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by Charles Handy
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  • Author:
    Charles Handy
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    William Heinemann; Airports / Export Ed edition (2006)
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In Charles Handy’s most ambitious book yet, the well-known business guru draws on the lessons of his own life to. .

the big choices we have to make in life. Lists with This Book. The Economist - Books of the Year 2006.

Charles Handy writes well in all his books Where other gurus offer glib answers and seem overly ego-driven, Handy has always specialised in helping us question what our organizations are for; how best to structure them.

Charles Handy writes well in all his books. It took me a while to read - not because he is difficult to read, rather he provoked a consistent degree of though and contemplation concerning aspects of my life. Where other gurus offer glib answers and seem overly ego-driven, Handy has always specialised in helping us question what our organizations are for; how best to structure them; how work fits into life and what our driving purpose is.

Throughout the book, Handy asks us to look at the role of work in our life, and what we truly find fulfilling. Charles Handy was born in Kildare, Ireland, in 1932, and was for many years a professor at the London Business School. It is hard to imagine a better or wiser guide to work and lifes big questions. From 1977 to 1981, Handy served as warden of the St. George's House in Windsor Castle, a private conference and study center concerned with ethics and values in society. He is now an independent writer and broadcaster who describes himself, these days, as a social philosopher. Other books by Handy include Waiting for the Mountain to Move, Beyond Certainty, and The Hungry Spirit.

Charles Handy is perhaps best known outside the business world as a wise and warm presenter of Radio 4's 'Thought for the Day'. Long recognised as one of the world's leading business thinkers (over a million copies of his books have been sold around the world), in Myself and Other More Important Matters he leaves the management territory he has so effectively and influentially mapped in the past to explore the wider issues and dilemmas - both moral and creative - raised by the turning.

Handy, Charles B. Publication date. Books for People with Print Disabilities. Internet Archive Books.

Charles Handy (born 1932) is the son of an Irish Protestant vicar whose broad . Myself and Other More Important Matters, Heinemann, 2006.

Charles Handy (born 1932) is the son of an Irish Protestant vicar whose broad interests spread from religion and philosophy to the organisation of the workplace. In The Gods of Management he identified four different management cultures which he likened to four Greek gods: Apollo, Athena, Dionysus and Zeus. It was once said of Peter Drucker (see article) that he was a man practising the scholarship of common sense. More management gurus.

One of the world's most influential living management thinkers, Charles Handy has year-after-year been listed alongside business gurus including Peter Drucker an.

Myself and Other More Important Matters (2006) – an.

Myself and Other More Important Matters (2006) – an autobiography and further reflections on life –. ISBN 0-434-01346-3. The New Philanthropists (2006). He was married to Elizabeth Handy, a photographer, with whom he collaborated on a number of books including The New Alchemists and A Journey through Tea. Elizabeth (aged 77) died in a car accident in England on 5 March 2018.

Simple download ebook Myself and Other More Important Matters for Kindle - FB Reader. Download more by: Charles Handy. Find and Load Ebook Myself and Other More Important Matters.

Throughout the book, Handy asks us to look at what we value-is it money or family or time? Myself and Other More Important Matters is a pleasure to read, and an education in leadership, work, management, life, and oneself.

Absolutely fascinating. Charles Handy, often called the "Peter Drucker of the United Kingdom," (though he's much more than that) has penned a page-turner autobiography. If you're over 50, it's must-reading. In between his short, crisp management meanderings, he dispenses wisdom on the "portfolio" life--why your middle and later years might be better invested on your own versus at the whims of an organization. (Attention all wanna-be consultants!)

Under 50? Then I'd suggest it's required reading. You'll be shocked--and educated--when you discover that Britain had no books on management in the 1950s (none). And no business schools until he co-founded the London Business School in 1967 (after a year at MIT's Sloan). "Business...was long seen by the British as a lower status occupation, definitely inferior to the armed services." His thoughts about America, flavored with his peculiar "cultural Christian" insights (his father was a Church of Ireland minister) will intrigue you.

While paradigm-changing concepts like the shamrock organization, the sigmoid curve, "doughnuts," and the "portfolio worker" elevated him to management guru status, his humility is remarkable. He said that Drucker "once quipped that journalists only came up with the word [guru] because `charlatan' was too long for a headline."

