Robert Price – författare

Seven principles for an innovative enterprise, from the journey of Control DataInnovation is synonymous with problem solving, and the basic elements of innovation apply to any business, says Robert M. Price in this essential guide for managers of organizations large or small. Distilling a set of practical principles from his forty years of experience as a pioneer in the computer industry, the author shows that innovation can be learned and practiced by everyone, that it can offer solutions to everyday problems as well as high-profile ones, and that it provides opportunities to solve business problems while meeting a variety of human needs. Former CEO of Control Data, Price weaves the history of this uniquely innovative company with fresh thinking about innovation itself—what it means to the people in an organization, the products, and the processes. He avoids simplistic prescriptions and clearly explains seven fundamental principles of innovation beginning with “innovators are made, not born.” He illustrates these principles with fascinating real-life examples. His book offers both the practical tools and the inspiration to everyone with an interest in effective management practice and in building organizations that creatively and continuously respond to ever-changing social and market needs.

The stripped-down country sounds that Buck Owens, Merle Haggard, and their California cohorts crafted in the 1950s and ’60s still reverberate in the twenty-first century. The edgy music created in the oil town of Bakersfield, and the great musicians identified with it, have long been a distinctive part of the fabric of country music. Written by Bakersfield country experts Scott B. Bomar, Randy Poe, and Robert Price, this book was published as a companion to the Country Music Hall of Fame and Museum’s exhibition The Bakersfield Sound: Buck Owens, Merle Haggard, and California Country. The book examines one of America’s most exciting and influential music scenes. In its pages, readers will find more than 140 rare photographs, including some of the rare treasures saved by Bakersfield veterans and their friends, family members, and business associates, which were on display in the exhibition. The book includes an introduction by country music star Dwight Yoakam.

Politics is an aspect of everyday life within organizations, and is a force that inhibits individual and collective behaviour. If not fully understood, it can impede organizational change and development. In order to minimise the political aspects of organizational dynamics there is a need to understand the extent to which organizational culture brings about politicised conformance and how individuals shape their behaviour through self-interest to conform—sense-giving and sense-making nexus—thus moderating the degree of change initiatives. The Politics of Organizational Change explores the relationship between self-interest, power, politics and managing organizational change from a theoretical perspective. It encourages the fundamental questioning of the relationship between self-interest, power and control inherent within organizational change, and discusses the attendant implications for managing change. It will be of value to those who require a text that goes beyond set patterns of coverage found in textbooks dealing with managing change.

Politics is an aspect of everyday life within organizations, and is a force that inhibits individual and collective behaviour. If not fully understood, it can impede organizational change and development. In order to minimise the political aspects of organizational dynamics there is a need to understand the extent to which organizational culture brings about politicised conformance and how individuals shape their behaviour through self-interest to conform—sense-giving and sense-making nexus—thus moderating the degree of change initiatives. The Politics of Organizational Change explores the relationship between self-interest, power, politics and managing organizational change from a theoretical perspective. It encourages the fundamental questioning of the relationship between self-interest, power and control inherent within organizational change, and discusses the attendant implications for managing change. It will be of value to those who require a text that goes beyond set patterns of coverage found in textbooks dealing with managing change.