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u n m a n a g e m e n t |
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Nominated for The Best Books Published in 2000 by Management General It is true in every corporation, in every organization, in every enterprise: one still cannot find the entity where people believe that everyone -- everyone! -- is working to their full mental potential and bringing that intellectual capital to bear on the purpose and productivity of the firm. Thus, Ehin has written a book that is part paean to the power of the human mind -- and part prescription for how management can tap into that powerful resource. |
won't bore you but will, instead, fascinate you. In fact, they may electrify you. For when he closes the book talking about "human values" as "the fundamental tapestry of our organizations," you will know that you have found in this book a new way to look at intellectual capital, organizations, and yourself. More than that, it would be hard to put this book down and not feel that you have encountered an unusually-gifted author, one whom you will want to keep as a knowledgeable friend for many years to come. more info back to top |
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i n f o r m a l n e t w o r k s |
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Hidden Assets is the thinking individual’s guide to better relationship management in the work environment--and other areas of life where one is willing to take action. In the book, author Charles Ehin analyzes a broad spectrum of disciplines, including archeology, psychology, molecular biology, neurology and paleontology, to name a few. He uses this analysis effectively in illustrating the book’s thesis: That all systems exhibit Self-Organization; that individuals create Social Capital among their work groups; that Tacit Knowledge is shared in these groups--and that these three factors are interdependent. This is a novel triad, and Ehin applies it to the traditional knowledge-based work environment. How does this relate to business effectiveness? Plenty, as you observe Ehin unfold complex ideas and academic research and offer concrete, usable solutions on improving the way we organize our businesses. The work is groundbreaking in its attempt to quantify the large body of assets (social capital and tacit knowledge) hidden in the networks of organizations where most work is actually accomplished. The book is filled with examples of owners and managers failing to understand these hidden assets in their organizations. Ehin accurately identifies the cause: many managers still rely on an Industrial Age framework. |
This brings to mind a manager who still has knowledge-age employees punch a time clock in the financial services industry. No doubt readers will think of former and present managers doing things “by the book,” and they will chuckle with Ehin at the absurdity of this management style in today’s dynamic environment. Ehin’s research unearths numerous points that will surprise the reader. Mergers, for instance, fit neatly into the Industrial-Age model. Eighty percent of mergers fail to produce the intended results. Over one-third of mergers produce negative results. How is this possible? Certainly captains of industry have at their disposal reams of data, and the mergers must look good on paper. But they haven’t read Ehin’s book and sometimes fail to understand where the real assets are within their organization and in the knowledge-based economy. There are many gems in these few pages on how to “manage” in the knowledge age. Keep working groups to 150 or less. Make certain that a closely knit functioning group has an inordinate array of positive personal ties among its members. Add partners and not mercenaries. Generate commitment, not compliance. All together, this work constitutes a code-breaking of certain mysteries in the world of management. It will be interesting to see how well our managers understand. In summary, the book offers simple and practical applications for management. Well researched and full of useful examples, it’s written in a positive and optimistic tone and will give readers a great resource to use in both work and personal life. Ehin is the consummate uncle figure in tendering excellent, easy to understand advice without giving a lecture. Everyone can learn valuable lessons from Hidden Assets. This is a book to be read and referenced again and again. Michael Matheson, Northwest Regional Director Lockwood Advisors more info back to top |
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a u t o b i o g r a p h y |
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Beginning with the author’s return to Estonia in 1982 to meet relatives not seen for nearly four decades, Ehin chronicles not only the bloody results of the back-and-forth War as it battered Eastern Europe, but also day-to-day life of soul-smothering bureaucracy, tyrannical policies and burning prejudice that survived the war. The story is told in the first-person in a way that brings the reader right into Eastern Europe, to the moment at hand with its troubled history. With his eye for the “small” detail, the story comes alive, and points to the larger, underlying conflicts of past and present. Aftermath shows the current problems in Eastern Europe and describes the past history that has led to these problems. It does so without losing the emotion of the moment. Aftermath is a valuable exposé of a courageous people who faced horrors beyond belief, a people whose story is seldom told in the West, and a story about war and its aftermath that needs to be heard in a country involved in conflict, and likely to face greater conflict. Aftermath reveals the heart-wrenching catastrophe of war, whether for victim, perpetrator, by-stander or hero. When blood is spilled, there are no winners, only various kinds of pain. The author reveals some of his own deeply personal hurts and confusions, both as a boy struggling with an adult world-gone-berserk, and as a man who returned and tries to understand. |
| enlightening and currently necessary is to border on cliché, but it is that. And more. Aftermath is well-told, historically accurate and with a message that needs to be heard sooner rather than later. A warrior, it is said, understands war best. Ehin has that understanding, and out of it, brings us a provocative story and his own insightful observations to try to put warriors out of business, and back into life. Michael Markowski, Ph.D., Professor of History, Westminster College of Salt Lake City more info back to top |
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"Leadership and Self-Managing Systems," World Business Academy Viewpoint, March 24, 2005. view article |
"Invisible Organizational Wealth," |
"Invisible Wealth: Discovering the "Real" Organizational Success Factors," Brown-Herron Publishing e-Doc on Amazon.com, November 1, 2002. |
"Viewpoint," Perspectives on Business and Global Change, September, 2000. |
"Knowledge Unmanagement: Voluntary Partners Create Real Intellectual Capital," eknowledgecenter.com, August, 2000. |
"Why It's So Critical That We Level the Top-Down Organization," The Journal for Quality and Participation, May-June, 2000. |
Fostering Both Sides of Human Nature - The Foundation for Collaborative Relationships," Business Horizons, May-June, 1998. |
"The Ultimate Advantage of Self-Organizing Systems," The Journal for Quality and Participation, December, 1995. |
"The Quest for Empowering Organizations: Some Lessons From Our Foraging Past," Organization Science, November-December 1995. |
"A High-Performance Team is Not a Multi-Part Machine," The Journal for Quality and Participation, December, 1993. |
"Enhancing Skill Development in an Executive MBA Organization Behavior Course," Management Education and Development, Vol 22, Part 1, Spring, 1991. |
"Business Curriculum Development for the 21st Century," Utah Business, June, 1990. |
"Executive Training in Transition," Utah Business, April, 1989. |
"The Power of Dreams," Utah Business, December, 1988. |
The Montek Quality Circles Effect, 1982. |
Suggested Computer Applications in Correspondence Education, 1993. |
| Application of Computers in Correspondence Schools, 1973. additional publications |
Or order from amazon.com |
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Copyright© 2000-2007
by Charles Ehin. All rights reserved.
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