North Dakota State University
NDSU Extension Service
Organizational Management -- Books
The 75 Greatest Management Decisions Ever Made… and
Some of the Worst.
1991, 231 Pages
Find out a pithy compendium celebrating pinnacles of decision-making that
have shaped management through the ages--and left their indelible impressions on
business and society. Each entry describes a feat of management brilliance,
extracts the invaluable lessons it contains, and explores its ultimate impact.
Readers will learn about the history-making decisions (some of them from highly
surprising sources) that gave rise to: the assembly line, the first reliable
system of weights and measures, the credit card, the discovery of America, print
and television advertising, the Walkman, Microsoft, CNN, the mainframe computer,
the PC, the weight-loss industry, market research, mass production, brand
management, and more.
The Emotionally Intelligent
Workplace: How to Select for, Measure, and Improve Emotional Intelligence in
Individuals, Groups and Organizations
Cary Cherniss and Daniel Goleman
2001, 351 Pages
The authors in this book show HR managers, executives, consultants, and
psychologists how to move beyond working with the individual and enhance the
performance of the entire organization.
Expanding Our Now: The Story of
Open Space Technology
1997, 139 Pages
In this book, Harrison Owen offers numerous examples to illustrate the
evolution of Open Space Technology and explores what it is, how it developed as
a process for meeting management, and how and why it works all over the world,
for groups of all sizes dealing with a vast range of issues. Owen shows how OST
can move organizations to higher levels of performance, without elaborate
training of professional facilitators.
The Employee Handbook for Organizational Change:
Facing the Problems, Finding the Opportunities
1994, 40 Page Book
Pritchett and Pound discuss the myths and realities of surviving in the age of
instability, overcoming resistance to change, clearing up the myths and becoming
a change agent.
The Fifth Discipline
This book introduces managers to a new source of competitive advantage as well
as a marvelously empowering approach to work. These theories help businesses to
clarify their goals, to defy the odds, to more clearly understand threats, and
to recognize new opportunities.
The Fifth Discipline Fieldbook
Art Kleiner, Peter Senge, Richard Ross, Bryan Smith, Charlotte Roberts
1994, 591-page Book
The Fieldbook shows how to create an organization of learners where memories are
brought to life, where collaboration is the lifeblood of every endeavor and where the
tough questions are fearlessly asked.
First, Break All the Rules: What the World's Greatest Managers Do
Marcus Buckingham and Curt Coffman, The Gallup Organization
1999, 271-page Book
This book is based on in-depth interviews by The Gallup Organization of more than 80,000
managers in over 400 companies - the largest study of its kind ever undertaken. The
results show that, despite their differences, great managers share one common trait: They
do not hesitate to break virtually every rule held sacred by conventional wisdom.
The Four Obsessions of an Extraordinary Executive
2000, 183 pages
In this book, you are being helped to understand the
disarming simplicity and power of creating a healthy organization, and it
reveals four key disciplines that you can follow to achieve it.
Good to Great: Why Some Companies Make the Leap... and Others
2001, 260-page book
A five-year study of good-to-great companies found:
* Level 5 Leaders --The research team was shocked to discover the type of leadership
required to achieve greatness.
* The Hedgehog Concept (Simplicity within the Three Circles) -- To go from good to great
requires transcending the curse of competence.
* A Culture of Discipline -- When you combine a culture of discipline with an ethic of
entrepreneurship, you get the magical alchemy of great results.
* Technology Accelerators -- Good-to-great companies think differently about the role of
* The Flywheel and the Doom Loop -- Those who launch radical change programs and wrenching
restructurings will almost certainly fail to make the leap.
Gung Ho! Turn on the People in Any
Ken Blanchard and Sheldon Bowles
1998, 187 Pages
Here is an invaluable management tool that outlines foolproof ways to increase
productivity by fostering excellent morale in the workplace. It is a must-read
for everyone who wants to stay on top in today's ultra-competitive business
Hot Groups: Seeding them, Feeding
them, and Using them to Ignite Your Organization
Jean Lipman-Blumen and Harold J. Leavitt
1999, 299 Pages
Great book - Full of “ah-Has” and insights, as well as implied tips and
watch-outs. You may be able to pull a great deal of information out of the book
and integrate it into what you do when helping kick-start project teams. Making
you drop major thoughts and concepts from the book into the both curriculum of
our School for Innovators and the process of Thinking Expeditions. This is a
must read for any manager or leader who wants to make some important things
happen fast - with his or her eyes wide open to the ramifications of a Hot
Group's impact on the rest of the organization.
