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This introduction to software engineering and practice addresses both procedural and object-oriented development. Is thoroughly updated to reflect significant changes in software engineering, including modeling and agile methods. Emphasizes essential role of modeling design in software engineering. Applies concepts consistently to two common examples – a typical information system and a real-time system. Combines theory with real, practical applications by providing an abundance of case studies and examples from the current literature. A useful reference for software engineers.

• Sales Rank: #1943353 in Books
• Published on: 2005-07-24
• Original language: English
• Number of items: 1
• Dimensions: 9.14" h x 1.29" w x 7.20" l, 2.60 pounds
• Binding: Hardcover
• 736 pages

Features

• Used Book in Good Condition

About the Author

Shari Lawrence Pfleeger (Ph.D., Information Technology and Engineering, George Mason University; M.S., Planning, The Pennsylvania State University; M.A., Mathematics, The Pennsylvania State University; B.A., Mathematics with high honors, Harpur College, Binghamton, NY) is a senior researcher at RAND’s Arlington, VA office where she helps organizations and government agencies understand whether and how information technology supports their mission and goals.  Dr. Pfleeger began her career as a mathematician and then a software developer and maintainer for real-time, business-critical software systems. From 1982 to 2002, Dr. Pfleeger was president of Systems/Software, Inc., a consultancy specializing in software engineering and technology. From 1997 to 2000, she was also a visiting professor at the University of Maryland's computer science department. In the past, she was founder and director of Howard University's Center for Research in Evaluating Software Technology (CREST), and was a visiting scientist at the City University (London) Centre for Software Reliability, principal scientist at MITRE Corporation's Software Engineering Center, and manager of the measurement program at the Contel Technology Center (named by the Software Engineering Institute as one of the best such programs in the country). Dr. Pfleeger is well-known for her work in software quality, software assurance, and empirical studies of software engineering; she is particularly known for her multi-disciplinary approach to solving information technology problems.

 

She is also well-known for her publications, many of which are required reading in software engineering curricula, including "Software Engineering: Theory and Practice" (3rd edition, with Joanne Atlee, 2005, Prentice Hall), "Security in Computing" (3rd edition, with Charles P. Pfleeger, 2003, Prentice Hall), "Solid Software" (2001, with Les Hatton and Charles Howell, Prentice Hall), and "Software Metrics:  A Rigorous and Practical Approach" (2nd edition, with Norman Fention, 1996, Boyd and Fraser Publishers).  Dr. Pfleeger is book review editor for IEEE Security and Privacy. For several years, she was the associate editor-in-chief of IEEE Software, where she edited the Quality Time column, and then associate editor of IEEE Transactions on Software Engineering. From 1998 to 2002, she was a member of the editorial board of Prentice Hall's Software Quality Institute series. She is a senior member of IEEE, the IEEE Computer Society, and the Association for Computing Machinery.

 

Joanne M. Atlee is an Associate Professor in the School of Computer Science at the University of Waterloo. Her research program focuses on software modeling, documentation, and analysis, with a particular emphasis on what she calls practical formalisms:  specification and design notations that are practitioner-friendly but have a precise semantics suitable for automated analysis.  More recently, she has been working on configurable model-driven development, whereby modeling notations, analysis tools, and code generators can be configured via semantics parameters.

 

Atlee was the founding Director of Waterloo’s Software Engineering degree program. She served on the Steering Committee for the Computing Curricula Software Engineering volume, co-sponsored by IEEE-CS and ACM.  She is the vice chair of the International Federation for Information Processing (IFIP) Working Group 2.9 on software requirements engineering.  Atlee was the program-committee chair for the International Conference on Requirements Engineering in 2005 (RE'05), and will be co-chair of the program committee for the International Conference on Software Engineering in 2009 (ICSE'09).  She is a co-author with Shari Lawrence Pfleeger on the textbook "Software Engineering - Theory and Practice."

Most helpful customer reviews

3 of 3 people found the following review helpful.
Decent Work
By Siddhardha
This book was a required text for a graduate course in Software Engineering that I had taken. We covered about 2/3rd's of the text in class. The authors have done a pretty good job of presenting various concepts and I liked this book for the most part. In some places, the diagrams presented are very confusing (especially in design related chapters such as chapter 6 Considering Objects) since the notation used deviates from the standard UML. While I had to do a class project for the course that included design and implementation, I supplemented this book with Applying UML and Patterns by Craig Larman, which does an excellent job in presentation of UML for software design. I will recommend this book to novices to intermediate level readers in this arena. Note that this book does not cover concurrency (but only stand alone applications), so our professor used another book - Concurrency State Models and Java Programs by Jeff Magee and Jeff Kramer - for this purpose. These two books together will give an interested reader a pretty good introduction to the software engineering field.

