Chan Su Jung provides a thorough review of goal ambiguity in the public sector, exploring the general assertions, arguments and empirical evidence regarding performance goal ambiguity, particularly highlighting its causes, consequences, and mediation effects. The author proposes a new conceptual framework for successful analysis of goal ambiguity that can effectively relate to diverse organizational and program characteristics.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
The #1 New York Times bestseller. Over 15 million copies sold! Tiny Changes, Remarkable Results No matter your goals, Atomic Habits offers a proven framework for improving--every day. James Clear, one of the world's leading experts on habit formation, reveals practical strategies that will teach you exactly how to form good habits, break bad ones, and master the tiny behaviors that lead to remarkable results. If you're having trouble changing your habits, the problem isn't you. The problem is your system. Bad habits repeat themselves again and again not because you don't want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Here, you'll get a proven system that can take you to new heights. Clear is known for his ability to distill complex topics into simple behaviors that can be easily applied to daily life and work. Here, he draws on the most proven ideas from biology, psychology, and neuroscience to create an easy-to-understand guide for making good habits inevitable and bad habits impossible. Along the way, readers will be inspired and entertained with true stories from Olympic gold medalists, award-winning artists, business leaders, life-saving physicians, and star comedians who have used the science of small habits to master their craft and vault to the top of their field. Learn how to: make time for new habits (even when life gets crazy); overcome a lack of motivation and willpower; design your environment to make success easier; get back on track when you fall off course; ...and much more. Atomic Habits will reshape the way you think about progress and success, and give you the tools and strategies you need to transform your habits--whether you are a team looking to win a championship, an organization hoping to redefine an industry, or simply an individual who wishes to quit smoking, lose weight, reduce stress, or achieve any other goal.
The field of Development Economics (DE) has overstretched over time with risks of becoming shallow. There is a need for the compartmentalization of DE that focuses on simplification, oversight, productivity and relevance. This volume is a handbook in development economics with a compartmentalized perspective. It makes use of case study applications, both recent and over the last few decades. Next to 2 introductory chapters that elaborate on the development regions, the book falls in five parts.The first part, consisting of two chapters, displays structural/system changes in the development regions, examines institutions that discourage/promote development, and applies institutional modelling to related case studies of land reform in India and Chile.The second part, consisting of two chapters, takes the courageous step of discussing, measuring and posting the twin development goals of growth with redistribution as the primary development goals, and analysing their trade-offs for major countries in the six development regions. Secondary development goals are important but they correlate with the primary goals, and are considered as conditional.The third part, consisting of eight chapters, contains applications on multi-sector development policies. The applications use the Social Accounting Matrix and related economy wide modelling. They highlight alternative policies to achieve the development goals of growth and redistribution in Pakistan, Indonesia, Korea, UAE, Nepal, Sudan, Suriname and other countries.The fourth part, consisting of six chapters, examines human resource development and policies in the areas of labor market information systems, labor market adjustments, manpower forecasts, earnings profiles, educational plans, and intergenerational mobility, with case studies related to Pakistan, Indonesia, Colombia, Korea, Ethiopia.The fifth and final part, consisting of two chapters, focuses on world development and global governance; in particular the persistent income disparities at the global level in spite of the strengthened positions of the development regions in the world economy, the consequences of shifting dominance for world governance, the evaluation of the G-20, and a proposed more representative world governance. Throughout all chapters special attention is devoted to introducing and applying analytical methods that have proven to be fundamental in development economics.
Improving the Sustainable Development Goals evaluates the Global Goals (Agenda 2030) by looking at their design and how they relate to theories of economic development. Adopted unanimously by the member states of the United Nations (UN) in 2015, the goals are remarkable for the global commitment on a set of targets to reach by 2030, but also for the lack of a strategy of implementation. The choice of appropriate action is handed over to individual governments, some of which are limited by their lack of resources. This book explores how implementation of the sustainable development goals (SDGs) can be developed, especially in developing countries. The content, strengths and weaknesses of the SDGs are critically examined, alongside their relationship to ongoing academic research. The authors also investigate the actions of governments over the past three years by looking at the national strategies they have presented at annual meetings of the UN High-Level Political Forum. Improving the Sustainable Development Goals takes a critical but constructive approach, pointing out risks as well as possible remedies. The SDGs are seen as an opportunity for a global conversation on what works in solving some fundamental problems relating to poverty and environmental degradation. With the inclusion of a chapter by Tobias Ogweno, former member of the Kenya’s UN mission, this book will appeal to all those who are interested in policy analysis with a focus on development issues.
Politicians win elections by promising 'Jobs! Jobs! Jobs!' but in practice these promises quickly fall by the wayside. The Goals of Macroeconomic Policy asks why. It begins with the observation that there is no convincing economic argument that full employment should be the primary objective of economic policy in all circumstances. In the light of this it examines whcy policy has failed so consistantly. It explains this by a theory of the labour market which shows why most workers are happy to operate in a way which militates against full employment. It then proceeds to analyse the rather dire consequences of this for the budget deficit.
