通过价值观的领导电子书籍txtpdf网盘下载网站

内容概要

We are inclined, for whatever reason, to treat values like works of art* We view them as nice to hang on the wall, and beautiful to look at, but we don’t t as though they truly mean much to us in the real world* In ft, the oppite is true* The best anizations understand their values, articulate them clearly, and hold them higher than any short-term concerns or short-cut methods* This does not put these panies at a petitive disadvantage* It is the source of their petitive advantage* If theres no clarity at the about what values really mean, then theres no consistency at the management level or further down the anization* This means that theres no way to measure, coh, assess, promote or fire people in line with the values* Any anization that does not articulate its values concretely functions like a modern Tower of Babel* No one can be quite sure that they are speaking the same language at different levels or different locations within the anization* Decisions dont always make sense or feel right* Confusion reigns* No matter how pelling and inspirational the anizations vision may be, its aspirations fall far short in reality* Values are about hieving results in a way that is consistent with what an anization stands for* They provide a direct connection between the CEO, the ftory worker and everyone in between; and form the basis of the anizations "brand" as understood by employees, customers, suppliers and even shareholders* When the work is done right, values provide an anizing principle, a directional pass that helps anizations sueed; they bee a source of energy for an anizations vision, strategy and day-to-day efforts* Vision, strategy, market share, reputation and profits are all very important – but having a clear and consistent set of values is far more critical in predicting whether an anization will continue to sueed and grow as its people, markets, petitive landscape and technology change* People must make their contributions to an anization willingly and independently to bring passion, mitment, creativity and energy to a job* But they will do so only so long as they believe that what they are doing is authentic and meaningful, and is part of a code of mitment shared by the anization as a whole* Inside the Box focuses on values in a clear and prtical way to understand what they are, where they e from and how they are transmitted from employee generation to generation* Inside the Box provides a roadmap for any leader or manager on how to identify the values that make an anization, department, team, or individual unique* It also shows how to measure whether an anization or individual is operating aording to the values, and how managers can use values as the basis for all of their people decisions and drive superior performance as a result*

作者简介

David Cohen is a Principal in the Strategic Action Group, a consulting firm specializing in anizational and leadership development* He has consulted with a diverse group of clients in Canada, the United States, and Brazil, as well as in Europe, South East Asia and the Caribbean, specializing in the design and delivery of leadership development, management development programs and integrated human resources processes consistent with the corporate vision, values, behaviors and business plan of eh client*

书籍目录

Acknowledgements Introduction: Daring to Think Inside the Box Chapter One: Whats Inside the Box? How Values Work Chapter Two: Reinforcing the Box: Making Values Meaningful Throughout the rganization Chapter Three: the Discipline of Working Inside the Box Chapter Four: Inside-the-Box Management Tool Chapter Five: Selecting Inside-the-Box Leaders Chapter Six: Does One Box Fit Forever? Organizational Growth: New Strategic Directions are Pursued but do the Values Ever Change? Chapter Seven: Measuring Inside-the-Box Suess: the Meaning of Integrity, Business Results and Employee Brand Bibliography Index

图书封面

评论、评分、阅读与下载

---

    通过价值观的领导 PDF格式

---