How to Get Extraordinary Performance from Ordinary People
1987, 18-page Booklet
Extraordinary performance must be designed - consciously designed - by a manager for each
subordinate. That is a difficult, time consuming, analytical, involving process.
Extraordinary performance must be calculated, coaxed and encouraged.
Land-Grant Universities and Extension into the 21st Century:
Renegotiating or Abandoning a Social Contract
George R. McDowell
2001, 198-page Book
McDowell, a Virginia Tech ag economist, says the original purpose of extension -- bringing
applicable solutions from the science and research of the land-grant institution to the
people of the home state -- may be in peril as the needs of the public evolve. He suggests
specific action steps for maintaining the value and viability of extension's service to
the people. McDowell will be the opening keynote speaker at the NDSU Extension Service
spring conference March 19, 2002.
The Living Organization
1993, 280-page Book
The Living Organization shows managers the next step after teams -
creating workplace community. It is a powerful new way of turning around a
disenchanted workforce that has lost faith in management fads.
Management in Extension
James A. Buford, Arthur Bedeian, James Lindner
1995, 357 Pages
This book attempts to balance management theory and application in a manner that
both instructors and students will find useful and easy to understand.
Management Insights: Discovering
the Truths to Management Success
Ken Carnes, David Cottrel, and Mark C. Layton
2004, 93 Pages
This book is written for today's fast paced business environment. It provides
tips and useful ideas, as well as an important look into the anatomy of
management as a career and gives us the necessary building blocks for success.
Managing Change Assertively
John E. Jones, Ph.D. and William L. Bearley, Ed.D.
1987, 12-page Booklet
Managing change almost always has been a headache for organizational leaders. People
seem to resist improvements and innovations in technology and procedures - even
improvements in the physical environments in which they work. But organizational
change has many benefits, and this book points out ideas and strategies that can help
you make change work for you.
Open Space Technology
1997, 173 Pages
Owen outlines all the practical considerations necessary to create Open Space.
He starts with the most important question—should you do Open Space at all—and
examines what times of situations are appropriate for OST and what types are
not. He goes on to look at nuts-and-bolts issues such as supplies, logistics,
and who should come and how you should go about getting them there.
Out-learning the Wolves: Surviving
and Thriving in a Learning Organization
1998, 61 Pages
Organizations around the world today are struggling to stay ahead of the pack.
This book is a story of an organization that might resemble yours--complete with
bad habits, nagging vulnerabilities, and resignation to the status quo. This
book presents a powerful metaphor for understanding issues organizations face
when they realize they must have learn how to learn differently.
The Passion Plan at Work: Building
a Passion-Driven Organization
2001, 273 Pages
"Passion is the single most powerful competitive advantage an organization can
claim in building its success," argues veteran leadership consultant Richard
Chang in The Passion Plan at Work: Building a Passion-Driven Organization.
Stressing that passion is a motivator and a unifier, that it provides direction
and focus and attracts both employees and customers, he suggests that when a
company has the skill and resources it needs to succeed, passion can put it over
the top. With a foreword by FedEx CEO Fred Smith, this sequel to Chang's
relationship guide (The Passion Plan) outlines the seven-part plan business
leaders need to implement to realize "the capital P" in "Profits."
People: Managing Your Most Important Asset
Collaboration of Authors
1990, 145-page Book
Robert B. Maddux
1988, 66-page Book
This book is for anyone interested in learning job interview techniques,
especially those who select others to work with them. No matter which position
you hold, you must be able to assess candidates and arrive at the best choice.
This book will help you think through the selection process and learn to conduct
interviews that will lead to sound decisions based on your pre-determined
specifications. Those who master good interviewing skills will greatly improve
the quality of their organization.
