High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage
Lýsing:
"In these economic times this book is more important than ever. A must-read for the leaders of today and tomorrow. " Douglas R. Conant, president and chief executive officer, Campbell Soup Company Praise for High Commitment, High Performance "It is seldom that I read a book about leadership and get excited; this one did that to me. The author has found values and aspects of leadership that have worked well for long term execution of strategies.
For Boards and CEOs, this is a great book. " —Leif Johansson, president and chief executive officer, Volvo Group "Resilience promises to be the distinguishing characteristic of companies that will prosper from the current economic crisis. Mike Beer's new book is a compelling manual for success in this new economy. " —Ravi Venkatesan, chairman, Microsoft India "A must read for leaders who want to develop an edge by building a resilient organization for competitive advantage.
Beer's views and recommendations are based on extensive research. " —Ram Charan, Ram Charan Associates and co-author of the bestselling book, Execution: The Discipline of Getting Things Done "With decades of teaching and research and close engagement with companies, Michael Beer has written a book that not only makes the case for building a high commitment organization, but also provides practical advice for doing it.
" —Jeffrey Pfeffer, professor, Stanford Business School and author, The Human Equation: Building Profits by Putting People First "Beer brings a multi-disciplinary perspective from his extensive experience in industry and academia to reveal how leaders of HCHP organizations break through internal barriers and manage multiple tensions in their quest for sustainable value-creation. " —Robert Kaplan, professor, Harvard Business School and co-author, The Execution Premium and The Balanced Score Card "Mike Beer brings his wealth of research and experience to provide fresh insights to the enduring question of what makes companies succeed over the long run.
Annað
- Höfundur: Michael Beer
- Útgáfa:1
- Útgáfudagur: 2009-07-27
- Hægt að prenta út 2 bls.
- Hægt að afrita 10 bls.
- Format:ePub
- ISBN 13: 9780470486887
- Print ISBN: 9780787972288
- ISBN 10: 0470486880
Efnisyfirlit
- Cover
- MORE PRAISE FOR HIGH COMMITMENT, HIGH PERFORMANCE
- Title
- Copyright
- Dedication
- PREFACE
- A Short History of Management Thought
- The Purpose of This Book
- Who Should Read This Book
- CHAPTER ONE: INTRODUCTION
- High-Commitment Manufacturing Plants
- Innovations at the Business Unit Level
- Academics Discover HCHP Corporations
- Assumptions Underlying HCHP Organizations
- Summary
- Plan for the Book
- How to Read This Book
- PART ONE: THE HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATION
- CHAPTER TWO: PILLARS OF HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATIONS
- Are HCHP Organizations a Realistic Objective?
- Southwest Airlines: An Illustrative Case
- Three Pillars of HCHP Organizations
- Solving for All Three HCHP Pillars Simultaneously
- Leader Values and Philosophy
- Can Companies Not Born Right Be Transformed?
- Does National Culture Pose a Constraint?
- The Challenge
- Summary
- CHAPTER THREE: PRINCIPLED CHOICE AND DISCIPLINE ARE ESSENTIAL
- The Case of NICO
- Firm Purpose and Values: The Multiple Stakeholder Model
- Strategy
- Risk
- Motivating, Organizing, and Managing People
- What HCHP Firms Are Not
- Evidence for HCHP Success
- Summary
- CHAPTER FOUR: BUILDING THE HIGH COMMITMENTHIGH PERFORMANCE SYSTEM
- Diagnosing and Rebuilding the System
- Organizations Are Multilevel and Multi-Unit Systems
- Summary
- CHAPTER TWO: PILLARS OF HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATIONS
- CHAPTER FIVE: HIDDEN BARRIERS TO SUSTAINED HIGH COMMITMENT AND HIGH PERFORMANCE
- Corning’s Electronic Products Division (EPD)
- Silent Barriers to Commitment and Performance
- The Silent Killers: A Mutually Reinforcing Syndrome
- Root Causes of the Silent Killers
- The Transformation of Corning’s Electronic Product Division
- Summary
- CHAPTER SIX: LEAD A COLLECTIVE LEARNING PROCESS
- Why Heroic Leadership Fails
- Henry Gullette
- What HCHP Leaders Must Do, Be, and Know
- Surviving and Thriving in the Leadership Role
- Summary
- CHAPTER SEVEN: ENABLE TRUTH TO SPEAK TO POWER
- Merck Latin America
- How and Why Learning and Governance Systems Work
- Empirical Support for Voice and Participation
- Challenges That Learning and Governance Systems Must Overcome
- Governance and Learning Design Guidelines
- Conditions for Governance and Learning Systems
- Why Institutionalize Learning and Governance?
- Summary
- CHAPTER EIGHT: MANAGE ORGANIZATIONAL PERFORMANCE STRATEGICALLY
- Why Companies Fail to Manage Performance Strategically
- Symptoms of Failure
- GE’s Commercial Equipment Finance Business
- Strategic Performance Management Principles
- The Challenge: Overcome the Silent Killers
- Integrating Learning and Governance with Strategic Management
- Summary
- CHAPTER NINE: ORGANIZE FOR PERFORMANCE AND COMMITMENT
- Success and Failure in Navigating Organizational Revolution
- The Organizing Challenge
- The Santa Rosa Systems Division
- Organization Design Logic
- Choosing How to Organize
- Self-Designing the Organization
- Structure Is Not Organization
- Organizing as Continuous Learning
- Summary
- CHAPTER TEN: DEVELOP HUMAN AND SOCIAL CAPITAL
- Social Capital: The Underemphasized HR Dimension
- How Social and Human Capital Interact
- Becton Dickinson: A Company in Need of Transformation
- The HCHP Human Resource Management System
- Transforming Human Resource Management
- Summary
- CHAPTER ELEVEN: EMBRACE E AND O CHANGE STRATEGIES
- Theory E or O: The Conventional Choice
- Embrace Contradictions of E and O
- ASDA: A Remarkable Transformation to HCHP
- Integrating E and O Change Strategies
- Sustaining High Commitment and Performance
- Summary and Conclusion
- CHAPTER TWELVE: EPILOGUE
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- Gerð : 208
- Höfundur : 11827
- Útgáfuár : 2009
- Leyfi : 379