"Technology is dominated by two types of people: those who understand what they do not manage, and those who manage what they do not understand." —Putt's Law Early Praise for Putt's Law and the Successful Technocrat: "This is management writing the way it ought to be. Think Dilbert, but with a very big brain. Read it and weep. Or laugh, depending on your current job situation." —Spectral Lines, IEEE Spectrum, April 2006 "It's a classic. It reads at first like humor, but one eventually realizes that it's all true. The first edition changed my life. I loaned my copy to a subordinate at IBM, and he didn't return it to me until he was my boss." —Dave Thompson, PhD, IBM Fellow (retired), Member National Academy of Engineering, and IEEE Fellow "Putt's humor ranges from sharp to whimsical and is always on target. Readers will be reminded of many personal experiences and of lessons in life they wish they had learned earlier in their careers." —Eric Herz, former IEEE executive director and general manager "Anyone who thinks 'engineering management' is an oxymoron needs to read this terrific book — then they will know." —Norman R. Augustine, author of Augustine's Laws and retired Chairman & CEO of Lockheed Martin Corporation Putt's Law is as true today as it was when techno-everyman Archibald Putt first stated it. Now, in Putt's Law and the Successful Technocrat: How to Win in the Information Age, Putt is back with the unvarnished truth about success in the modern, technology-driven organization. As you learn the real rules of the technology world, you'll meet such characters as the successful technocrat, Dr. I. M. Sharp. You'll find out how he wrangles career victories from corporate failures, nearly bankrupting the firm with his projects while somehow emerging the hero. You'll also meet such unfortunates as Roger Proofsworthy, top-level perfectionist yet low in the hierarchy, and come to understand how he assiduously preserves his spot near the bottom of the totem pole. Whether you work in business, IT, or are a freelance technocrat, you'll want to study Putt's hard-won wisdom and laugh—all the way to the bank!

"Technology is dominated by two types of people: those who understand what they do not manage, and those who manage what they do not understand." —Putt's Law Early Praise for Putt's Law and the Successful Technocrat: "This is management writing the way it ought to be. Think Dilbert, but with a very big brain. Read it and weep. Or laugh, depending on your current job situation." —Spectral Lines, IEEE Spectrum, April 2006 "It's a classic. It reads at first like humor, but one eventually realizes that it's all true. The first edition changed my life. I loaned my copy to a subordinate at IBM, and he didn't return it to me until he was my boss." —Dave Thompson, PhD, IBM Fellow (retired), Member National Academy of Engineering, and IEEE Fellow "Putt's humor ranges from sharp to whimsical and is always on target. Readers will be reminded of many personal experiences and of lessons in life they wish they had learned earlier in their careers." —Eric Herz, former IEEE executive director and general manager "Anyone who thinks 'engineering management' is an oxymoron needs to read this terrific book — then they will know." —Norman R. Augustine, author of Augustine's Laws and retired Chairman & CEO of Lockheed Martin Corporation Putt's Law is as true today as it was when techno-everyman Archibald Putt first stated it. Now, in Putt's Law and the Successful Technocrat: How to Win in the Information Age, Putt is back with the unvarnished truth about success in the modern, technology-driven organization. As you learn the real rules of the technology world, you'll meet such characters as the successful technocrat, Dr. I. M. Sharp. You'll find out how he wrangles career victories from corporate failures, nearly bankrupting the firm with his projects while somehow emerging the hero. You'll also meet such unfortunates as Roger Proofsworthy, top-level perfectionist yet low in the hierarchy, and come to understand how he assiduously preserves his spot near the bottom of the totem pole. Whether you work in business, IT, or are a freelance technocrat, you'll want to study Putt's hard-won wisdom and laugh—all the way to the bank!

