Transacting Transition

In Transacting Transition, scholars and practitioners with first-hand knowledge of foreign assistance programs, recount what happens when democracy goes local, and principles like transparency, gender equality, interethnic tolerance and cooperation, run up against particular realities-political agendas, self-interest and memories of conflict. Focused on the former Yugoslavia, where the 1990s saw an unprecedented investment of time and energy by a host of international organizations in processes of reconstruction and democracy assistance, the contributors offer description and analysis of diagnostic cases of international intervention to explore how the mission and vision of "democracy promotion" is enacted on the ground. Their experiences reflect wider trends in the evolution of U.S. democracy assistance after the end of the Cold War, which has increasingly focused on locally-oriented development and civic action as a necessary component of democratic transition. In these cases, individuals from outside the region found themselves charged with advancing ambitious agendas of social and political change while dealing with the micropolitics of particular situations-where, for example, village solidarity is fractured by old rivalries, participation in decision-making is habitually restricted by gender or ethnicity, or where donors and implementers disagree on the best way forward. The book includes an overall introduction and eight chapters focusing on case-studies from Kosovo, Serbia and Macedonia. Each case is described by a participant and put in wider context by a short editorial introduction. The book is intended to be broadly accessible to readers and students interested in understanding what is entailed in making grand visions of democratization work. Other Contributors: Jeff S. Merritt, Dennison Lane, Paul J. Nuti, Claire Sneed, Sally Broughton-Micova, Clemson Turregano, and Chip Gagnon.

In a recent study, ninety percent of women stated that they 'expect to transition' within the next five years. Rather than be frustrated, Rosetti argues that with thought and some elbow grease, transition is not only healthy but rewarding. Women and Transition is a step-by-step how-to guide that every woman can learn from.

The business world is a place of constant change, with stories of corporate mergers, layoffs, bankruptcy, and restructuring hitting the news every day. Yet as veteran consultant William Bridges maintains, the situational changes are not as difficult for companies to make as the psychological transitions. In the best-selling Managing Transitions, Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization. Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by change. Managing Transitions addresses the fact that it is people who have to carry out the change. When the book was originally published a decade ago, Bridges was the first to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization. With new information and commentary on layoffs, corporate suspicion, and the increasing tumult in the business world, Managing Transitions remains the definitive guide to dealing with change.

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Over the last generation, the United States has undergone seismic changes. Stable institutions have given way to frictionless transactions, which are celebrated no matter what collateral damage they generate. The concentration of great wealth has coincided with the fraying of social ties and the rise of inequality. How did all this come about? In Transaction Man, Nicholas Lemann explains the United States’—and the world’s—great transformation by examining three remarkable individuals who epitomized and helped create their eras. Adolf Berle, Franklin Delano Roosevelt’s chief theorist of the economy, imagined a society dominated by large corporations, which a newly powerful federal government had forced to become benign and stable institutions, contributing to the public good by offering stable employment and generous pensions. By the 1970s, the corporations’ large stockholders grew restive under this regime, and their chief theoretician, Harvard Business School’s Michael Jensen, insisted that firms should maximize shareholder value, whatever the consequences. Today, Silicon Valley titans such as the LinkedIn cofounder and venture capitalist Reid Hoffman hope “networks” can reknit our social fabric. Lemann interweaves these fresh and vivid profiles with a history of the Morgan Stanley investment bank from the 1930s through the financial crisis of 2008, while also tracking the rise and fall of a working-class Chicago neighborhood and the family-run car dealerships at its heart. Incisive and sweeping, Transaction Man is the definitive account of the reengineering of America—with enormous consequences for all of us.

This timely guide offers advice on how to recognize the need for organizational change, communicate the vision, prepare for structural change, and address emotional responses to downsizing.

Transaction Management Support for Cooperative Application is a comprehensive report on a successful international project, called TRANSCOOP, carried out from 1994 to 1997 by a group of European scientists. But the book is also much more than that, namely, an ambitious attempt to integrate Computer-Supported Cooperative Work (CSCW), Workflow Management Systems (WFMS), and Transaction Processing (TP) technologies. The very term {\em cooperative transactions} is in itself contradictory. Cooperation technologies, such as CSCW, aim at providing a framework for information exchange between cooperating (human) participants. In contrast, traditional transaction technologies allow concurrent users to operate on shared data, while providing them with the illusion of complete isolation from each other. To overcome this contradiction, the TRANSCOOP researchers had to come up with a new and original notion of correctness of concurrent executions, based on controlled exchange of information between concurrent users. Merging histories in accordance with prespecified commutativity rules among concurrent operations provides transactional guarantees to activities such as cooperative designing, which until now had to be carried out sequentially. As an interesting consequence, it also provides a basis for management of consistency between disconnected or mobile users who operate independently and yet, must occasionally reconcile their work with each other.

This book takes readers through a step-by-step process that can help any church make the transition from being program driven to purpose driven.

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This title was first published in 2001. This work features different companies and their change in situation between 1990 and 1997. The author focused on changes in each company's vertical integration; its integration with and relationship to its investor; changes in its human resource policies and the general handling of labour shedding; changes in its product range, production methods, product markets and competitive situation; and the regional effects of FDI and changes in the company's procurement policies. The study comprises mainly of manufacturing companies with a few construction companies included to examine issues arising from localized company operations.