The suggestions on management behaviour outlined in this book are in support of the principles of Miz-Management and the theoretical methodology for creating an ideal state of Mizery in the workplace. Miz is simply a contraction of the word miserable and therefore, Miz-Management means miserable management for Mizzies (masochists). While the purpose of this book remains vague, it attempts to outline largely unproven methodologies, supported by unimaginative examples of Miz-Management behaviour, specifically for those who want to be perceived as trying to improve their management skills, but who really want to be anything but successful. With the best of intentions to simply fill the void for a Miz-Management behaviour guide, unfortunately it has also been inadvertently adopted by some masochistically challenged managers for Miz-Use as an inverse guide to impede the advancement of Miz-Management in the workplace. Fortunately this counter culture will not succeed because the Miz-Force is strong.
My husband killed me.Instead of spending my immortal Afterlife pissed off and angry, I moved on. I became someone.Sure, that someone was a demon with the highest track record of reform, AKA punishment, in Hell. But who's bragging?I'm right on my way to retirement behind the pearly gates. Everything was going fine . . . until the Risk Witches saw a terrible vision.Three men. Each scarred in their own way, born with powers that haven't been seen in eons.Upper Management sent the best to correct their path. Angels. Poltergeists. Nothing worked.These men were too stubborn. Too bad. Too untamed...So they sent me.Roman. Ezra. Dorian.Combined, they have enough power to end the world-and they will.Unless I find a way to stop them first.Breaking people is my job. But this time...my job might break me.
Presented at a symposium held in 1990 to celebrate the Getty Museum's acquisition of the only known illuminated copy of The Visions of Tondal, twenty essays address the celebrated bibliophilic activity of Margaret of York; the career of Simon Marmion, a favorite artist of the Burgundian court; and The Visions of Tondal in relation to illustrated visions of the Middle Ages. Contributors include Maryan Ainsworth, Wim Blockmans, Walter Cahn, Albert Derolez, Peter Dinzelbacher, Rainald Grosshans, Sandra Hindman, Martin Lowry, Nigel Morgan, and Nigel Palmer.
The "original, first-rate, serious, and beautiful" short fiction (New York Times Book Review) that introduced J. D. Salinger to American readers in the years after World War II, including "A Perfect Day for Bananafish" and the first appearance of Salinger's fictional Glass family. Nine exceptional stories from one of the great literary voices of the twentieth century. Witty, urbane, and frequently affecting, Nine Stories sits alongside Salinger's very best work--a treasure that will passed down for many generations to come. The stories: A Perfect Day for Bananafish Uncle Wiggily in Connecticut Just Before the War with the Eskimos The Laughing Man Down at the Dinghy For Esmé--with Love and Squalor Pretty Mouth and Green My Eyes De Daumier-Smith's Blue Period Teddy
Messenger Melina Markowitz, a go-between for paranormal forces and supernatural creatures, must find an envelope stolen from her--or watch out-of-control Chinese vampires take down rival gang members in an all-out street war.
This book studies the variety of organizational strategies selected to cope with critical uncertainties during crises. This research formulates and applies an institutional sense-making model to explain the selection of strategies for coping with uncertainties during crises to answer the question why some organizations select a rule-based strategy to cope with uncertainties, whereas others pursue a more ad hoc-based strategy. It finds that the level of institutionalization does not affect strategy selection in the initial phase of responding to crises; that three rigidity effects can be identified in the selection of sense-making strategies once organizations have faced the failure of their selected strategies; that discontinuities in the feedback loop of sense-making do not necessarily move organizations to switch their sense-making strategies, but interact with institutionalization to contribute to switching sense-making strategies. This book bridges the gap between institutional thinking and crisis management theorizing. A major step forward in the world of crisis management studies! ——Professor Arjen Boin, Leiden University, the Netherlands In a world of increasingly complex, sociotechnical systems interacting in high-risk environments, Professor Lu’s analysis of how organizations manage uncertainty is both timely and profound. ——Professor Louise K. Comfort, Director, Center for Disaster Management, University of Pittsburgh, USA Prof. Lu greatly enhances our understanding of how organizations cope with uncertainty and make sense of their challenges under the pressures of catastrophe. ——Dr. Arnold M. Howitt, Faculty Co-Director, Program on Crisis Leadership, Harvard Kennedy School, USA This book provides not only a theory of crisis management but also a key concept around which research and practice can be conducted. ——Professor Naim Kapucu, Director of School of Public Administration, University of Central Florida, USA A generic institutional model for analyzing and managing hazards, disasters and crises worldwide. ——Professor Joop Koppenjan, Erasmus University Rotterdam, the Netherlands This book has done an excellent job in opening the black box of how organizations make sense of the crisis situations they face and develop strategies to respond. It should be read by all of us who wish for a peaceful and safe world. ——Professor Lan Xue, Dean of School of Public Policy and Management, Tsinghua University, China
Who hasn’t felt the sting of rejection? It doesn’t take much for your feelings to get hurt—a look or a tone of voice or certain words can set you ruminating for hours on what that person meant. An unreturned phone call or a disappointing setback can really throw you off your center. It’s all too easy to take disappointment and rejection personally. You can learn to handle these feelings and create positive options for yourself. Don’t Take It Personally! explores all forms of rejection, where it comes from, and how to overcome the fear of it. Most of all, you’ll learn some terrific tools for stepping back from those overwhelming feelings. You’ll be able to allow space to make choices about how you respond. —Understand the effect that anxiety, frustration, hurt, and anger have on your interactions with others. —De-personalize your responses and establish safe personal boundaries that protect you from getting hurt. —Practice making choices about the thoughts you think and the ways you respond to stressful situations. —Understand and overcome fear of rejection in personal and work relationships. Elayne Savage explores with remarkable sensitivity the myriad of rejection experiences we experience with friends, co-workers, lovers, and family. Because her original ideas have inspired readers around the world, Don’t Take It Personally! has been published in six languages.
