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"Still one of the hottest, most controversial topics in the news is the outsourcing of American jobs to other countries. Outsourced jobs have extended well beyond the manufacturing sector to include white-collar professionals, particularly in information technology, financial services, and customer service. "Outsourcing America" reveals just how much outsourcing is taking place, what its impact has been and will continue to be, and what can be done about the loss of jobs. "Outsourcing America" shows how offshoring is part of the historical economic shifts toward globalism and free trade, and demonstrates the impact of outsourcing on individual lives and communities.In addition, the book now features a new chapter on immigration policies and outsourcing, as well as information on how individuals can protect themselves from this trend. The authors discuss policies that countries like India and China use to attract U.S. industries, and they offer frank recommendations that business and political leaders must consider in order to confront this snowballing crisis - and bring more highpaying jobs back to the U.S.A."

"Outsourcing America reveals how much outsourcing is taking place, what its impact is and will be, and what can be done about the loss of jobs. The book shows how outsourcing is part of the historical economic shifts toward globalism and free trade, and demonstrates the impact of outsourcing on individual lives and communities. The authors discuss policies that countries like India and China use to attract U.S. industries, and they offer frank recommendations that business and political leaders must consider in order to confront this snowballing crisis -- and bring more high-paying jobs back to the U.S."

"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."

"An annual report is a powerful and revealing document about a company’s financial standing, and can offer the savvy reader substantial insight about where the company may be headed in the future."

"Knowledge is good," preaches the inscription under the statue of college founder Emil Faber in the film Animal House. But as valid as that declamation may be at a university, in the corporate world what passes for knowledge can be a killer. Companies and teams rely on "what we know" and "the way we do things here" to speed decision making and maintain a sense of order. But progress demands change, risk taking, and occasionally, revolution. Processes must be overhauled, assumptions challenged, taboos broken. But how do you do it? Who among the group will take responsibility for a brand new initiative or unorthodox decision? Who will be willing to stand up and say, in essence, that the emperor has no clothes? As much as we laud the concept of "thinking outside of the box," most of us think it's a lot safer to stay inside. It's time to call in a "zero-gravity thinker" who is not weighed down by the twin innovation killers -- GroupThink and its close cousin, ExpertThink. Such outsiders are in plentiful supply, whether from the department down the hall, the branch office, a consulting firm or even another company. Unburdened by all the nagging issues that plague even very effective groups, the outsider will know new ways around a problem, identify possibilities where none seemed to exist, and spot potential problems before they spin out of control. According to The Innovation Killer, the right zero gravity thinker will ideally possess the following traits: Psychological distance: the most important tool of the impartial observer, it enables him or her to maintain an open mind. Renaissance tendencies: a wide range of interests, experiences, and influences more readily inspires innovative approaches. Related expertise: strength in a relevant area may lead to "intersection points" at which solutions are often found. The book helps identify when and why you should call in a collaborator, where to find one, and how you and your team can start working with him or her. There are also strategies for turning yourself into a zero-gravity thinker when it's simply not practical to bring in a true outsider. Knowledge is good, except when it trumps real innovation. Whether your team is too focused on the forest or can't see past the trees, this book will help you add the perspective you need to make the great decisions that will move your company forward."

"This new and innovative book introduces a new approach to negotiation, where 'Sustainable Negotiation' replaces the old notion of winning. Instead of 'doing a deal' and walking away, negotiation becomes a continuous process of solving problems and creating relationships with no term limits, which better reflects the real world today. Just as we strive to create a sustainable approach to the natural world, we need to do the same with people if we want to keep working together and building a more harmonious business world. The book borrows from the field of physics to make the case that negotiators need to know what is not visible so they can explain what is visible. This alignment gives negotiators the tools to think differently about what they see, helping them to look beyond traditional negotiation techniques and to develop a forward-thinking and sustainable approach to business. Written by a leading international negotiation expert, Sustainable Negotiation introduces a completely new perspective on international negotiation, providing practical, field-tested examples, experiments and guidance to enable readers to implement sustainable negotiation in the real world. "

"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."

"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."