12 of 14 people found the following review helpful.
Not a good choice
By Fred Swartz
This is a dry, historically oriented, compendium of software engineering issues. A much more readable, and very practical, introduction is McConnell's "Rapid Development" (1996) which seems much more up to date than Pfleeger's book. Read "Rapid Development" first whatever else you do. Next read one of the "Agile" intro books by Larman or Cockburn (or others). Then you'll know which of Pfleeger's topics have relevance to today's software world.

Pfleeger's only acknowledgment of the "agile" development revolution of the last eight years is four pages!

2 of 6 people found the following review helpful.
Will stay on my bookshelf after my coursework is finished.
By Susan Owenby
I had to purchase this book as a required textbook for a Software Engineering course. Not only was I pleased material and the way it was presented, but I have used it numerous times as a reference book for my other software related courses. If it is on your required reading list, don't fret at the price tag like I did, pick up the book, it's a good read and worth the cash!

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• Sales Rank: #2031620 in Books
• Published on: 2003-08
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 761 pages

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0 of 0 people found the following review helpful.
Three Stars
By Gallo Dean
It's okay.

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For courses in organizational behaviour, individual behavior in organizations, and industrial psychology. This reader provides the best collection of classic, ground-breaking articles, as well as cutting-edge works in the field in a practical, reader-friendly format to support your experiential OB classroom.

• Sales Rank: #478050 in Books
• Published on: 2006-03-24
• Original language: English
• Number of items: 1
• Dimensions: 9.38" h x 1.30" w x 6.74" l, 2.28 pounds
• Binding: Paperback
• 736 pages

About the Author

Joyce Osland is a specialist in international management, focusing on Latin America, global leadership, and organization development.  She has lived and worked overseas for fourteen years in seven different countries, primarily in Latin American and West Africa.

 

Professor Osland received her Ph.D. in Organizational Behavior from Case Western Reserve University.  She taught in the MBA program and executive education programs at INCAE (The Central American Institute of Business Administration) in Costa Rica from 1989-1992. She was a faculty member of the University of Portland’s School of Business from 1992 until 2002 when she accepted a position at San Jose State University.  Dr. Osland has received several teaching and research awards and is a visiting professor in the master’s and Executive MBA programs at various universities in the United States and abroad.  She does executive education programs and organization development consulting for multinationals and small businesses.  Dr. Osland has also been involved in designing faculty development programs and doing in-service programs on experiential learning. She was the president of the Western Academy of Management and received that organization’s Ascendant Scholar Award and President’s Leadership Award.

 

Professor Osland is an active researcher who has received a number of grants to support her work.  Her current studies focus on cultural sensemaking, expert thinking in global leaders,  the cognitive processes of expert interculturalists, the transformational experience of international study abroad students, the link between repatriates and organizational learning, and the merger of a city and university library.

 

Professor Osland has published a number of research articles in leading academic journals, such as the Academy of Management Review , Academy of Management Executive , and Human Resource Management, as well as practitioner articles,book chapters, and cases.  Recent publications include global competencies, managerial styles of outstanding Central American female executives, expert thinking in global leaders, a literature review of global leadership competencies and global mindset, and HRM in Central America and Panama. She wrote The Adventure of Working Abroad: Hero Tales from the Global Frontier, (Jossey-Bass, 1995), which describes the transformational experience of expatriates. 

 

 

Marlene Turner studies group processes and performance, organizational and individual impacts of selection processes, and organizational and group responses to threat and crisis. She is currently a Professor of Organization and Management at San Jose State University, where she teaches courses in organizational behavior, change, and managing teams.

 

Professor Turner earned a Ph. D. in organizational behavior and theory from Carnegie Mellon University.  Her work has been published in both scholarly and practitioner outlets such as Organizational Behavior and Human Decision Processes, Journal of Personality and Social Psychology, and Across the Board.  She is the editor of Groups at Work: Theory and Research and has served as guest editor of Basic and Applied Social Psychology and Organizational Behavior and Human Decision Processes. Professor Turner has served on several editorial boards, including those of Administrative Science Quarterly, Group Processes and Interpersonal Relations, Management Science, Organization Science, and Social Influence.  A recipient of both teaching and research awards, she particularly treasures a commemorative bat, awarded by the Cooperstown, New York Baseball Hall of Fame for her research on Jackie Robinson and the integration of baseball.

