Men and Women of the Corporation
Author: Rosabeth Moss Kanter
In this landmark work on corporate power, especially as it relates to women, Rosabeth Moss Kanter, the distinguished Harvard management thinker and consultant, shows how the careers and self-images of the managers, professionals, and executives, and also those of the secretaries, wives of managers, and women looking for a way up, are determined by the distribution of power and powerlessness within the corporation. This new edition of her award-winning book has a major new afterward in which the author reviews and analyzes how attitudes and practices within the corporate power structure have changed in the 1990s.
New York Times Book Review
An ambitious work, stopping at each floor of the corporate structure....Sheds new light on business but this time as a battleground of the sexes.
Table of Contents:
| Preface to the 1993 Edition | ||
| Preface | ||
| Introduction | 3 | |
| Pt. I | The Players and the Stage | |
| 1 | Men and Women of the Corporation: The Population | 15 |
| 2 | Industrial Supply Corporation: The Setting | 29 |
| Pt. II | Roles and Images | |
| 3 | Managers | 47 |
| 4 | Secretaries | 69 |
| 5 | Wives | 104 |
| Pt. III | Structures and Processes | |
| 6 | Opportunity | 129 |
| 7 | Power | 164 |
| 8 | Numbers: Minorities and Majorities | 206 |
| Pt. IV | Understanding the Action | |
| 9 | Contributions to Theory: Structural Determinants of Behavior in Organizations | 245 |
| 10 | Contributions to Practice: Organizational Change, Affirmative Action, and the Quality of Work Life | 265 |
| Afterword to the 1993 Edition: The View from the 1990s: How the Global Economy Is Reshaping Corporate Power and Careers | 289 | |
| Appendix I: Field Study Methodology and Sources of Data | 331 | |
| Appendix II: Some Observations of Women's Leadership in Organizations | 339 | |
| Notes | 344 | |
| Bibliography | 368 | |
| Index | 383 |
New interesting textbook: Erp Making It Happen or Nonprofit Essentials
Managing Information Technology: What Managers Need to Know
Author: Wainright E Martin
This MIS text gives students and active managers a thorough and practical guide to IT management practices and issues.
This edition covers hardware, software, networks, enterprise systems, e-business systems, and it lays the groundwork for understanding the range of IS leadership roles and current best practices for managing IT assets.
This text is intended to serve as a thorough guide to IT management practices and issues for managers.
Table of Contents:
| Chapter 1, Managing IT in an e-World |
| Case Study 1, Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems |
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| Part I, Information Technology |
| Chapter 2, Computer Hardware |
| Chapter 3, Computer Software |
| Chapter 4, Telecommunications and Networking |
| Chapter 5, The Data Resource |
| Case Study I-1, IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform |
| Case Study I-2, VoIP2.biz: Strategic Steps for a VoIP Supplier |
| Case Study I-3, VoIP Adoption at Butler University |
| Case Study I-4, Data Governance at InsuraCorp |
| Case Study I-5, Midsouth Chamber of Commerce (B): Cleaning Up an IS Debacle |
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| Part II, Applying Information Technology |
| Chapter 6, Enterprise Systems |
| Chapter 7, Managerial Support Systems |
| Chapter 8, E-Business Systems |
| Case Study II-1, Vendor-Managed Inventory at NIBCO |
| Case Study II-2,The Challenges of Local System Design for Multinationals: The MaxFli Sales Force Automation System at BAT |
| Case Study II-3, Real-Time Business Intelligence at Continental Airlines
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| Case Study II-4, The Cliptomania Web Store |
| Case Study II-5, Mezzia, Inc.: Deciding Which IT Companyto Join |
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| Part III, Acquiring Information Systems |
| Chapter 9, Basic Systems Concepts and Tools |
| Chapter 10, Methodologies for Custom Software Development |
| Chapter 11, Methodologies for Purchased Software Packages |
| Chapter 12, IT Project Management |
| Chapter 13, Supporting Computer Users |
| Case Study III-1, Managing a Systems Development Project at Consumer and Industrial Products |
| Case Study III-2, Development of an Interorganizational System at Zeus |
| Case Study III-3, Make-or-Buy Decision at Baxter Manufacturing Company |
| Case Study III-4, ERP Purchase Decision at Benton Manufacturing Company |
| Case Study III-5, The Kuali Financial System: An Open Source Project |
| Case Study III-6, Naval Surface Warfare Center, Crane Division: Implementing Business Process Reengineering Recommendations |
| Case Study III-7, NIBCO’s “Big Bang”: An SAP Implementation |
| < P>Case Study III-8, BAT-Taiwan: Implementing SAP for a Strategic Transition |
| Case Study III-9, A Troubled Project at Modern Materials |
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| Part IV, The Information Management System |
| Chapter 14, Planning Information Systems Resources |
| Chapter 15, Leading the Information Systems Function |
| Chapter 16, Information Security |
| Chapter 17, Legal, Ethical, and Social Issues |
| Case Study IV-1, The Clarion School for Boys — Milwaukee Division: Developing an Information Systems Plan |
| Case Study IV-2, Teletron, Inc.: Using Information Technology to Transform a Company |
| Case Study IV-3, Fast Track IT Integration for the Sallie Mae Merger |
| Case Study IV-4, IT Infrastructure Outsourcing at Schaeffer (A): The Outsourcing Decisio n |
| Case Study IV-5, IT Infrastructure Outsourcing at Schaeffer (B): Managing the Outsourcing Contract |
| Case Study IV-6, Systems Support for a New Baxter Manufacturing Company Plant in Mexico |
| Case Study IV-7, BAT-APSS: Shared Services at a Multinational Firm |
| Case Study IV-8, Mary Morrison’s Ethical Dilemma |
| Case Study IV-9, A Security Breach on the Indiana University Computer Network |
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