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Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accounta bility for Results

Amazon.com Price:  $5.86 (as of 12/05/2019 14:42 PST- Details)

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A fully revised and up to date installment from the bestselling writer of The Oz Principle Series Two time New York Times bestselling authors Roger Connors and Tom Smith show how leaders can achieve record breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset their people Change the Culture Change the Game joins their classic book The Oz Principle and their recent bestseller How Did That Happen to complete the most comprehensive series ever written on workplace accountability Based on an earlier book Journey to the Emerald City this fully revised installment captures what the authors have learned even as working with the hundreds of thousands of people on The use of organizational culture as a strategic advantage Does the public alter American foreign policy choices or does the government change public opinion to supports its policies In this detailed study Douglas Foyle demonstrates that the differing influence of public opinion is mediated in large part through each president s beliefs about the value and significance of public opinion The use of archival collections and public sources Foyle examines the beliefs of the entire post World War II presidents along with the foreign policy decisions of Presidents Dwight Eisenhower Jimmy Carter Ronald Reagan George Bush and Bill Clinton He finds that some presidents are fairly open to public opinion even as others hold beliefs that cause them to ignore the public s view Several orientations toward public opinion are posited the delegate Clinton favors public input and seeks its make stronger the executor Carter believes public input is desirable but its make stronger is not necessary the pragmatist Eisenhower Bush does not are seeking public input in crafting policy but sees public make stronger as necessary and in the end the guardian Reagan neither seeks public input nor requires public make stronger The book examines the public s influence through

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