Thomas D. Williams – författare

Over the past half century the language of human rights has gained such dominance in moral, civic, and ecclesiastical discourse that ethical and social questions are increasingly framed in terms of rights. Yet the vast literature dealing with human and civil rights focuses almost exclusively on the juridical and practical ramifications of rights, rather than the philosophical, moral, and foundational aspects. As a result, the proliferation of rights claims and catalogs has not been accompanied by a reasoned case for the existence of human rights or rational criteria for distinguishing true moral entitlement from spurious claims.Who Is My Neighbor? makes an original, compelling case for human rights as moral entitlements grounded in the dignity of the human person. Drawing upon insights of Thomistic Personalism, Thomas D. Williams sets forth in clear, vigorous prose the anthropological, philosophical, and theological bases for asserting that the human person must always be loved as an end and never used as a mere means. Williams grants ample space to critics of rights theory and systematically answers their arguments by showing how, rightly understood, human rights dovetail with classical ethical theory and traditional formulations of justice and natural law. Williams suggests that rights language not only does no violence to classical ethics but serves to highlight certain fundamental truths about the human person essential to right human relations. Thomas D. Williams, L.C., is Dean of Theology and Professor of Moral Theology and Catholic Social Doctrine at Regina Apostolorum Pontifical University in Rome. He has authored numerous books and articles, including Servants and Witnesses of Hope and Springtime of Evangelization.

A research-based approach to achieving long-term profitability in business What does it take to guarantee success and profitability over time? Authors Christopher G. Worley, a senior research scientist, Thomas D. Williams, an executive advisor, and Edward E. Lawler III, one of the country's leading management experts, set out to find the answer. In The Agility Factor: Building Adaptable Organizations for Superior Performance the authors reveal the factors that drive long-term profitability based on the practices of successful companies that have consistently outperformed their peers. Of the 234 large companies across 18 industries that were studied, there were few companies that delivered sustained performance across the board. The authors found that across industries, the most successful companies were not the "usual suspects" found in the media, but companies who possessed a quiet agility that allowed them to quickly perceive and respond to changes so that they could continue to grow. Agility gives organizations the ability to adapt to fluctuations in the environment, test possible responses, and implement changes quickly. This book offers specific, research-based case studies to help organizational leaders use agility to achieve sustained profitability and performance while also becoming more adaptable to a changing marketplace.For executives, leaders, consultants, board members and all those responsible for the long-term health of organizations, this insightful guide outlines: The components of agility for business organizationsHow to successfully build agility within an organizationHow agility has its foundation in good management practicesHow to use agility to gain a competitive advantage in the marketplace

A research-based approach to achieving long-term profitability in business

What does it take to guarantee success and profitability over time? Authors Christopher G. Worley, a senior research scientist, Thomas D. Williams, an executive advisor, and Edward E. Lawler III, one of the country''s leading management experts, set out to find the answer. In The Agility Factor: Building Adaptable Organizations for Superior Performance the authors reveal the factors that drive long-term profitability based on the practices of successful companies that have consistently outperformed their peers. Of the 234 large companies across 18 industries that were studied, there were few companies that delivered sustained performance across the board. The authors found that across industries, the most successful companies were not the "usual suspects" found in the media, but companies who possessed a quiet agility that allowed them to quickly perceive and respond to changes so that they could continue to grow. Agility gives organizations the ability to adapt to fluctuations in the environment, test possible responses, and implement changes quickly. This book offers specific, research-based case studies to help organizational leaders use agility to achieve sustained profitability and performance while also becoming more adaptable to a changing marketplace.

For executives, leaders, consultants, board members and all those responsible for the long-term health of organizations, this insightful guide outlines:

The components of agility for business organizations How to successfully build agility within an organization How agility has its foundation in good management practices How to use agility to gain a competitive advantage in the marketplace

A research-based approach to achieving long-term profitability in business

What does it take to guarantee success and profitability over time? Authors Christopher G. Worley, a senior research scientist, Thomas D. Williams, an executive advisor, and Edward E. Lawler III, one of the country''s leading management experts, set out to find the answer. In The Agility Factor: Building Adaptable Organizations for Superior Performance the authors reveal the factors that drive long-term profitability based on the practices of successful companies that have consistently outperformed their peers. Of the 234 large companies across 18 industries that were studied, there were few companies that delivered sustained performance across the board. The authors found that across industries, the most successful companies were not the "usual suspects" found in the media, but companies who possessed a quiet agility that allowed them to quickly perceive and respond to changes so that they could continue to grow. Agility gives organizations the ability to adapt to fluctuations in the environment, test possible responses, and implement changes quickly. This book offers specific, research-based case studies to help organizational leaders use agility to achieve sustained profitability and performance while also becoming more adaptable to a changing marketplace.

