The book, which includes extensive case studies, is designed to help managers understand the social and psychological realities that shape their choices and behaviors. The manager in the new team environment is at once a member of the team and the leader of the team. Hirschhorn presents guidelines to help the manager adapt to this dual role, to become a "learner" as well as a "controller," and thereby ensure that the team functions at optimal effectiveness. Divided into five chapters and a summary, the book introduces the manager to the nature of the new team.

Whereas many recommend a paradigm change in order to cope with modern complexities, Caravantes and Bjur urge executives not to change their operating paradigms, but rather to become paradigm competent, that is, knowledgeable and competent in several ways of understanding and analyzing the working world. Four major paradigms are described: positive science, quantum physics, oriental mysticism, and existentialism.

The authors recognize that executives often are obligated to make important choices despite insufficient data and the inability to predict future outcomes. Hunches that one action is to be preferred over others are examples of high-level managers making use of more-than-rational intuitions – defined as knowing without knowing how you know. The authors think of this as a kind of subconscious "magic" not taught or developed in the curricula of schools of management, where the emphasis is on technical rationality and technique. The authors emphasize the importance of subconscious perceptions in enabling an executive's access to infra-conscious, extra-rational, or "magic" capabilities, and discuss some modern techniques that can be used to enhance an executive's magic and charisma.

Magic and Management is a fourth book co-authored by Bjur and Caravantes, until now published and marketed in Brazil. Their work is based on three decades of multi-cultural analysis and observation of management theory as it is practiced in many different countries. This work is designed for the experienced manager who desires to enhance personal knowledge and discover inherent, possibly hidden, abilities to excel in leadership.

In addition to real life on-the-job examples, Anderson offers an easy to understand, detailed method for performing a Task Based Job Analysis that can be used to aid professionals in hiring, training, re-training, or certifying workers.

Anderson offers a step by step plan for setting up an employee training program including:

In addition to real life on-the-job examples, Anderson offers an easy to understand, detailed method for performing a Task Based Job Analysis that can be used to aid professionals in hiring, training, re-training, or certifying workers.

Anderson offers a step by step plan for setting up an employee training program including:

"Getting started is the hardest thing. In my professional experience with CMMI, Susan Hinkle has been the only person I've ever seen to successfully take companies from 0 to maturity level 2 and capability level 3 in a year." Joanne O'Leary, Lead Appraiser.

For many organizations, the time, effort, cost, and culture shock associated with implementing a Quality Management System can be overwhelming. With that in mind, I am hoping to share some of my successes so you can borrow ideas, and avoid some of the pitfalls I stumbled upon. This book includes several informative sections such as: the 'make or buy' decision, cultural change, deciding what system to implement and when, and return on investment which you may find exceedingly useful in your decision making and planning. The intent of this book is to explain the realities of what you could encounter when implementing a Quality Management System, and to discuss the things other books and consultants might not necessarily tell you. This book is intended for use by small commercial and government organizations outside the realms of IT, software development and systems engineering.

Whereas many recommend a paradigm change in order to cope with modern complexities, Caravantes and Bjur urge executives not to change their operating paradigms, but rather to become paradigm competent, that is, knowledgeable and competent in several ways of understanding and analyzing the working world. Four major paradigms are described: positive science, quantum physics, oriental mysticism, and existentialism.

The authors recognize that executives often are obligated to make important choices despite insufficient data and the inability to predict future outcomes. Hunches that one action is to be preferred over others are examples of high-level managers making use of more-than-rational intuitions – defined as knowing without knowing how you know. The authors think of this as a kind of subconscious "magic" not taught or developed in the curricula of schools of management, where the emphasis is on technical rationality and technique. The authors emphasize the importance of subconscious perceptions in enabling an executive's access to infra-conscious, extra-rational, or "magic" capabilities, and discuss some modern techniques that can be used to enhance an executive's magic and charisma.

Magic and Management is a fourth book co-authored by Bjur and Caravantes, until now published and marketed in Brazil. Their work is based on three decades of multi-cultural analysis and observation of management theory as it is practiced in many different countries. This work is designed for the experienced manager who desires to enhance personal knowledge and discover inherent, possibly hidden, abilities to excel in leadership.

The book, which includes extensive case studies, is designed to help managers understand the social and psychological realities that shape their choices and behaviors. The manager in the new team environment is at once a member of the team and the leader of the team. Hirschhorn presents guidelines to help the manager adapt to this dual role, to become a "learner" as well as a "controller," and thereby ensure that the team functions at optimal effectiveness. Divided into five chapters and a summary, the book introduces the manager to the nature of the new team.