 

Most helpful customer reviews

0 of 0 people found the following review helpful.
Excellent book and services
By Abdullah M. Alkobraish
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0 of 0 people found the following review helpful.
Class and Keeping
By Ryan B
I think I will keep this for future reference. It was a great read for class and has some great examples for leadership and being able to connect with people.

0 of 0 people found the following review helpful.
The Reader
By Eleni
A nice collection of classic articles on different subjects of Organizational Behavior. I would recommend it for advanced undergraduate courses in management.

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^^ PDF Ebook Electric Circuits (7th Edition), by James W. Nilsson, Susan Riedel

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Electric Circuits, Seventh Edition features a redesigned art program, a new four-color format, and 75% new or revised problems throughout. In the midst of these changes, the book retains the goals that have made it a best-seller: 1) To build an understanding of concepts and ideas explicitly in terms of previous learning; 2) To emphasize the relationship between conceptual understanding and problem solving approaches; 3) To provide readers with a strong foundation of engineering practices. Chapter topics include Circuit Variables; Circuit Elements; Simple Resistive Circuits; Techniques of Circuit Analysis; The Operational Amplifier; Inductors, Capacitors, and Mutual Inductance; Response of First-Order RL and RC Circuits; Natural and Step Responses of RLC Circuits; Sinusoidal Steady-State Analysis; and more. For anyone interested in circuit analysis.

• Sales Rank: #327430 in Books
• Published on: 2004-05-17
• Original language: English
• Number of items: 1
• Dimensions: 9.52" h x 1.66" w x 8.68" l,
• Binding: Hardcover
• 992 pages

Most helpful customer reviews

1 of 2 people found the following review helpful.
Forget it!
By Ryan Wood
This book is not even worth 1 star. I won't bother you with the details since some of the other reviews posted are right on, especially that long one I saw by SDP_8. I will add that I wouldn't sweat about not having the solutions available. There are plenty of online sites where you can look that information up for any text book, just ask any of your fellow students. Because of this book, I transfered to a local Technical College for EE for more hands on. I have lost all respect for Engineering Courses at major Universities. All book, little or no labs, and your judged on how well you do on tests from worthless and confusing books like this.

29 of 31 people found the following review helpful.
From a professor's point of view
By K. B. Floyd
Background: I've used this text for 5 years now, beginning with the 7th Ed, and now probably moving to the 9th. Before my teaching career I was a circuit designer for HP for about 12 years. I teach at a community college, and we use this text because most of the universities to which my students transfer use it. I've never had a student complain about this text, either personally or in a student evaluation.

The good:
I think the text is well-written, the explanations are clear and concise and at exactly the level that sophomore EE/ECE students need. The examples are well-chosen and sufficient in number to effectively present the fundamental concepts.

What could be improved:
1. More general problems are needed that require the student to solve the circuits using generic components (R, L, C) instead of giving numeric values for all components. The purely numeric approach leads to a "sea of numbers" plug-and-chug solution that has little meaning to the student and even less value in terms of understanding circuit behaviour. Students need to get used to working their solutions into the standard algebraic forms that provide insight into the behaviour of the circut. (I have designed my labs to make up for this.)

2. The order of the topics assumes the student is taking their first course in differential equations concurrently, and so postpones the introduction of the LaPlace transform until near the end of the semester. Too much time is spent solving 1st and 2nd order linear, constant coefficient ODEs by methods engineers will never use again. This makes LaPlace methods look like an afterthought, when in fact it is how EEs actually work in the field.

All in all, I view this book as a very positive text, and will probably continue to use it. It does a good job of demonstrating the thinking required of an engineer, and helping the persistent student to develope it.

---------------------------
To the struggling student using this text:
More than likely your problems are with prerequite concepts. All circuits texts appropriate for this level assume you are good at algebra, trig, and calculus (no, I mean GOOD at them), and that you have completed 2 semesters of calculus-based physics. This is requred to learn the topic of circuit analysis at the level expected of you.

Also, you should not expect to learn the concepts in any engineering, physics, or upper level math class by simply mimicing examples. You must learn to generalize the fundamental concepts so that you can apply them in ways you haven't seen in an example. If you can't learn that, then you may want to consider a change in either attitude or major. Engineers are not "paid the big bucks" to solve problems that have already been solved before. You must develope the ability to think generally, and this entails a lot of time and effort. Unless you are a genius, there is some frustration inherent in the process. It is at these times that "the book sucks, the professor sucks, so I guess I'll go write a review on Amazon."

