Monday, March 12, 2012

The Great School Debate : Choice, Vouchers, and Charters

!±8± The Great School Debate : Choice, Vouchers, and Charters

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| Price : $54.95
Post Date : Mar 12, 2012 08:46:45 | Usually ships in 1 to 3 weeks

The Great School Debate : Choice, Vouchers, and Charters

This book examines reform in American education over the past fifty years and against this backdrop presents a compelling analysis of why contemporary voucher plans and charter schools have yet to fulfill the expectations of their advocates. It is the only book to date to attempt a comprehensive synthesis and analysis of the emerging research base on vouchers and charter schools. Suitable for courses in school policy, school reform, school leadership, or educational issues, it will also be of interest to anyone (parents, teachers, policymakers) directly involved with the charter school movement.

Key features of this timely new book include the following:
* A Historical Perspective--The early chapters look at American educational reform over the past fifty years and analyze why these efforts have fallen short of their goals.
* Student Achievement--Chapter 3 provides an insightful assessment of American students' school achievement from 1970 to the present and, in the process, counters the widely held myth that, overall, student achievement has deteriorated.
* Voucher Plans and Charter Schools--Chapter 4 looks specifically at choice and vouchers in American education while chapters 5-7 provide a comprehensive and balanced examination of the charter school movement.
* Policy Recommendations--The book concludes with explicit policy suggestions that attempt to balance the educational needs of children and youth against the rights of schools to experiment. Suggestions for developing broader coalitions to support public education, particularly in the inner cities, are also offered.

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Thursday, March 8, 2012

Good to Great and the Social Sectors: A Monograph to Accompany Good to Great

!±8±Good to Great and the Social Sectors: A Monograph to Accompany Good to Great

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Post Date : Mar 08, 2012 23:54:20
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Jim Collins Answers the Social Sector with a Monograph to Accompany Good to Great. 30-50% of those who bought Good to Great work in the Social Sector.

This monograph is a response to questions raised by readers in the social sector. It is not a new book.
Jim Collins wants to avoid any confusion about the monograph being a book by limiting its distribution to online retailers.
Based on interviews and workshops with over 100 social sector leaders.
The difference between successful organizations is not between the business and the social sector, the difference is between good organizations and great ones.

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Monday, March 5, 2012

How The Mighty Fall: And Why Some Companies Never Give In

!±8± How The Mighty Fall: And Why Some Companies Never Give In

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| Price : $13.98
Post Date : Mar 05, 2012 20:42:32 | Usually ships in 24 hours

How The Mighty Fall: And Why Some Companies Never Give In

Decline can be avoided. Decline can be detected. Decline can be reversed.

Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?

In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline:

Stage 1: Hubris Born of Success
Stage 2: Undisciplined Pursuit of More
Stage 3: Denial of Risk and Peril
Stage 4: Grasping for Salvation
Stage 5: Capitulation to Irrelevance or Death

By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom. Great companies can stumble, badly, and recover.

Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4.

Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.