In attempting to understand and explain various behaviour, events, and phenomena in their field, psychologists have developed and enunciated an enormous number of ‘best guesses’ or theories concerning the phenomenon in question. Such theories involve speculations and statements that range on a potency continuum from ‘strong’ to ‘weak’. The term theory, itself, has been conceived of in various ways in the psychological literature. In the present dictionary, the strategy of lumping together all the various traditional descriptive labels regarding psychologists ‘best guesses’ under the single descriptive term theory has been adopted. The descriptive labels of principle, law, theory, model, paradigm, effect, hypothesis and doctrine are attached to many of the entries, and all such descriptive labels are subsumed under the umbrella term theory. The title of this dictionary emphasizes the term theory (implying both strong and weak best guesses) and is a way of indication, overall, the contents of this comprehensive dictionary in a parsimonious and felicitous fashion. The dictionary will contain approximately 2,000 terms covering the origination, development, and evolution of various psychological concepts, as well as the historical definition, analysis, and criticisms of psychological concepts. Terms and definitions are in English. *Contains over 2,000 terms covering the origination, development and evolution of various psychological concepts *Covers a wide span of theories, from auditory, cognitive tactile and visual to humor and imagery *An essential resource for psychologists needing a single-source quick reference

The book aims to introduce a research concept called "Numanities", as one possible attempt to overcome the current scientific, social and institutional crisis of the humanities. Such crisis involves their impact on, and role within, society; their popularity among students and scholars; and their identity as producers and promoters of knowledge. The modern western world and its economic policies have been identified as the strongest cause of such a crisis. Creating the conditions for, but in fact encouraging it. However, a self-critical assessment of the situation is called for. Our primary fault as humanists was that of stubbornly thinking that the world’s changes could never really affect us, as – we felt – our identity was sacred. In the light of these approaches, the main strengths of humanities have been identified in the ability to: promote critical thinking and analytical reasoning; provide knowledge and understanding of democracy and social justice; develop leadership, cultural and ethical values. The main problems of humanities are the lack economic relevance; the socio-institutional perception of them as “impractical” and unemployable; the fact that they do not match with technological development. Finally, the resulting crisis consists mainly in the absence (or radical reduction) of funding from institutions; a decrease in student numbers a decrease in interest; a loss of centrality in society. A Numanities (New Humanities) project should consider all these aspects, with self-critical assessment on the first line. The goal is to unify the various fields, approaches and also potentials of the humanities in the context, dynamics and problems of current societies, and in an attempt to overcome the above-described crisis. Numanities are introduced not as a theoretical paradigm, but in terms of an “umbrella-concept” that has no specific scientific content in it: that particularly means that the many existing new fields and research trends that are addressing the same problems (post-humanism, transhumanism, transformational humanities, etc.) are not competitors of Numanities, but rather possible ways to them. Therefore, more than a theoretical program, Numanities intend to pursue a mission, and that is summarized in a seven-point manifesto. In the light of these premises and reflections, the book then proceeds to identify the areas of inquiry that Numanities, in their functions and comprehensive approach, seek to cover. The following list should also be understood as a statement of purposes for this entire book series. These, in other words, will be the topics/areas we intend to represent. Once elaborated on the foundations of Numanities, the book features a second part that presents two case studies based on two relatively recent (and now updated) investigations that the author has performed in the fields of musical and animal studies respectively. The two cases (and relative areas of inquiry) were selected because they were considered particularly relevant within the discussion of Numanities, and in two different ways. In the first case-study the author discussed the most typical result (or perhaps cause?) of the technophobic attitude that was addressed in the first part of the book: the issue of “authenticity”, as applied, in the author's particular study, to popular music. In the second case-study, he analyzes two different forms of comparative analysis between human and non-human cognition: like in the former case, this study, too, is aimed at a critical commentary on (what the author considers) redundant biases in current humanistic research – anthropocentrism and speciesism.

Clarifying the purpose and place of strategy in an information security program, this book explains how to select, develop, and deploy the security strategy best suited to your organization. It focuses on security strategy planning and execution to provide a comprehensive look at the structures and tools needed to build a security program that enables and enhances business processes. Divided into two parts, the first part considers business strategy and the second part details specific tactics that support the implementation of strategic planning initiatives, goals, and objectives.