Your time would be more profitably spent making proper use of the examples in the book (and in your class notes). Before beginning your homework problems try working through all the examples without referring to the solution. Don't just read them, work them out on paper. Keep working the examples until you understand them, only then are you ready to begin the homework set. You might think you don't have time for this, but it will reduce your "head-banging time" later on. The examples are not intended to be templates into which you can substitute similar values from each assigned problem in order to produce an answer. That would be the opposite of helpful.

0 of 1 people found the following review helpful.
Received as stated
By Jennice Bautista
Worth the rent. It arrived in great condition and book was very helpful

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Enthusiastic employees far out-produce and outperform the average workforce:they step up to do the hard, even 'impossible' jobs.  Most people are enthusiastic when they're hired: hopeful, ready to work hard, eager to contribute. What happens? Management, that's what. The authors tell you what managers do wrong, and what they need to do instead. It's about giving workers what they want most, summarized in the Three-Factor Theory: to be treated fairly; to feel proud of their work and organizations; and to experience camaraderie. Sounds simple, but every manager knows how tough it can be. Nostrums, fads, and quick and easy solutions have abounded in the management literature, but swiftly go out of style when they fail to meet the test in the workplace. The authors provide research-grounded answers to crucial questions such as: Which leadership and management practices can have the greatest positive performance impact? What does employee satisfaction really mean? What's the relationship between employee satisfaction, customer loyalty, and profit? Sirota and his colleagues detail exactly how to create an environment where enthusiasm flourishes and businesses grow.

• Sales Rank: #2072468 in Books
• Published on: 2005-01-30
• Original language: English
• Number of items: 1
• Dimensions: 9.10" h x 1.20" w x 6.10" l, 1.44 pounds
• Binding: Hardcover
• 400 pages

Review

From Library Journal:

 

One of the best business books of 2005

 

“The authors, all consultants, have written a book based on extensive

research looking into what motivates employees in the workplace. ... this is a valuable book containing practical advice for both managers and workers. Highly recommended.”

 

-Richard Drezen, Washington Post/New York City Bureau

 

 

 From Kirkus Reports, February 10, 2005  Vol.2 Issue 1

The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want
By: David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer
Publisher: Wharton School Publishing
Pub Date: January 2005

Employee enthusiasm can be an invaluable asset to a business, but 90% percent of employees become indifferent to their workplace over time, says this trio of management experts. How do they know? They’ve surveyed over four million workers in 89 countries over the past 30 years to find out (although conclusions in the book are drawn from research conducted between 1993 and 2003). So, what are the lucky ten percent of companies doing right? They’re meeting the three goals that the vast majority of employees desire at work: equity, achievement and camaraderie. And those goals go for all workers, whether they’re baby boomers, Gen X, Gen Y, or Gen D (digital). While explaining just what those terms mean, the authors provide plenty of examples of management doing things right: Former Alcoa CEO Paul O’Neill (later became the U.S. Secretary of the Treasury) met with hourly workers in the plant and gave them his home number so that they could call him if there were safety problems. Nordstrom’s employee handbook has one rule: “Use your good judgment in all situations.” Now there’s an organization that respects its workers. Numerous quotations from employees surveyed keep things brisk and absorbing. Bottom line: pure good sense on how to keep employees happy and productive

From the Back Cover
Enthusiastic employees far out-produce and outperform the average workforce:they step up to do the hard, even 'impossible' jobs.  Most people are enthusiastic when they're hired: hopeful, ready to work hard, eager to contribute. What happens? Management, that's what. The authors tell you what managers do wrong, and what they need to do instead. It's about giving workers what they want most, summarized in the Three-Factor Theory: to be treated fairly; to feel proud of their work and organizations; and to experience camaraderie. Sounds simple, but every manager knows how tough it can be. Nostrums, fads, and quick and easy solutions have abounded in the management literature, but swiftly go out of style when they fail to meet the test in the workplace. The authors provide research-grounded answers to crucial questions such as: Which leadership and management practices can have the greatest positive performance impact? What does employee satisfaction really mean? What's the relationship between employee satisfaction, customer loyalty, and profit? Sirota and his colleagues detail exactly how to create an environment where enthusiasm flourishes and businesses grow.

About the Author

David Sirota is founder and Chairman Emeritus of Sirota Consulting, a firm with a national reputation for improving performance by systematically measuring and managing employee, customer, and community relationships. He previously served as IBM director of behavioral science research and application. Sirota has taught management at Cornell, Yale, MIT, and Wharton, and was a study director at the University of Michigan's Institute of Social Research. His work has been featured in Fortune and The New York Times. He holds a doctorate in social psychology from the University of Michigan.

