Manager's Bookshelf, The

&nbsp; <p>Preface</p> <p>Acknowledgments</p> <p>About the Editors</p> <p>&nbsp;</p> <p>I. INTRODUCTION</p> <p>Reading 1: Understanding and Using the Best Sellers, by Jon L. Pierce and John W. Newstrom</p> <p>Reading 2: Reflections on the Best Sellers and A Cautionary Note, by Jon L. Pierce and John W. Newstrom, with Larry L. Cummings, Brad Jackson, and Anne Cummings</p> <p><br>II. BEST-SELLER “CLASSICS”</p> <p>Reading 1: The Practice of Management, by Peter F. Drucker</p> <p>Reading 2: The One Minute Manager, by Kenneth Blanchard and Spencer Johnson &nbsp;&nbsp; </p> <p>Reading 3: Out of the Crisis, by W. Edwards Deming &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>Reading 4: The Human Side of Enterprise, by Douglas McGregor &nbsp;&nbsp; </p> <p>Reading 5: Maslow on Management, by Abraham H. Maslow &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>Reading 6: The Seven Habits of Highly Effective People, by Stephen R. Covey &nbsp;&nbsp; </p> <p>Reading 7: The Fifth Discipline, by Peter Senge &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>Reading 8: Competitive Advantage, by Michael E. Porter &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>&nbsp;</p> <p>III:&nbsp; HIGH- AND LOW-PERFORMING ORGANIZATIONS</p> <p>Reading 1: Good to Great, by Jim Collins &nbsp;&nbsp; </p> <p>Reading 2: Big Winners and Big Losers, by Alfred Marcus &nbsp;&nbsp; </p> <p>Reading 3: How the Mighty Fall, by Jim Collins &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>&nbsp;</p> <p>IV.&nbsp; ORGANIZATIONAL STRATEGY AND EXECUTION</p> <p>Reading 1: Higher Ambition by Michael Beer, Russell Eisenstat, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren</p> <p>Reading 2: Responsible Restructuring, by Wayne F. Cascio &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>&nbsp;</p> <p>V. ORGANIZATIONAL CULTURE</p> <p>Reading 1: Organizational Culture and Leadership, by Edgar H. Schein</p> <p>Reading 2: Transparency: How Leaders Create a Culture of Candor, by Warren Bennis, Daniel Goleman, and James O’Toole &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>VI.&nbsp; MOTIVATION</p> <p>Reading 1: The Enthusiastic Employee, by David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>Reading 2: Psychological Capital, by Fred Luthans, Carolyn M. Youssef, and Bruce J. Avolio &nbsp;&nbsp; </p> <p>Reading 3: Why Pride Matters More Than Money, by Jon R. Katzenbach &nbsp;&nbsp; </p> <p>Reading 4: Mojo, by Marshall Goldsmith with Mark Reiter &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>&nbsp;</p> <p>VII.&nbsp; LEADERSHIP AND POWER</p> <p>Reading 1: Positive Leadership, by Kim Cameron &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>Reading 2: Bad Leadership, by Barbara Kellerman &nbsp;&nbsp; </p> <p>Reading 3: Power, by Jeffrey Pfeffer</p> <p>&nbsp;</p> <p>PART VIII. TEAMS AND TEAMWORK</p> <p>Reading 1: Collaborative Intelligence: Using Teams to Solve Hard Problems, by J. Richard Hackman</p> <p>Reading 2: Beyond Teams, by Michael M. Beyerlein, Sue Freedman, Craig McGee, and Linda Moran &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>&nbsp;&nbsp; </p> <p>IX. ORGANIZATIONAL CHANGE</p> <p>Reading 1: Building the Bridge as You Walk on It, by Robert E. Quinn &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>Reading 2: A Sense of Urgency, by John P. Kotter &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>&nbsp;</p> <p>X. “UNDISCUSSABLE” ISSUES AT WORK</p> <p>Reading 1: Workplace Survival, by Ella W. VanFleet and David D. VanFleet</p> <p>Reading 2: The No-Asshole Rule, by Robert I. Sutton &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>Reading 3: It’s All Politics, by Kathleen Kelley Reardon &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; </p> <p>&nbsp;</p> <p>XI. MANAGERIAL DECISION-MAKING</p> <p>Reading 1: Thinking, Fast and Slow, by Danie</p>