Corporate-finance

What others have said about Fitch's book (about which you can see more at MediaRelationsHandbook.com ):

"Great advice for beginners and experienced media hands. If you are a media relations professional--either beginner or seasoned veteran--this is the book for you. Brad Fitch, who spent many years fielding reporters' tough questions on Capitol Hill, has written a timely, practical guide to handling media relations that is filled with solid professional advice. What goes into a press release? How do you develop a strategic message? You've got a digital camera and a fax machine, but what else does your office need to effectively handle the media? Before you start talking to a reporter, do you know the difference between 'on the record,' 'off the record,' and 'background'? When there's an immediate crisis in your organization, what are the eight mistakes that you absolutely must avoid? How do you handle your paranoid boss when he or she has to confront the press? You'll find the answers to these and many other everyday problems in this book. Fitch also gives valuable advice on how to set up an effective website and how to use e-mail for optimum communications. Excellent book for professionals who work in federal or state agencies, trade associations, non-profits, state legislatures or Congress. It's the only handbook you'll ever need."
Dennis W. Johnson, college professor and former Capitol Hill senior staffer

"Provides valuable advice for those who flack for a living."
Roll Call

"A superb blend of theory and practice, written by someone who uses words like Gallup uses polls."
Steve O'Keefe, author "Complete Guide to Internet Publicity" and Adjunct Faculty, Tulane University College

"Uncertain how to interest the press in your pressing issue? Having difficulty preparing your media-unfriendly boss for a tough interview? Worried about the next communications crisis and how to handle it? Brad Fitch answers those questions and many more in this crisp, clear and completely useful book."
Tucker Carlson, Co-Host CNN Crossfire, author

"A seminar from TheCapitol.Net is one of the best ways to learn from the experts about how Washington really works. Now all that insight and information has been packed into this invaluable volume. I suggest you read it, and become your own expert."
Steven V. Roberts, syndicated columnist, TV and radio analyst, college professor

"Brad Fitch has performed an admirable public service by giving public relations students and professionals alike an indispensable tool. His book provides a road map on both the practicalities and principles of PR, and he shows that honest PR is not an oxymoron. Now it's up to all of us in the media and spin industries to keep our end of the bargain."
Ed Henry, Congressional Correspondent, CNN (formerly Senior Editor of Roll Call)

"This volume is an invaluable road map to the mean streets of a city where information is power and power is everything. Brad Fitch has written a rich 'how-to' lesson for pros and for novices who must negotiate the competitive landscape of America's new media."
Ann Compton, White House Correspondent, ABC News

"Media Relations Handbook is to political campaigns what The Art of War is to military campaigns: an essential strategic reference that winners should never be without."
James Carville, Co-Host CNN Crossfire, author

Again, you can see more about Fitch's book at MediaRelationsHandbook.com or search Amazon using the ISBN: 1587330032

A couple of beefs though; firstly, as Sherfin points out several times "investors learn slowly" in yet most of the time series he quotes seem to be 3 to 10 years - statistically pretty insignificant in making generalizations about market behavior. Secondly, while he is rightly cynical about he money management industry (and does a good job at exposing some of its less creditable tricks), he at once dismisses active money management - "a combination of private interests and behavioral phenomena provide the basis for the existence of this active segment" - and then goes on to document the success of Fuller & Thaler Asset Management in producing considerable excess return. So which is it Mr.Sherfin?

Anway, this is one of the very few "serious" books about behavioural finance that is relatively practical. If you are abound of time, go for it. Otherwise, you may try the two books I mentioned above.

p.s. I like the following the most: In April 1997 Financial Timesran a contest suggested by economist Richard Thaler. Readers were told to choose a whole number between 0 and 100. The winning entry would be the one closest to two thirds of the average entry. The winning choice is 13. The real point of this game is that playing sensibly requires you to have a sense of the magnitude of the other players' errors. Hope you got it right.

In this context, Christopher W. Head:

* by asking/answering some critical questions such as What is going wrong? Why are so many change efforts failing? What is an organizational transformation? defines organizational transformation and indicates key factors to a successful transformation.

* by both asking/answering the following questions: What characteristics do transformational leaders possess? What must these leaders do in order to prepare their organizations for all of the difficult challenges that lie ahead? and comparing transformational leaders and traditional/transactional leaders, discusses the leadership factor for a successful corporate transformation.

* explains how leaders can lead effective change by creating an environment that fosters participation and ownership, and presents a detailed change management plan (more detailed discussion of this plan see Chapter 3).

* by asking/answering the following questions: How can leaders create a work environment that fosters high-levels of involvement from all of their employees? What are the elements that truly empower and involve all employees? How do organizations benefit from having an empowered workforce after the transformation process has been completed? discusses the steps needed to establish a high level of employee involvement within organization.

* by asking/answering the following questions: What is the best way of getting employees committed to leading the change effort? What are the transition teams? Why should they be used? Who should be on these teams and how should team members be selected? What are their core responsibilities? What kind of assistance do these teams need from top management and internal or external consultants? How should transition teams involve customers and suppliers in their work? examines the role of employees and employee teams (transition teams) during the transformation process.

* by asking/answering the following questions: What is core process redesign? What steps should organizations follow to redesign and align their core processes? What are the roles and responsibilities of the steering committee and transition teams during this stage? What other groups need to be involved? discusses how transition teams can successfully redesign and align core processes.

* by asking/answering the following questions: What can organizations do to make sure they create 'good' jobs for all employees? What elements are needed to make 'natural' work teams successful? examines the terms 'good' and 'natural' and their importance to realize drastic performance improvement.

* explains the changing role of middle management and the additional structural changes that an organization must make to support the newly established work teams.

* argues that "traditional measurement systems, solely focused on functional outcomes and overall financial performance, fail to provide the natural work teams with the necessary feedback they need to improve their performance", and hence presents an alternative performance measurement system.

* in addition to new performance measurement system, presents a new performance-based compensation system that rewards and motivates.

* argues that "an organizational transformation is never truly complete. Rather, it is series of large-scale changes - to the culture, processes, structure, and so on - over the course of a given time period, approximately one to three years, followed by continuous learning and ongoing improvement by all employees. Eventually, despite such improvement efforts, industry conditions and/or technological developments will necessitate another transformation in the years ahead", and describes how innovative companies are creating continuous improvement by 'learning organizations'.

Finally, C. W. Head suggests that "organizational transformation is not easy. The path to a successful transformation is often met with many obstacles. You will be confronted with people who doubt your plans and resist your every move. Do not fight your resistors. Rather, help educate those who do not yet understand the value of transforming the workplace, who have yet to tap into the potential of all employees. Be patient, stay focused, and do not lose hope. Your perseverance and dedication will pay off as your organization succeeds".

Highly recommended.