Louis A. Mischkind has been involved with organizational effectiveness—research and practical application—for over 35 years. Prior to joining Sirota Consulting, he was Program Director of Executive Development at IBM, Advisor on Human Resources to the President of IBM's General Products Division, and in charge of opinion surveys and management assessment for IBM's technical community. He has taught courses in social and organizational psychology at New York University and holds a master's degree in experimental psychology from Columbia University and a Ph.D. in organizational psychology from New York University.

Michael Irwin Meltzer joined Sirota Consulting full-time in 2001 as Managing Director, after serving as its General Counsel for 20 years. He has advised businesses ranging from financial consultancies and real estate developers to sales, distribution, and construction organizations. He has also served as an Adjunct Assistant Professor at Pace University, teaching business organizations, real-estate law, and trusts and estates. He holds a J.D. from Brooklyn Law School.

© Copyright Pearson Education. All rights reserved.

Most helpful customer reviews

51 of 51 people found the following review helpful.
How Satisfied Are You?
By John G. Hilliard
You get more flies with honey then vinegar, this simple concept just about sums up this book. The truly motivated employee is one that wants to be at work and perform, what environmental factors that make a person what to be at work is in large part the responsibility of management This is the claim of this book by the authors. How many of us spend most of our people time working on the disgruntled under performer. We then find that the rest of the staff are ignored because the "real work" needs to get done, so full steam ahead and get out of the way or get run over. The authors claim this is exactly what kills morale, managers focusing on black and white issues and just assuming the staff will follow, even managers who themselves are disenchanted with the work place they are in.

The authors detail out how they have come up with the advice they are dispensing in the book and then they sit you down for a class on improving the work place in relation to employee relations and morale. It all came off as so basic yet when the everyday pressures of the work place get too much the common sense of fair and equitable treatment tends to go out the window. The authors give the reader a number of techniques to help with employee morale and thus performance. These items alone make this book a must read. Overall I found the book to be very interesting and easy to read. The authors give you valuable information that will make you a better manager. This book should be given to every new manager in any company.

11 of 12 people found the following review helpful.
Great Methodology & Insight In New Wharton Release
By Bruce Segall
Many books in the "Good to Great" or "Built to Last" genre provide great qualitative insights, as does The Enthusiastic Employee. What The Enthusiastic Employee adds is quantitative data from all the companies the authors have studied over the years AND the perspective of typical workers. There are also some great chapters with practical tools, for example Chapter 4 on Compensation. Concepts like "Gainsharing" should get more attention in corporate America. I think any executive reading this book would be able to improve morale at his/her company.

When is word going to get out about this book to hard workers

everywhere? I am sure that they would enjoy hearing from the authors.

38 of 38 people found the following review helpful.
A 3 factor theory that links human motivation to business success
By Gerard Kroese
David Sirota is founder and Chairman Emeritus, Louis A. Mischkind is Senior Vice-President, and Michael Meltzer is Managing Director and General Counsel at Sirota Consulting. All authors have impressive credentials to their names, ranging from doctorates through to directorships at IBM. This review is slightly longer than my usual ones.

This 2005-hardcover version is split up in 5 parts, consisting of 1-to-4 chapters each. There are also 5 proper appendices, which contain the statistical evidence for the claims made in the book by the authors. In the extensive introduction the authors discuss the background, research and set up of the book.

The first part of the book - Worker Motivation, Morale, and Performance - consists of 2 chapters. In the first chapter the authors assert that there are three primary sets of goals at work: Equity, achievement, and camaraderie. They term these "our Three Factor Theory of Human Motivation in the Workplace" and maintain that "these three sets of goals characterize what the overwhelming majority of workers want." In the second chapter the authors ask the question: "what does employee enthusiasm have to do with business success?" The authors believe that higher morale of their workers is one of the key characteristics of companies that have experienced long-term success. The term `enthusiastic' is introduced in order to elevate superior overall satisfaction scores, since they are just more than moderately satisfied, and organizations with enthusiastic employees are much higher performing organizations than the rest.