Real Time Strategic Change: How to
Involve an Entire Organization in Fast and Far-Reaching Change
Robert W. Jacobs
1994, 335 Pages
Business consultant Jacobs promotes here a strategy that involves both managers
and employees in planning and incorporating change throughout companies on a
regular basis. He stresses that "real time strategic change," which "involves an
entire organization in fundamental, far-reaching and fast-paced change,"
unleashes "extraordinary energy and optimism" among employees by focusing their
attention on mastering change and achieving business goals, a process Jacobs
contends rarely happens in American companies. He argues that democratic
procedures allow employees to develop loyalty to organizations "they want to
call their own." Jacobs's organizational theories make good sense.
Resistance: Moving Beyond the Barriers to Change
34 Page Booklet
The 16 guidelines in this handbook show you how to free up the valuable energy
that's being wasted on resistance. Ideas include explain the rationale for
change, over-communicate and make sure people have the know-how needed.
Service Edge: 101 Companies that Profit from Customer Care
Ron Zemke and Dick Schaaf
1989, 569-page Book
The authors give you the inside story of how America's 101 top service companies and
organizations create, manage and maintain their edge. It is an indispensable guide for
anyone charged with improving service quality -- and through it, the bottom line -- in the
face of fierce competition, a shrinking labor pool, uncertain financial and regulatory
conditions, and the ever-quickening pace of change in the marketplace. Executive
strategies and front line tactics alike are explored in detail -- not only who provides
outstanding service, but how they do it and why they believe it is so important.
Shadows of the Neanderthal:
Illuminating the Beliefs That Limit Our Organization
1999, 82 Pages
Join David Hutchens’ hilarious journey of discovery and learn how to surface,
share, and challenge your own and others’ hidden beliefs and to recognize how
they inform—and often misinform—what we do. This book is a must-have resource
for any organization on its own quest to break free from the unspoken
assumptions that cause conflict and limit progress.
Supervisor's Standard Reference Handbook
W. H. Weiss
1980, 246-page Book
This handbook provides instant access to the tested techniques you need for boosting
quality and productivity.
A Survival Guide to the Stress of Organizational Change
Price Pritchett and Ron Pound
36 Pages (2 Copies)
Talks about the three key drivers of change, coming to grips with reality and
the basic mistakes we all make.
Take the Mystery Out of Media
Lorraine B. Kingdon
1994, 137 Pages
Media publicity can polish up the image of every business. If your business’s
budget won’t stretch to afford a professional public relations consultant, you
need this book. This book explains the rules of the media and the popular
notions surrounding the media that persuade businesses.
The Team Handbook
1988, 7 Chapters
The Team Handbook is a practical guide to working in or with project teams. It
is packed with step-by-step instructions, illustrations and worksheets, all
showing how to implement many quality improvement principles.
T.G.I.M.: Making Your Work Fulfilling and Finding Fulfilling
Charles Cameron and Suzanne Elusorr
1986, 208-page Book
Work satisfaction, as much as any other factor in your life, is essential for true
happiness. T.G.I.M. can show you not only how to find deeper personal fulfillment from any
job you may have, it can lead you toward one of the greatest discoveries you can make:
finding the work you were born to do. T.G.I.M. is a practical book that aims to transform
your "job" into an "affair of the heart." This book uses dozens of
revealing techniques and effective self-exploration exercises.
Who's Driving Your Bus? Codependent Business Behaviors of
Workaholics, Perfectionists, Martyrs, Tap Dancers, Caretakers and People-Pleasers
Earnie Larsen, Jeanette Goodstein
1993, 168-page Book
When employees bring dysfunctional habits to work, the possibilities for disaster
multiply. This book looks at employees' behaviors and how they can impede an
organization's long-term productivity plus shows how they can be addressed appropriately.
Books can be checked out for one month, audio and video tapes for
two weeks. Contact the Distribution Center at NDSU.email@example.com or 701 231-7882 to check out Staff Resource Library materials, or stop by Morrill 10 to
browse the shelves.