New books


Life and work

Challenging economic man

David Paul og Charles Birch

UNSW Press, 2003, 208 s. ISBN 0868406708
Bogomtale fra forlaget.

To get soaring profits we need to work longer and harder. Right? Wrong. With an original look at the lives of employees, managers, executives and CEO's, the authors propose a new agenda for a work/life balance, stressing that if you get relationships with employees and customers right profits follow as a matter of course.

About the Author(s)

Charles Birch has published many books, with his writing on philosophical issues attracting a strong following and quality of life a recurring theme in his books. Birch is Emeritus Professor of the University of Sydney and was Challis Professor of Biology for 25 years. His previous book was "Biology and The Riddle of Life".

Dr David Paul has worked in banks and government organisations and has lectured university courses in change management. He has a strong interest in people management, cultural change and quality of life in the work place.

Detailed Description

In this original look at the working lives of employees, managers and executives, scientist and philosopher Charles Birch and change management specialist David Paul propose a new agenda for achieving a sensible work/life balance. Their basic message is that if companies get their relationships with employees and customers right, profits follow as a matter of course. Too many organizations fixate on the bottom line, and are insensitive to the needs and dignity of individuals.

Life and Work addresses a variety of workplace-related questions such as:

Why are 88 percent of Australians unhappy in their workplace?

Why do most CEOs of the largest companies consider their sole mission the maximisation of profit?

Why has confidence in executive leaders in the Western world declined seriously in the last decade?

Why have 23 percent of Australians aged 30 to 50 opted to take a much less well paid job?

Why does our quality of life not increase with increasing GDP and economic growth?

Why do 70 percent of all efforts at organisational change fail?