National Network for Equitable Library Service

Supplies time-tested communication tips, big digital-era ideas, and real-life examples to help anyone deliver clear, persuasive messages that win hearts, minds, and budgets. By learning to grab attention and explain difficult ideas to nontechnical listeners, you'll master an important twenty-first century skill--one that drives funding, policy decisions, public awareness, customer adoption, and your own career prospects.

The years since the Great Crisis of 2008 have seen slow growth, high unemployment, falling home values, chronic deficits, a deepening disaster in Europe-and a stale argument between two false solutions, 'austerity' on one side and 'stimulus' on the other. Both sides and practically all analyses of the crisis so far take for granted that the economic growth from the early 1950s until 2000---interrupted only by the troubled 1970s---represented a normal performance.

Jeff Madrick, a former columnist for The New York Times, is an economics columnist for Harper's, a regular contributor to The New York Review of Books, and editor of Challenge Magazine. He is visiting professor of humanities at The Cooper Union, and director of the Bernard L. Schwartz Rediscovering Government Initiative at the Roosevelt Institute. His books include Age of Greed, The End of Affluence, and Taking America. He has also written for The Washington Post, the Los Angeles Times, Institutional Investor, The Nation, American Prospect, The Boston Globe and Newsday.

It' s not the work that' s so hard-- it's the people. The micromanaging control freak. The boss who takes credit for everything. The coworker who regularly strolls in late and takes leisurely breaks. There' s no escaping problematic personalities. And there' s no point fighting or letting tensions simmer. Instead, learn to build positive, productive relationships with everyone in your workplace-- and put your career on an unstoppable upward trajectory.

In this text company managers reveal revolutionary insights about successful managerial behavior.

Drucker succintly tackles the evolving paradigms and management challenges businesses face as the new century begins. He explains that manages should consider themselves leaders, not bosses, and treat their employees as though they are working for more than a paycheck. He also offers practical suggestions for improving productivity and discusses the impact of information technology.

It's very likely that best practices-ideas, processes, and strategies that are commonplace in your industry-are actually hurting your business. Although best practices can help businesses operate more competitively and efficiently, they are often outdated, harmful, and a hindrance to innovation. The problem is, managers and executives are usually blind to the negative effects of best practices, so they don't question their purpose or measure their effectiveness. As a consequence, outdated or harmful practices spread and persist without their knowledge.

In What Happened to Goldman Sachs, Columbia Business School professor and former Sachs executive Steven Mandis charts the evolution of Goldman Sachs from an ethical standard to a legal one and uncovers the forces behind what he calls Goldman's "organizational drift." Drawing from his firsthand experience; sociological research; analysis of SEC, congressional, and other filings; and a wide array of interviews with former clients, detractors, and current and former partners, Mandis exposes the pressures that forced Goldman to slowly drift away from the very principles on which its reputation

Interviews a number of prominent women--including comedian Susie Essman, writer and director Nora Ephron, and TV personality Joy Behar--to reveal how all women can achieve their deserved recognition and financial worth in the modern professional world.

Tough interview questions are inevitable in today's competitive job market. Ron Fry's "101 Great Answers to the Toughest Interview Questions" has helped more than 500,000 job seekers pinpoint what employers are really asking with every question, and more importantly: what they want to hear in response. This no-nonsense guide will prepare you to leverage the trickiest questions to your advantage. Learn how to deal gracefully with complicated case interviews, various personality types, and even potentially illegal questions - all while avoiding common mistakes.