Handy's written 14 books, including his classics Understanding Organizations, The Future of Work, Gods of Management, and The Age of Unreason. While this book is autobiographical, his professor/consultant bent pops out on every page. His early employer, Shell, became big fans of Douglas McGregor's 1960 book, The Human Side of Enterprise. Of McGregor's two styles of leadership, Theory X (people need to be told what to do) and Theory Y (people can act responsibly on their own initiative), Shell decreed that "they would be a Theory Y organization, unaware, presumably, of the confusion they caused by using Theory X to implement Theory Y. Old habits die hard." That's just one anecdote in a feast of memorable management stories, with wisdom and dry wit thrown in at no extra charge.

I can't resist adding one more. Later in life, he limited his speaking engagements to five per year for fees and five for expenses only (never in the summer). Handy's wife, Elizabeth, handled his bookings. When asked to speak in Calcutta for the British Council, the proposed fee was minimal. "Pay him nothing," Elizabeth suggested. "But you must have all the right connections, so could you arrange for us to have an hour alone with each of the four most interesting people in Calcutta?" The result?

"So it was that we met privately and personally with the chief minister, who turned out to be a jovial Marxist, with Mother Teresa, surrounded by her nuns, the vice-chancellor of the university and a prominent local artist. Money can't buy that kind of experience."
Charles Handy was a mentor for me at London Business School. This wonderful book only increased my appreciation of this fine man and highly readable author.
Charles Handy writes well in all his books. In "Myself and Other Important Matters" I was able to easily relate to what he wrote and share many, if not all, his passions, pains and views. It took me a while to read - not because he is difficult to read, rather he provoked a consistent degree of though and contemplation concerning aspects of my life. Recommended reading.
-Thought provoking retrospective of an intelligent man as he journeys through the changes of his life -
Concepts developed over time and from experience are integrated with personal reflections and feelings.
Charles Handy has had a most interesting professional life. His roles have included
global executive with an oil company; academic administrator who developed a framework for business education for Britain; head of a think tank based in one of the Queen's official residences, a commentator on life for the BBC Radio, and a best selling author. This is a man worth getting to know.

The book's title is accurate. While the basic framework is Handy's life story, it really is a platform for his much broader discussion about capitalism and where it is going.

To cite one concrete example, Charles Handy coined the term "Shamrock Organization" to refer to the structure of the corporation of post industrial Capitalism. One leaf of the Shamrock is a core of full time employees. The other leaves are interim employees brought in for project assignments (think temporary retail employees brought in around Christmas) and specialists brought in to solve complex problems beyond the time/competence of the full time team. This Shamrock Organization has three leaves. I think most of us would recognize that there is actually a fourth leaf in the Shamrock: suppliers who so readily integrate themselves into the company, it is hard to distinguish them from the core employee group. Think of the people who sell mobile phones at Staples or Costco. They are not part of the organization and yet they are part of it. Handy pointed out the Shamrock organization yeas ago and gave it a name. He said that within the Shamrock, who lives on what leaf of the Shamrock is terribly important. But the customer only sees the entire Shamrock and doesn't care about the individual leaves. The implication about Handy's acute observations are still not effectively dealt with by corporations. Most talent management policies focus only on the full time employee group while ignoring the others components. If indeed the customer only sees the entire Shamrock, who should be invited to the company picnic? Who should be eligible for bonuses?

Another Handy gem for Board consideration is to ask, "If this product or service did not exist, would we invent it today?" I find that a simple and powerful question.

Let me quote the following paragraph about the use of cliché's to drive business:

"The language organizations have invented for themselves is pretentious, unrelated to what actually happens on the ground. Every organization claims that they care deeply for its customer, although you might be dubious if you are still trying to get to their helpline after forty minutes. Every organization proclaims that their employees are their most previous asset, even while making swathes of them redundant. Every business is committed to excellence and to aiming for world-class even though research suggests that only a tiny few achieve it. Then there are the pseudo-technical terms that make the obvious seem clever: core competencies, JIT, 360 Feedback, CRM. "

I could go on and on and on. You get the picture.

Now get this book.

Laurence Stybel