For executives, leaders, consultants, board members and all those responsible for the long-term health of organizations, this insightful guide outlines:

The components of agility for business organizations How to successfully build agility within an organization How agility has its foundation in good management practices How to use agility to gain a competitive advantage in the marketplace

In-depth agility evaluation for a more efficient response to change

Assessing Organization Agility provides a clear, concise roadmap to improved implementation of change. Written by two organizational researchers at USC''s Center for Effective Organizations and a management consultant with Strategy& (formerly Booz & Company), this book provides the means for assessing an organization''s agility and formulating an improvement plan. Beginning with a discussion about the meaning of "agility," the authors enumerate the various contributing factors that affect how quickly an organization responds to change, and the efficiency of the response. An agility survey shows readers how their own organization compares in terms of both perception and implementation, allowing the formulation of an "Agility Profile" that can point out strengths while highlighting areas in need of improvement. Case studies demonstrate the real-world impact of effective agility strategy, and example scenarios illustrate improved responses by each agility "type."

Eighty percent of large-scale organizations fail to meet their objectives, and poor agility is often to blame. Organizations respond to changes in the marketplace, economy, and society by implementing changes in their processes and procedures, but planning and implementing change takes time. During that time, the context of the initial decision frequently evolves, leaving the organization one step behind. Agility is the ability to quickly implement change without sacrificing strategy, and Assessing Organization Agility helps readers to:

Discover the organizational/operational factors that contribute to agility Assess current agility from all perspectives, highlighting areas for improvement Implement processes and procedures that streamline change events Maintain forward trajectory with adjustments to strategy and implementation

The current pace of technical, competitive, and environmental change is faster than ever before, and response requirements are far more complex and sophisticated. In this turbulent environment, agility can mean the difference between success and stagnation. Assessing Organization Agility asks the questions and provides the answers that lead to better organizational reflex and more effective response.

In-depth agility evaluation for a more efficient response to change

Assessing Organization Agility provides a clear, concise roadmap to improved implementation of change. Written by two organizational researchers at USC''s Center for Effective Organizations and a management consultant with Strategy& (formerly Booz & Company), this book provides the means for assessing an organization''s agility and formulating an improvement plan. Beginning with a discussion about the meaning of "agility," the authors enumerate the various contributing factors that affect how quickly an organization responds to change, and the efficiency of the response. An agility survey shows readers how their own organization compares in terms of both perception and implementation, allowing the formulation of an "Agility Profile" that can point out strengths while highlighting areas in need of improvement. Case studies demonstrate the real-world impact of effective agility strategy, and example scenarios illustrate improved responses by each agility "type."

Eighty percent of large-scale organizations fail to meet their objectives, and poor agility is often to blame. Organizations respond to changes in the marketplace, economy, and society by implementing changes in their processes and procedures, but planning and implementing change takes time. During that time, the context of the initial decision frequently evolves, leaving the organization one step behind. Agility is the ability to quickly implement change without sacrificing strategy, and Assessing Organization Agility helps readers to:

Discover the organizational/operational factors that contribute to agility Assess current agility from all perspectives, highlighting areas for improvement Implement processes and procedures that streamline change events Maintain forward trajectory with adjustments to strategy and implementation

The current pace of technical, competitive, and environmental change is faster than ever before, and response requirements are far more complex and sophisticated. In this turbulent environment, agility can mean the difference between success and stagnation. Assessing Organization Agility asks the questions and provides the answers that lead to better organizational reflex and more effective response.

Violent crime in New York City had grown too much for the state's criminal justice system to follow through with death penalties bogged down by the appeals process. Often, prisoners convicted of first-degree murder were given cushiony jobs while waiting for their cases to be heard. Lower-court judges were especially frustrated when they noted that several repeated offenders were "e;back on the street."e; And it was primarily out of frustration that a secret organization was formed. The Concerned Citizens Group (CCG) was composed of twelve New Yorkers whose prime purpose was to decrease the percentage of violent crimes. And the method that the CCG chose caused it to be targeted by the NYPD, the FBI, and the mafia. Over just eighteen months, the organization publicly announced and carried out the execution of prisoners convicted of murder in the first degree. However, when a crime boss was also executed, a $2.5 million reward was offered for the identity of CCG members. Does the reward work, or does it solidify the membership even more?