Suchergebnisse

During the Tudor and Stuart periods the population of England doubled, increasing from perhaps 2.5 to 5 million. When the total had last reached the 4–5 million mark, in the early fourteenth century, there had been a sharp Malthusian cut-back. How then did the country manage to break through this crucial barrier at its second attempt? Victor Skipp throws light on this question by constructing a detailed model of demographic, economic and social change for a sample group of English communities. After examing the effect of the ecological adjustments on social structure, domestic and cultural life, Mr Skipp turns to the wider implications of his model, considering the possibilities of adapting it to the analysis of sixteenth and seventeenth century developments in other English communities; how it might be related to the 'general European crisis', particularly as expounded in the regional studies of French historians; and to the political alignment of local inhabitants during the English civil war

1. The Management Energy Crisis -- How we use management energy -- 2. Industry in a Social Perspective -- The aims of Western society -- Living with uncertainty -- Intervention by society into industry -- Ignorance of industry in society -- Turbulence and uncertainty — and individual freedom as well! -- Managing in a democracy -- The location of power in industrial organisations -- The diffusion of power -- Fundamental changes in the management task. -- 3. Sources of Energy within the Organisation. -- The nature of complex organisations -- The manager at the interface and the sources of energy at his disposal -- Releasing the energy of the working group -- Boundary control -- Second thoughts about boundaries -- Boundaries may shield people from reality -- The work group as an 'open system' and the boundary as an infinitely permeable membrane -- 4. Using the Energy Sources -- Co-operation and sharing power -- Ways of avoiding anarchy -- Mutual hostility and mutual trust -- Creating an environment of mutual trust -- Sharing problems and the' san Andreas Fault' syndrome -- The pain barrier -- Crossing the pain barrier — or not -- 5. Creating Energy Networks -- False linking pins -- Improving linkages -- Using linkages to create a common framework of perception -- 6. Management Decision Making -- Conflict between the objectives of the organisation and the objectives of individuals within the organisation -- When people seek to avoid decisions -- Finding the right level for decisions to be made -- 7. The Nature of the Management Task and the Problems of Achieving IT -- Is a manager necessary? -- Managers in other cultures -- Conflict in a democratic society and its implication for the manager -- Identifying the maximum area of common purpose -- Letting reality in -- Helpful and unhelpful interventions -- Questions for the manager to put to the group he manages -- 8. Who's on our Side? -- Evading the pressures of society -- The two different worlds of manager -- Bringing the two worlds closer together -- 9. Come Back Leadership, All is Forgiven! -- The manager as a leader -- Creating a framework of shared values -- Decisions of fact and decisions of stance -- 10. Management Energy — Conservation Plan.

As economic adviser and manager of the Central Reserve Bank of Peru, Pedro-Pablo Kuczynski observed at first hand the crisis that preceded the overthrow of the Belaúnde administration on October 3, 1968. His role in the economic policies of that era enables him to provide an insider's view and analysis of the financial and economic problems besetting a democratic regime in a developing country. The author pays particular attention to the reasons for the difficulties of the administration after a promising beginning. He considers the main actors during the period 1966-1968, their central motives, the role of the opposition-controlled Congress, the government's efforts to cope with economic and financial problems, and the role of U.S. foreign policy. The initial successes of the administration in areas such as social participation depended on the initiative of a few key figures-a dependence that contributed to the crisis of 1966-1968.Originally published in 1977.The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.