The second part of the book - Enthusiastic Workforces, Motivated by Fair Treatment - consists of 3 chapters and discusses the first of the Three Factor Theory, the concept of equity. In the first chapter of this part the authors tackle the issue of job security which "is a defining characteristic [of a company] because a decision to lay off people sends a message to the workforce about the way the company views its people: assets or as costs (necessary evils)." In the second chapter the authors discuss compensation, which is also extraordinarily important for worker morale and performance. There is a short piece on money as seen from a worker's and an employer's perspective. The final chapter of this part discusses respect, which is the major non-financial component of equity. The kind of respect the authors have in mind is "from a sense of the intrinsic worth of human beings - all human beings." Equality through the treatment of each individual is at the heart of respect, but the core issue is how higher income and power level individuals treat individuals at lower levels.

Part III - Enthusiastic Workforces, Motivated by Achievement consists of 4 chapters and discusses the second of the Three Factor Theory, the concept of achievement. The authors discuss a critical condition for employee enthusiasm, which is a clear, credible, and inspiring organizational purpose, or a "reason for being there". There is an important piece on translating words into deeds, whereby discuss 3 reasons for not implementing formal purpose/mission/vision/values statements. The second chapter discusses the business practices that enable people to get their jobs done well. "A high degree of perceived effectiveness is a condition for worker enthusiasm. The third chapter deals with the concept of job satisfaction, or what people feel about the nature of work itself. Surveys surprisingly indicate that most people like their jobs, while only a minority is dissatisfied with their jobs. This is based on the fact that people will continue doing jobs that they do well, or, as the author explain, "few people volunteer to fail." However, a large number of employees still end up in jobs they dislike. One reason for this is job choice, especially in initial choices. Another reason is that people get stuck in a job, often for financial reasons. The final chapter on the concept of achievement focuses on the external sources of satisfaction, the sense of achievement and accomplishment that comes from the opinions of others. The data from the authors suggests that many managers have trouble giving good, constructive feedback. The authors believe that performance feedback is a vehicle for guidance, evaluation, recognition, reward, and direction. Each of these five aspects and outcomes of feedback are discussed in detail, including giving some good advice on giving guidance and dealing with unsatisfactory performance.

The fourth part of the book - Enthusiastic Workforces, Motivated by Camaraderie - which consists of only 1 chapter and discusses the third and final of the Three Factory Theory, the concept of camaraderie. "The quality of social relationships in the workplace - its `social capital' - ... are critical for effective performance and, therefore, for a sense of achievement in one's work." There is a short look back to the human relations school, first introduced by Elton Mayo during the 1930s-1940s, followed by a discussion whether we are doing any better now. They turn to socializing at work. "Although employees derive pleasure from associating with others ... their greatest satisfaction comes from interacting as a team on the job in the service of common performance goals. That is a tremendous source of morale for employees." And they eventually conclude that "cooperation - not job descriptions, not organization charts, not formal procedures - is the glue that binds the parts of the organization." There is also good guidance on building partnerships between work units, which are typically not as good as partnerships within work units.

The fifth and final part of this book - Bringing It All Together - consists of 2 chapters. In the first chapter the authors aim to provide guidance on how to think of the components of an organization as a system, which is governed by an organization culture. The authors identify the 12 hallmarks of a successful partnership. In addition, they also describe the three major organization types - transactional, paternalistic, and adversarial. "The partnership concept is powerful. It can be applied to the relationships of an organization with all its key constituencies." The title of the final chapter of this book is self-explanatory - Translating Partnership Theory into Partnership Practice. It aims for "a more comprehensive statement of a process for advancing an organization toward a partnership culture." Before the authors outline a very useful 9-step action process, they accentuate "that action must begin with, and be sustained by, senior management." Last, but not least, the authors introduce 9 questions that each addresses a recommended step for introducing partnership.

Yes, I do like this book. It introduces a Three Factor Theory of Human Motivation in the Workplace, which needs to be translated into The Partnership Organization. The theory is well translated into a practical process. In accordance with conclusions of recent research by others, the partnership organization is also built on three `softer factors'. I particularly like the last chapter, which really combines the book well and translates it into 9 useful steps which should be used as a checklist by managers. I believe that this book is a useful addition to other research into high-performance organizations, such as Tom Peters & Robert Waterman (In Search of Excellence, 1982), Jim Collins & Jerry Porras (Built to Last, 1994), Jim Collins (Good to Great, 2001). I must admit that the amount of research, data and surveys by the authors is mindblowing and is well covered in the appendices. Recommended to all people interested in management and successful organizations.

