Читать книгу Growing Pains - Flamholtz Eric G. - Страница 7

This fifth edition of Growing Pains differs from the fourth edition in several important respects. Although the overall direction and thrust of the book have been retained, all chapters have been revised to include updated material, updated references to companies, and new case studies, as appropriate. However, in some instances we have kept certain examples because they are “classic,” or prototypical, of the points we want to make, because there are no better current examples, or because of their historical significance.

Three new chapters have been added that focus upon: (1) how to use the frameworks, tools, and methods in nonprofits (Chapter 11); (2) specific leadership challenges and how to create a “leadership molecule” (Chapter 12); and (3) comprehensive case studies of the applications of our frameworks and tools and results of those applications in selected organizations worldwide (Chapter 13). In addition, we have cited new empirical research that has been published during the past several years that supports the framework and ideas presented in the book. Specifically, we present new data on “strategic organizational development” (in Chapter 2).

Throughout the book, several new cases, examples, or “mini-cases” of companies dealing successfully or unsuccessfully with growth management issues have been added. New mini-cases and international examples of entrepreneurship have been added because of the widespread flourishing of entrepreneurship around the globe, including examples from Europe, Australia, and Asia. A number of companies (including Starbucks) are used throughout the book to provide a consistent frame of reference for the perspective being developed. To a considerable extent, we have drawn on examples of companies where we have in-depth knowledge. In some cases, to protect the privacy of individuals and organizations, we have disguised the company's and individuals' names.