New York Times, shares the investment strategies he uses to read the mind of the market.

Risk is a regular part of business, but knowing which risks to take and when to step back is often unclear. Whether you're assessing a new opportunity for innovation or thinking about your long-term strategy in an unsteady economy, you need to know the best way to proceed while ensuring that your company is financially secure and thriving. We've combed through hundreds of Harvard Business Review articles and selected the 10 most important ones to help you determine which risks are worth taking and mitigate those your company - and your industry at large - are already facing.

The Principles of Scientific Management (1911) is a monograph published by Frederick Winslow Taylor (1856-1915), a manufacturing manager, mechanical engineer, and management consultant. This work laid out Taylor's views on the principles of scientific management, or industrial-era organization and decision theory. The term scientific management refers to coordinating the enterprise for everyone's benefit including increased wages for laborers, often referred to as Taylor's Principles, or Taylorism.

Directed at managers on all rungs of the corporate ladder, this thoroughly updated and expanded edition of the best selling Managing Transitions provides practical, step-by-step strategies for reaching goals and minimizing the disruptions caused by workplace change. It is an invaluable managerial tool for navigating an inevitably tumultuous time.

Get yourself up to guru speed. This insightful guide, which has proven hugely popular around the world in hardback, not only includes the most significant ideas that have influenced the management of business over the past century, but it also includes entries on the most influential business thinkers of the past and present.

The Stoics understood that if you can control your reactions and manage your emotions, you can achieve success. The same principles apply to our financial lives today. The only way to beat inflation and grow your wealth is by investing. Combining ancient wisdom with practical investment strategies drawn from analysis of the greatest investors of all time, The Stoic Path to Wealth will teach you how to cultivate an investing edge by managing your emotions and developing your unique skills and talents.

Since the dawn of the Industrial Revolution, capitalism has unleashed unimaginable growth in opportunity and prosperity. Gramm and Boudreaux look at the seven events and issues in American history that define, for most Americans, the role of government and how the 21st century world works. Gramm and Boudreaux argue that the evidence points to a contrary verdict: government interference and failed policies pose the most significant threat to economic freedom.

A million listeners bought The Undercover Economist to get the lowdown on how economics works on a small scale, in our everyday lives. Since then, economics has become big news. Crises, austerity, riots, bonuses - all are in the headlines all the time. But how does this large-scale economic world really work? What would happen if we cancelled everyone's debt? How do you create a job? Will the BRIC countries take over the world?

Continuing his groundbreaking analysis of economic structures, Douglass North develops an analytical framework for explaining the ways in which institutions and institutional change affect the performance of economies. Institutions exist due to the uncertainties involved in human interaction; they are the constraints devised to structure that interaction. Yet, institutions vary widely in their consequences for economic performance; some economies develop institutions that produce growth and development, while others develop institutions that produce stagnation.

In his 14 years as CEO of Tesco, Sir Terry Leahy not only turned the company into the largest supermarket chain in the UK, but also transformed it into a global enterprise. As a result, Sir Terry is now one of the world's most admired business leaders, widely acclaimed for his drive, flair, and no-nonsense approach. In Management in 10 Words, he draws on his experience and expertise to pinpoint the ten vital attributes that make successful managers and underpin great organisations.

Behavioral Economics for Leaders: Research-Based Insights on the Weird, Irrational, and Wonderful Ways Humans Navigate the Workplace is an accessible and unique approach to implementing the many lessons of behavioral economics in your own leadership strategy. You’ll explore how and why your team members often don’t make rational decisions ― and why that can be a good thing.

What do Google, Snapchat, Tinder, Amazon, and Uber have in common, besides soaring market share? They're platforms - a new business model that has quietly become the only game in town. A platform, by definition, creates value by facilitating an exchange between two or more interdependent groups. So, rather than making things, they simply connect people. The advent of mobile computing and its ubiquitous connectivity have forever altered how we interact with each other. Yet, few people truly grasp the radical structural shifts of the last 10 years.

Got performance? Seeking assets to manage? Frustrated by the youthful research professionals across the table who “just don’t get it” while seeming to control billions? Managers are often challenged by the process of asset gathering. Why doesn’t the market recognize the firm’s value? Where is the AUM? Here is a big idea - let’s ask these institutions why most managers do not have their assets and never will.