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The complete guide to identifying, measuring, promoting and applying creativity! Thriving in today's fast-changing world requires unprecedented creativity--in business, and in every facet of life. This book makes the reader consider: How creative are you? How can you be more creative? Creative Intelligencehas the answers. Alan J. Rowe shows readers how to understand exactly what creativity is, identify it, measure it, promote it and apply it more effectively. Rowe begins by presenting the four ways in which creativity manifests itself: intuition, innovation, imagination and inspirational leadership. Next, he introduces the Creative Potential Profile, an exclusive, systematic test for measuring creativity that is already used by the Irish government and many other high-profile organizations worldwide. Drawing on the latest research, Rowe identifies commonalities amongst highly creative individuals, then identifies powerful strategies for tapping into your hidden creative potential. He shows why most organizations suppress creativity, and offers comprehensive strategies for attracting more creative people to your organization and unleashing the creativity of everyone who's already there. In the 1990s, Daniel Goleman popularized "emotional intelligence," a concept that resonated with our long-held intuitions about human beings, while offering powerful new insights for action. Creative Intelligencewill do the same for THIS decade.

• Sales Rank: #2235672 in Books
• Published on: 2004-03-22
• Original language: English
• Number of items: 1
• Dimensions: 9.32" h x .75" w x 6.24" l, .89 pounds
• Binding: Hardcover
• 176 pages

Review

Advanced praise for Creative Intelligence—

"Organizations will not be in the phone book five to seven years fromnow unless they understand the significance of creativity and creativeleadership. Rowe's useful and readable book provides rich insightsabout how creativity affects the bottom line."

—Warren Bennis, Distinguished Professor and co-author of Geeks andGeezers, Harvard Press

"In Creative Intelligence, Alan Rowe makes a compelling case thatcreativity is essential for success in today's complex, rapidlychanging world, and that all of us can discover and unlock our creativepotential. He presents a clear and practical roadmap for how we canunderstand, measure, and apply our creative capabilities. Moreover, Roweshows how leaders can develop creative talent and support creativitythroughout their organizations. This book is a must read for anyoneseeking creative solutions to life's difficult and messy problems."

—Tom Cummings, University of Southern California School of Management

"Creative Intelligence convinces you that you do possess creativity. Itshows you how to determine the types you have, and encourages you to dosomething with your talents."

—Gerald Nadler, IBM Chair Emeritus in EngineeringManagement, University of Southern California, and co-author of thebestselling Breakthrough Thinking

"Like passion, creativity is highly prized in people and companies, yetso difficult to manufacture. Creative Intelligence shows how both peopleand companies can harness creativity as a competitive advantage to getto their goals."

—Louis Columbus, Sr. Analyst, AMR Research

"Alan Rowe makes an important contribution to our understanding ofhuman creativity in the most comprehensive book yet written on thissubject. He offers a powerful new instrument for measuring creativeintelligence and provides penetrating and provocative insights on howeducation can be reformed to produce more creative individuals, and howorganizations can position themselves to tap the creative potential ofall their employees."

—Dr. Burt Nanus, co-author, with Warren Bennis, ofLeaders: Strategies for Taking Charge; author ofStrategies for Taking Charge, Visionary Leadership, andLeaders Who Make a Difference

"This book is an extraordinary effort that will challenge people to become'all that they can be.' Most people can make significant contributionsif they recognize their potential. Our society is changing rapidlyand creative approaches to education are needed to maintain our competitiveposition in the world."

—Dr. Robert R. Dockson, Former CEO and Chairman, CalFed, Inc.

"After a very successful career in industry and education, Alan Rowehas provided us with a roadmap to understanding creativity. His examplesclearly show how we can enhance our lives and make the world abetter place in which to live. He has produced an important work that ishighly readable and extremely useful. He demonstrates how we can alllearn how to use our creative ability to assure human progress. This is abook that I would recommend to business executives, educators, organizationleaders and anyone interested in enhancing their own lives."

—Stephen BollenbachCEO, Hilton Corporation

From the Back Cover

Creative Intelligence: Discovering the Innovative Potential inOurselves and OthersHow to Foster Intuition, Innovation, Imagination, andInspirational Leadership in Your OrganizationAlan J. Rowe

"Organizations will not be in the phone book five to seven years fromnow unless they understand the significance of creativity and creativeleadership. Rowe's useful and readable book provides rich insightsabout how creativity affects the bottom line."

—Warren Bennis, Distinguished Professor and co-author of Geeks andGeezers, Harvard Press

"In Creative Intelligence, Alan Rowe makes a compelling case thatcreativity is essential for success in today's complex, rapidlychanging world, and that all of us can discover and unlock our creativepotential. He presents a clear and practical roadmap for how we canunderstand, measure, and apply our creative capabilities. Moreover, Roweshows how leaders can develop creative talent and support creativitythroughout their organizations. This book is a must read for anyoneseeking creative solutions to life's difficult and messy problems."

