Bob Emiliani Book order

Despite a century of effort by untold numbers of people to deconstruct leadership - to understand it and identify better ways to lead and manage people - it has had little effect to narrow the range of acceptable leadership methods in organizations. Why is there so little transmittal of leadership thinking and practice of the type that engages and energizes people compared to that which neglects and discourages people? To state it simplistically, why is "command-and-control" still so popular among leaders, whether in good times or bad? What have we been missing? A Changed Perspective challenges the settled view that better leadership is brought about simply by changing leaders' behaviors. It explores three important things: First, the role of preconception in guiding leaders' thinking and actions. Second, how difficult situations arise and why difficult situations are accepted by leaders as a fait accompli. Third, how can difficult situations be made less common and less difficult to reduce human stress and frustration and enable greater human flourishing on a resource constrained planet. Readers will enjoy the insightful analysis and come away with a changed perspective to lead better than they ever have before.

The book presents a culmination of thirty years of exploration into progressive and classical management theories, emphasizing leadership insights. It features five critical essays, a polemic, and a research paper, each offering innovative perspectives and challenging existing paradigms. Readers will find valuable knowledge that remains relevant for future management practices, with particular attention to misconceptions in management thought, including a critique of Deming's contributions.

Does it still make sense today to talk about strategy? Or does today's liquid, interconnected, and global world only require the ability to adapt and seize opportunities from wherever they come? If strategy is to remain a useful concept and practice in business, then there needs to be a reexamination of the intent of strategy and the process by which strategy is typically developed.Wheel of Fortune is not the usual book about business strategy. It presents new and provocative relationships between strategy, leadership, and business. In addition to examining the social science of strategy, it introduces new methods for analyzing strategy failures and preventing strategy failures. It exposes risks inherent to strategy that leaders do not recognize and challenges their understanding of strategy and its role in customer satisfaction and business success.Wheel of Fortune establishes the rationale and need for leaders to think differently about strategy and execution. It provides deep insights on how to eliminate the repetitive problems that most organizations experience, and convincingly demonstrates the need for leaders to be more imaginative and creative in strategy development and execution.

For more than a century people have speculated why business leaders resist or reject new systems of progressive management. The first comprehensive analysis of this problem appeared in the book The Triumph of Classical Management Over Lean Management (2018). Irrational Institutions examines this problem from a different direction using two new analytical methods. It explores how irrationality functions within the institutions of business, leadership, and the Lean movement, and how the social habits of thought and action that produce these institutions thwart efforts to impose rationality in leadership and management practice. Irrational Institutions critiques the aesthetics of the institution leadership and the Lean movement, and describes how aesthetics function as a powerful mechanism to maintain the status quo despite the obvious need for change.

What is improvement? It is accurately described as "the process of a thing moving from one state to a state considered to be better, usually through some action intended to bring about that better state. The concept of improvement is important to governments and businesses, as well as to individuals."This is a seemingly harmless concept that everyone can agree on in all its applications. Yet, it is surprisingly controversial when applied to the management and leadership of organizations. For nearly 140 years, efforts to systematically improve management practice have encountered one barrier after another and commission of repetitive mistakes that thwart sustained progress towards better leadership and management practice. What should by now be common practice in organizations, progressive management, remains a rarity.For progressive management to advance, its promoters and practitioners need to understand the principal arguments against it and the recurring mistakes that are made which serve only to further extend the useful life of classical management. Improvement puts progressive management into historical perspective and helps readers understand the progress that has been made and what has yet to be achieved. It provides clear guidelines that current and future generations can put into practical use so that progressive management will gain wider acceptance and continuously evolve in response to changing conditions.

Exploring the persistent executive disinterest in progressive management practices, this book delves into the historical context and contemporary challenges faced by Lean management. It offers a thorough analysis of why corporate leaders overlook these beneficial strategies and presents practical solutions for gaining their acceptance. By addressing a long-standing issue in business management, the work not only clarifies the rejection of Lean practices but also suggests strategies applicable to various corporate transformation initiatives.

The book presents a fictional dialogue between the author and Taiichi Ohno, delving into the significance of the Toyota Production System (TPS) and its relevance in the digital era. It highlights Ohno's innovative management approach that fosters corporate digital transformation, emphasizing principles like good thinking, consistent work habits, and long-term commitment. As critical aspects of Ohno's legacy risk being overlooked, the narrative aims to clarify and revitalize his teachings, demonstrating how TPS can drive success in contemporary business environments.

This analysis delves into Lean management's core principles and its connection to Toyota's management system, challenging long-held beliefs about their similarities. Professor Emiliani distinguishes between Lean and Toyota's approach, offering insights that can benefit both Lean developers and practitioners. By uncovering the realities of Lean, the book aims to enhance its effectiveness and improve results for all stakeholders, prompting readers to rethink their understanding of Lean management.

Focusing on leadership as a process rather than a set of personality traits, this book presents a transformative approach to enhancing leadership effectiveness. It emphasizes the importance of open-mindedness, empathy, and a commitment to long-term organizational success. By redefining leadership in terms of processes, it offers practical pathways for meaningful improvement, making it an invaluable resource for leaders seeking to make a significant impact on their organizations and stakeholders.