The Inside View

The Present Volume Includes Critical And Insightful Essays On Native Responses To Contemporary Indian English Novel. Nativism As An Ideology Cannot Be Accepted In Toto In The Indian Context, As There Are Several Paradoxical And Self-Contradictory Factors Operating Within The Indian Social Structure. The Nativist Approach To Indian English Literature Cannot Be An Effective Device To Assess The Genre. To Be Carried Away By The Waves Of The Western Thought Would Also Be Equally Ridiculous. Therefore, To Understand The Not So New Phenomenon Now, Dispassionate And Objective Criteria Has To Be Evolved. The Essays In This Volume Endeavour To Reach Out To The Indian English Novel With As Much Objective Understanding Of The Discipline As Necessary. The Title Of The Book Indicates Native Responses, Not Nativist, Because There Is No Theory Involved, Or Any Permanent Set Of Values To Be Adopted For Evaluating Indian English Novel. Nevertheless, The Essays Included In The Volume Are Meant To Clear The Web Of Misunderstanding Created By Nativism And Cosmopolitanism Together And Find A Way Out To Better Understanding And Appreciation Of Contemporary Indian English Novel.It Is Hoped That The Volume Will Be Of Immense Use To The Common Reader As Well As To The Serious Critics Of Contemporary Indian English Novel.

With thirty-seven years in the U.S. Army, retiring as a three-star general, and nine years as the president and CEO of the Center for Creative Leadership, Walter F. Ulmer, Jr., has a wealth of leadership experience. He is also an exceptionally thoughtful person committed to learning from his experience. This book, selected from columns that he wrote for CCL's periodical Issues & Observations and introduced by an adaptation of an essay written for the Kellogg Leadership StudiesProject, demonstrates his understanding of both practice and theory, and reminds us that there can be no true leadership without learning.

The book describes the evolving Latin American microfinance model. In a region of great inequality and economic instability, microfinance is a capitalist paradox.

An emergent approach to organizational strategy making assumptions that few organizations actually realize the goal of deliberative, top-down strategic planning, and that effective strategy making occurs on a continual basis and is a shared activity of the entire organization. This innovative book provides the first in-depth look at how real organizations are formulating and implementing strategic change under this new paradigm. The authors have dug deep into three large and varied organizations (Hewlett-Packard, the California State University system, and the County of Los Angeles) and identified each one's efforts to develop a new strategic planning process better-suited to match the current pace of change and environmental unpredictability. The book is filled with vignettes, quotes, and real-world examples that illustrate the trend toward faster, more adaptive strategic planning processes. It is relevant for a wide range of business, governmental, and non-profit settings, and should be required reading in any course on strategic planning.

Reprint of the original, first published in 1875.

Reprint of the original. The publishing house Anatiposi publishes historical books as reprints. Due to their age, these books may have missing pages or inferior quality. Our aim is to preserve these books and make them available to the public so that they do not get lost.