International Bibliography of Business History
Call Number: HF 1008 .G595 1997
Publication Date: 1996-12-16
This bibliography covers business history. Fully up to date, it includes business sectors of all types and covers publications in French, German and Japanese.
Sources of Industrial Leadership : studies of seven industries
Call Number: HD 45 .S627 1999
Publication Date: 1999-10-13
This book describes and analyzes how seven major high-tech industries evolved in the USA, Japan, and Western Europe. The industries covered are machine tools, organic chemical products, pharmaceuticals, medical devices, computers, semiconductors, and software. In each of these industries, firms located in one or a very few countries became the clear technological and commercial leaders. In a number of cases, the locus of leadership changed, sometimes more than once, over the course of the histories studied. The focus of the book is on the key factors that supported the emergence of national leadership in each industry, and the reasons behind the shifts when they occurred. Special attention is given to the national policies which helped to create, or sustain, industrial leadership.
1501 Ways to Reward Employees
Call Number: HF 5549.5 .I5 N45 2012
Publication Date: 2012-03-27
Today more than ever, businesses need fresh ideas to nurture talent and retain employees—enter 1,501 Ways to Reward Employees, thoroughly revised, updated, and even more chockablock with ideas than 1,001 Ways to Reward Employees, the groundbreaking national bestseller. Adapted to meet the needs of an evolving workplace—especially to deal creatively with virtual employees, freelancers and permalancers, international colleagues, and the rule-bending expectations of millennials—its 1,501 low-and no-cost rewards and strategies are drawn from thousands of companies across the globe. Ideas range from the informal (Wells Fargo’s thank-you e-cards) and the offbeat (JS Communications two free “I Don’t Want to Get Out of Bed” Days) to the formal (J. C. Penney “affirms” new managers in a moving ceremony) to the totally nutty (the legendary honor of having your office “sodded”—literally, grassed over—at Microsoft). For bosses, managers, entrepreneurs, small-business owners, consultants—anyone who’s responsible for working successfully in an ever-tougher economy—this is the rewards bible.
The Productive Edge: how U.S. industries are pointing the way to a new era of economic growth
Call Number: HC 110 .I52 L47 1998
Publication Date: 1998-05-01
"Recently, significant new productivity gains have been reported in important industries, both old and new. What is it about such industries, and individual firms in those industries, that has enabled them to regain their productive edge?" "In this book, a leading authority on this crucial issue searches five recent success stories - in automobiles, steel, semiconductors, electric power generation, and cellular communication - for clues to shape a new national strategy for economic growth. Taken together, these reports from the front lines of American industry point to a new agenda for growth, tailored to the volatile, unpredictable conditions that will persist in the economy for the foreseeable future. At the heart of the agenda is a proposal for a "new economic citizenship" - a new view of the rights, responsibilities, and resources that should be accorded to those who will contribute their ideas and labor to the new century."--BOOK JACKET.Title Summary field provided by Blackwell North America, Inc. All Rights Reserved
365 Ways to Motivate and Reward Your Employees Every Day-- with little or no money
Call Number: HF 5549.5 .I5 P58 2005
Publication Date: 2005-01-12
This resource for managers presents hundreds of simple and inexpensive ways to motivate, challenge, and reward employees. Human resource management consultant Podmoroff begins with a brief overview of some theories of human motivation and explains the importance of building a culture of recognition.
Manufacturing Advantage : why high-performance work systems pay off
Call Number: HD 9725 .M356 2000
Publication Date: 2000-01-06
Much of the hoopla surrounding quality circles, teams, and high-performance work systems has been based on anecdotes and very thin evidence. It has not been established that those employee involvement strategies amount to anything more than another series of management fads or ruses designed to get more out of workers without giving them anything in return. This revelatory book, written by some of the skeptics, lays some of the suspicion to rest. Based on their visits to 44 plants and surveys of more than 4,000 employees, Eileen Appelbaum, Thomas Bailey, Peter Berg, and Arne L. Kalleberg concluded that companies are indeed more successful when managers share knowledge and power with workers and when workers assume increased responsibility and discretion. The study of steel, apparel, and medical electronics and imaging plants revealed much. In self-directed teams, workers were able to eliminate bottlenecks and coordinate the work process. In task forces created to improve quality, they communicated with individuals outside their own work groups and were able to solve problems. Expensive equipment in steel mills operated with fewer interruptions, turnaround and labor costs were cut in apparel factories, and costly inventories of components and medical equipment were reduced. And what did the employees think? The worker survey showed that jobs in participatory work systems often provide more challenging tasks and more opportunities for creativity. Employees in apparel had higher hourly earnings; those in steel had both higher hourly earnings and higher job satisfaction. Workers in more participatory settings were no more likely than others to report heavy workloads or excessive demands on their time. They were, however, less likely to report involuntary overtime or conflict with co-workers, and were more likely to be satisfied with their surroundings. Manufacturing Advantage provides the best assessment available of the effectiveness of high-performance work systems. Freestanding chapters near the end of the book provide full documentation of research data without interrupting the narrative flow.
U. S. Manufacturingthe engine for growth in a global economy
Call Number: HD 9725 .U15 2003
Publication Date: 2003-09-30
"Globalization has accelerated the growth of the manufacturing sector by increasing competitive pressures to cut costs and develop new products faster, spreading out the fixed costs of R&D and investment. An insider's guide to the future of this critical sector, this book provides policy recommendations based on a wealth of information. Evolving rapidly from a mass-produced product orientation to a flexible, solutions-oriented model, the changing manufacturing sector is poised to lead a global economic recovery. But it can do so only if the right policies are in place in the United States. To that end, the editors of this volume recommend fiscal and tort reform, higher educational achievement, and continued deregulation. At the international level, further trade liberalization and steps to reduce the trade deficit are recommended to ensure the staying power of U.S. competitiveness, particularly for technology-intensive industries."--BOOK JACKET.Title Summary field provided by Blackwell North America, Inc. All Rights Reserved
Unwanted Company : foreign investment in American industries
Call Number: HG 4910 .C79 2003
Publication Date: 2003-07-24
In the last quarter century, the U.S. economy has been transformed by a large inflow of direct investment from abroad. Foreign companies, mainly from Europe and Japan, have built factories and acquired U.S. firms at an ever-increasing rate. Jonathan Crystal finds inconsistencies in how American businesses have responded to this globalization of production.U.S. firms, especially multinationals, have conflicting interests regarding investment protection, Crystal shows. Many American firms, under siege from overseas competitors, have already expended considerable energy in obtaining trade protection, but they are competing not only with foreign imports but also with locally established foreign-owned firms. American businesses may favor stricter regulation of foreign companies that threaten their bottom line, but they also consider their own interests as global investors subject to retaliatory protection in other countries. Restrictions on "foreign" investment, it seems, are not so attractive when they are imposed by other countries.Unwanted Company examines the different ways in which important U.S. industries (including semiconductors, automobiles, steel, consumer electronics, telecommunications, and airlines) reacted to this new challenge. It focuses on the political responses of U.S.-owned firms to how Washington ought to regulate foreign direct investment and how it ought to treat foreign-owned firms in the United States. Some industries welcomed (or at least didn't oppose) foreign investment, whereas others sought restrictive and discriminatory policies. Crystal demonstrates how the nature of the domestic political environment shapes the translation of economic interests into policy preferences.