"The theme of The World Development Report 2007 is youth - young people between the ages of 12 to 24. As this population group seeks identity and independence, they make decisions that affect not only their own well-being, but that of others, and they do this in a rapidly changing demographic and socio-economic environment. Supporting young people's transition to adulthood poses important opportunities and risky challenges for development policy. Are education systems preparing young people to cope with the demands of changing economies? What kind of support do they get as they enter the labor market? Can they move freely to where the jobs are? What can be done to help them avoid serious consequences of risky behavior, such as death from HIV-AIDS and drug abuse? Can their creative energy be directed productively to support development thinking? The report will focus on crucial capabilities and transitions in a young person's life: learning for life and work, staying healthy, working, forming families, and exercising citizenship. For each, there are opportunities and risks; for all, policies and institutions matter."

This guidebook gives R & D professionals an in-depth explanation of ways companies are able to achieve substantially higher levels of development productivity; while better aligning product development with strategy through new practices and systems. --

Today we often look to our leaders in business, government, or the social sector, to make effective decisions in a complex world. Whether they are asked what steps to take to improve competitiveness in a global economy or to make tough ethical choices, well-trained leaders are critical to organizational effectiveness. Although we know much about leadership development for individuals after they take their first job, we know relatively little about their earlier experiences that contributed to their interest in leadership or subsequent effectiveness as leaders. This volume brings together researchers who explore leadership at different points before individuals enter the workforce and asks important questions surrounding definitions of leadership behavior, necessary leader skills and age-related leader tasks, factors contributing to development of leader identity, and ways to improve the process of leader development. With contributions from well-known leadership researchers such as Robert Sternberg, Howard Gardner, Bruce Avolio, and Susan Komives, the volume shows research evidence for factors such as early childhood and youth experiences on leadership development, which have implications for the way we understand and train leadership in today’s organizations.

Generativity is the adult's concern for and commitment to promoting the next generation through parenting, teaching, mentoring and generating products and outcomes that aim to benefit a world that will outlive the self. Almost fifty years ago, Erik Erikson introduced this concept in his famous eight-stage model of human development as the seventh stage of the life cycle, generation vs. stagnation. A new, interdisciplinary wave of scholarship has linked generativity in contemporary life. Thus, a new, interdisciplinary wave of scholarship has linked generativity to such ideas as creativity, leadership, altruism, social responsibility, citizenship and volunteerism.

Employers who refuse to adapt to the expectations of younger generations are losing out on top talent, as they leave for positions at companies with more modern practices. Learn what companies need to do to fit into the new normal in the workplace. Generation Y sees the world differently than any other generation in modern memory. And nowhere is this more evident than in the workplace. The astronomical shifts that this generation has seen in the economy, technology, and the world have changed what they want from life and work--which is not a 9-5 existence for forty-plus years, leading to a typical retirement at sixty-five. What older generations call a poor work ethic from a spoiled generation, Gen Y sees as a different way of doing things. Companies that don’t get on board risk losing the diverse, young talent that is critical for them to be able to compete. Companies that take the time to listen realize that what Gen Y is asking for isn’t that crazy; in fact, it’s better in many ways. A demand for work-life balance isn’t a cry for fewer work hours--it’s a cry to be able to work from outside the office beyond a rigid 9-5 schedule (which can lead, ironically, to Gen Y employees working even more hours than you expected). Leaving a job after a couple years isn’t an inability to commit--it’s a need to learn more, expand their experience, and develop their career at a faster pace, something that is helpful to companies that hire those individuals, including your own. Elevating nontraditional benefits over financial benefits is a step toward creating an emotional connection to the company where employees spend the majority of their time and invest significant mental and emotional efforts. The need to work for a company with a purpose is a reflection of the power that social media has had on the social consciousness. This book will explore what’s behind these shifts in the character of the emerging workforce. It shows that, as Gen Y assumes managerial positions, the nature of leadership and business will change over the next few decades in irrevocable and profound ways.

This book will give unique insight into how a new generation of Bourdieusian researchers apply Bourdieu to contemporary issues. It will provide a discussion of the working mechanisms of thinking through and/or with Bourdieu when analysing data. In each chapter, individual authors discuss and reflect upon their own research and the ways in which they put Bourdieu to work. The aim of this book is not to just to provide examples of the development of Bourdieusian research, but for each author to reflect on the ways in which they came across Bourdieu’s work, why it speaks to them (including a reflexive consideration of their own background), and the way in which it is thus useful in their thinking. Many of the authors were introduced to Bourdieu’s works after his death. The research problems which the individual authors tackle are contextualised in a different time and space to the one Bourdieu occupied when he was developing his conceptual framework. This book will demonstrate how his concepts can be applied as "thinking tools" to understand contemporary social reality. Throughout Bourdieu’s career, he argued that sociologists need to create an epistemological break, to abandon our common sense – or as much as we can – and to formulate findings from our results. In essence, we are putting Bourdieu to work to provide a structural constructivist approach to social reality anchored through empirical reflexivity.

A growing number of next generation Christians are eager to learn, grow, and lead in ministry or in the marketplace. Mentoring young leaders, as they face the unique issues of a changing world, has been pastor and Visioneering author Andy Stanley's passion for more than a decade. Here, he shares material from his leadership training sessions, developed to address essential leadership qualities such as character, clarity, courage, and competency. This is the perfect guide for any new leader -- or for the mentor of a future leader! Clear, stylish typeset, with user-friendly links to referenced Scripture.