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What Happens to History: The Renewal of Ethics in COntemporary ThoughtFrom Routledge

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While the questions of ethics have become increasingly important in recent years for many fields within the humanities, there has been no single volume that seeks to address the emergence of this concern with ethics across the disciplinary spectrum. Given this lack in currently available critical and secondary texts, and also the urgency of the issues addressed by the critics assembled here, the time is right for a collection of this nature.

• Sales Rank: #4411664 in Books
• Published on: 2000-12-06
• Released on: 2001-01-11
• Original language: English
• Number of items: 1
• Dimensions: 9.00" h x .58" w x 6.00" l, .90 pounds
• Binding: Paperback
• 256 pages

About the Author
Howard Marchitello is Associate Professor of English at Texas A & M University. He is the author of Narrative and Meaning in Early Modern England.

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• Amazon Sales Rank: #270453 in Books
• Published on: 2016-12-01
• Original language: English
• Dimensions: 7.87" h x .71" w x 11.77" l,
• Binding: Hardcover
• 128 pages

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Free PDF Meetings That Get Results (The Brian Tracy Success Library)By Brian Tracy

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Meetings don’t have to be a waste of time. When managed right, they are a powerful tool for solving problems, making decisions, exchanging ideas—and getting results fast.

Based on years of experience consulting for companies around the world, Brian Tracy has learned firsthand what works in meetings—and what doesn’t. Now, in this pocket-sized guide, he reveals simple, proven ideas you can use to make meetings shorter, more effective, and more satisfying to everyone in attendance. Readers will find out how to:

• Structure different types of meetings: one-on-one or group, informational or problem-solving, internal or external
• Clearly define the purpose and the desired outcome
• Establish priorities
• Set an achievable agenda
• Prepare and participate
• Encourage open communication
• Keep discussions on track
• Avoid groupthink
• Press for closure
• Summarize discussion points and decisions
• Gain agreement on action steps, assign responsibility, and set deadlines
• Determine the ideal room layout
• Make effective presentations
• Maximize the return on time invested
• And more

Meetings are management in action—superiors and subordinates alike will assess your performance. Meetings That Get Results will help you shine.

• Sales Rank: #392254 in eBooks
• Published on: 2016-02-24
• Released on: 2016-01-24
• Format: Kindle eBook

About the Author

BRIAN TRACY is the Chairman and CEO of Brian Tracy International, a company specializing in the training and development of individuals and organizations. One of the top business speakers and authorities in the world today, he has consulted for more than 1,000 companies and addressed more than 5 million people in 5,000 talks and seminars throughout the United States and 72 countries worldwide. He has written 70 books and produced more than 800 audio and video learning programs on management, motivation, and personal success.

Excerpt. © Reprinted by permission. All rights reserved.

INTRODUCTION

Meetings are an essential part of the life of every orga-

nization. As a manager, one-quarter or more of your career

will be spent in group meetings. As much as 70 percent to 80

percent of your career is going to be spent face-to-face and

one-on-one with other people as well as in groups.

The more people there are in your workplace and the

greater the complexity required for the performance of

interrelated tasks, the more necessary it is for people to meet

in groups to solve problems, make decisions, share information,

and exchange views and opinions.

My favorite expression is that “meetings are management

in action.” They are a major opportunity for you to display

managerial competence (or lack thereof ) as well as to

develop your communication skills, to influence and persuade

others, and to advance the goals of the organization.

However, meetings are like advertising. It is estimated

that 50 percent of the dollars spent on advertising are

wasted, but nobody knows which 50 percent it is. It is also

estimated that half of the time spent in meetings is wasted,

but nobody knows how to eliminate the unnecessary half.

Many meetings go on too long, are ineffective, are not

results-oriented, or are vague and directionless. Nonetheless,

they cannot be avoided. Meetings remain absolutely essential

in the business environment and essential to your success.

Influence Others

In this book, you will learn how to manage and participate in

meetings more effectively so that you get the maximum

return on the time invested in meeting with other people.

As a manager, the way you plan and conduct a meeting

and the way you perform in a meeting are major factors in

your career success. In a meeting, you are being observed by

both your supervisors and your subordinates. Your superiors

especially will be very alert to the quality and quantity of

contribution you make in a meeting. If you handle yourself

well in meetings, you’ll be hallmarked as an up-and-coming

leader. You can shine and be a star contributor, or you can

bomb. It’s up to you, but you cannot hide.

If you are the leader, your subordinates will evaluate your

credibility, competence, intelligence, and your general personality

by the way you conduct meetings.

Successful executives are those who know how to run meetings

well and perform effectively in a meeting environment.

Peter Drucker said that “meetings are the primary tool of manage-

ment.” Since a major part of your career will be spent in

meetings, it is essential for your success that you learn how to

get the very most out of meetings and how to ensure that the

meetings in which you participate achieve the results desired.

Save Time

If you become excellent in participating in and conducting

meetings, you can add as much as 40 percent of lost time

back into your day for doing productive work and getting

more results, which will help you move rapidly up the corporate

ladder. But if you cannot function excellently in meetings,

you cannot be successful in management.

In this book, we are going to talk about two main types of

meetings. The first one, with which you are most familiar, is

the group meeting where people come together for a variety

of reasons. The second is the one-on-one meeting, where

you meet with one or a small number of people to negotiate,

interview, discipline, hire, fire, reward, delegate, or carry out

other managerial activities.

This book includes twenty-one key ideas derived from

many years of study and research into the organization and

coordination of effective meetings. When you begin incorporating

these ideas, or even some of them, into your meeting

management strategy, you will become so much more

effective in meetings, and probably quite quickly, that you

will not believe the difference.

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