Über den Autor
Dr. Charles Ehin is Professor of Management Emeritus and former Dean of the Gore School of Business at Westminster College of Salt Lake City. He is the author of Unleashing Intellectual Capital (Butterworth-Heinemann, 2000) and Aftermath (Publish America, 2004). His website is www.UnManagement.com.
Preface nAcknowledgments nIntroduction nHidden Assets nUnderstanding Who We Are nFostering Positive Order nUnleashing the Informal Networks nCultivating 'No Bossing' Leadership nRelentlessly Pursuing Opportunities nActuating the Invisible Triad nEpilogue nAppendix A nAppendix B nNotes nReferences nIndex
Provides insights in cutting-edge models to put to practical use in order to increase an organaization's intellectual capital and new knowledge.
Softcover version of the original that published in August 2004.
"Finally, a real breakthrough in management theory and philosophy. In Hidden Assets Ehin breaks the mold of current management thinking and presents a comprehensive and practical framework specifically designed for the knowledge economy." (Chris Tomecek, President, Bank of New York Separate Accounts Division)
"Where was all of this when I needed it??? Over 40 years of management knowledge, experience, and tools packed into one book! What an incredible jump-start into a management career found in one quick-read work!" (Peter F. Gerity, Ph.D., Vice President for Academic Affairs, New Mexico Tech)
This volume marks a milestone in organizational science. Based on his diverse personal experiences and two decades of interdisciplinary research, Dr. Ehin unveils the "mysteries" and shows the practicality of tapping into the ever evolving, yet extraordinarily powerful, informal networks present in all social groups. He reveals the extraordinarily dynamic and tight linkage between three "hidden" organizational success factors responsible for most work accomplished in both for profit and non-profit ventures, especially in the development of new innovations. The book explains why most mergers fail and why an average employee only works at two-thirds of his/her capacity.