—Tom Cummings, University of Southern California School of Management

"Creative Intelligence convinces you that you do possess creativity. Itshows you how to determine the types you have, and encourages you to dosomething with your talents."

—Gerald Nadler, IBM Chair Emeritus in EngineeringManagement, University of Southern California, and co-author of thebestselling Breakthrough Thinking

Now's the time to tap your hidden creativity, and unleash more of it inthe people around you. One book will show you how—CreativeIntelligence. Begin by evaluating yourself with the world's mostadvanced psychological test for assessing creativity. Discover yourstrengths. Uncover your potential. Then, learn from the world's mostcreative individuals as you transform your potential into reality.

Along the way, you'll discover techniques for strengthening yourintuition and your imagination...your receptiveness to innovation...evenyour ability to inspire.

Creativity is power. Take that power into your hands with CreativeIntelligence.

How creative are you? How can you be more creative? Alan J. Rowe drawson the latest research to help you understand creativity, identify it,measure it, promote it, and apply it more effectively.

Rowe introduces four types of creativity: intuition, innovation,imagination, and inspirational leadership. Next, he presents theCreative Potential Profile, a systematic test for measuring creativepotential. This test instrument is an outgrowth of the highly successfulDecision Style Inventory that has been adopted by the Irish ManagementInstitute and other leading organizations.

Discover what creative people have in common, and learn powerfulstrategies for tapping into your hidden creative potential. See how mostorganizations suppress creativity, and discover start-to-finishstrategies for attracting more creative people and unleashing thecreativity of the people you're already working with.

The heart of creativity

What creativity really is...and how it differs from general intelligence

What's your creative style?

Discovering your personal mix of intuition, innovation, imagination, andinspiration

Making the most of your personal creativity

Specific techniques for becoming a more successful problem solver

Unleashing creativity in business and education

Promoting creativity throughout any organization

About the Author

Alan J. Rowe is an Emeritus Professor of Management and Organization, USC Marshall School ofBusiness. He has authored or co-authored 11 books, including Intelligent Information Systems,Managing with Style: A Guide to Understanding, Assessing, and Improving Decision Making, andStrategic Management: A Methodological Approach, Fourth Edition (Addison Wesley). He was also amember of the corporate staff at General Electric and Hughes Aircraft company.

Most helpful customer reviews

3 of 4 people found the following review helpful.
Uncovering Innovative Work Place Potential
By Craig L. Howe
Creativity is power. The author makes a compelling case that in today's complex and chaotic environment, it is essential to solve what increasingly seems like the unsolvable.

The author, an emeritus USC professor of management, breaks his treatment of creativity into four parts:

1. Learning to harness your creative intelligence.

2. Exploring opportunities to apply your creativity.

3. Helping others recognize and use their creativity.

4. Creating open environments to support creative endeavors.

To me the most practical part of the book is a test instrument which identifies a person's creative potential. The 25-question test determines the taker's aptitude for the four basic creative styles:

1. Innovative

2. Imaginative

3. Intuitive

4. Inspirational

With the problems facing business and society, it is surprising more effort is not made to identify and encourage creative thinkers and thinking.

Oliver Wendell Holmes once said, "A mind that is stretched to a new idea never returns to its original dimensions."

Given the number and depth of the problems facing humankind, it is surprising to me that we continually resort to the same, worn-out and tired solutions.

0 of 0 people found the following review helpful.
Poorly written platitudes
By DPF
This is a very poorly written book, filled with pointless drivel (" Throughout human history, creativity has been the subject of interpretation and speculation") and very poor editing ("Jan Piirto's research studies on creativity and found that it is a natural activity). Do not waste your time with this thoroughly uncreative, uninspiring book.

0 of 1 people found the following review helpful.
Creativity is essential for success in business and life
By A Customer
The best parts of this book are providing an understanding that there are different kinds of creativity and being able to assess one's creative potential, the chapter on education and how essential the creative process is for learning, and how to use our creativity to understand and solve problems in our turbulent society. Creativity helps in taking the risks that improve problem solving.
It is absolutely essential to develop our creativity to our fullest potential in order to be successful in our careers as well as in our personal lives. Creativity helps us see more options in every situation that confronts us.
For today's business people and for educators, I believe this book is an absolute must!

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• Sales Rank: #7905321 in Books
• Published on: 1996-12-20
• Format: Folded Map
• Binding: Map

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