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"Controversial and exhaustively researched, gender expert Warren Farrell's latest book Why Men Earn More takes as its stunning argument the idea that bias-based unequal pay for women is largely a myth, and that women are most often paid less than men not because they are discriminated against, but because they have made lifestyle choices that affect their ability to earn.Why Men Earn More argues that while discrimination sometimes plays a part, both men and women unconsciously make trade-offs that affect how much they earn."

"Uncontrolled deregulation of the telecommunications industry in the mid-1990's caused many businesspeople - honest and dishonest - to propose, fund, and carry out ventures designed to change the way the telecommunications industry worked. "Telebomb" not only describes the chaos that ensued, but also follows each of the long-term trends that emerged and that continue to endganger the industry today. This thought-provoking book, written by an industry insider, draws conclusions about the ultimate winners and losers during and after the telebomb - and offers practical advice to industry and government on how to avoid another, potentially more devastating repeat."

"As we mark the 50th anniversary of President Kennedy's Executive Order calling for a thoroughly integrated workplace, it's time to assess which corporations have contributed the most to this advancement and which have not. While it's true that more women and minorities can be found at the top of many corporations, troubling patterns have emerged. The partial application of diversity has resulted in the formation of a persistent white ceiling in corporate America as white women have outpaced people of color. More than 40 percent of the Fortune 100 corporations have no minorities among their executive officers. Minority females have fared the worst. In addition, globalization has resulted in many corporations preferring multinational diversity to national diversity, and U.S. minorities and whites are losing out. The majority of Asian and Hispanic executive officers in the Fortune 100 were born outside of the United States. In large numbers, Canadian and European competitors are being promoted ahead of their American-born, white male counterparts. Based on award-winning journalist Susan E. Reed's groundbreaking study of Fortune 100 companies, The Diversity Index considers the historical reasons we went wrong, taking a close look at the "Plans for Progress" protocol developed in 1961, which defined the steps of affirmative action. It was initially considered a failure for not providing immediate results. This book analyzes the long-term, wide­spread effectiveness of the plan, and reveals the stories behind the few companies that have made a difference, breaking down the 10 simple steps you can take at your own organization to fully develop integration, keep it growing, and empower your employees to develop new products and markets. The book shares the fascinating stories of executives at General Electric, Hewlett Packard, Lockheed Martin, Merck, and PepsiCo, recounting their inspiring--and instructive--struggles to make their way up the ladder, as well as to pave the way for others going forward."

"Do employees hate their managers? Many do, says this research-based book, which describes 30 reasons for employee attitudes ranging from indifference to outright hatred of management. Among the reasons, these employees say: they are not treated like adults, with respect for their contributions; managers don't listen to them; senior managers are incompetent and run the company poorly; their pay isn't linked to their job performance and often it's unfair; they lack sufficient resources and training to do their jobs well; they don't trust information they receive from management; they get insufficient feedback on their work performance; they have such heavy workloads and inflexible schedules that they can't find a good balance of work and personal life.The author offers solutions, not just a litany of problems. He also describes some of the underlying psychological reasons for employee discontent (for example, equity theory, which explains why people react as they do to perceived unfairness). The material is based on Katcher's proprietary research in 65 organizations and surveys of more than 50,000 employees. It also includes many stories/examples."

"In business, performance is key. In performance, how you organize can be the key to growth. In the past five years, the business world has seen the birth of a new breed of company--the exponential organization--that has revolutionized how a company can accelerate its growth by using technology. An ExO can eliminate the incremental, linear way traditional companies get bigger, leveraging assets like community, big data, algorithms, and new technology into achieving performance benchmarks ten times better than its peers. Three luminaries of the business world--Salim Ismail, Yuri van Geest, and Mike Malone--have researched this phenomenon and documented ten characteristics of exponential organizations. Here, In Exponential organizations, they walk the reader through how any company, from a startup to a multi-national, can become an ExO, streamline its performance, and grow to the next level"