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Author: Stanley M. Davis
Publisher: HarperCollins Publishers
ISBN: 9780887300592
Category : Business & Economics
Languages : en
Pages : 148
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Book Description
Author: Stanley M. Davis
Publisher: HarperCollins Publishers
ISBN: 9780887300592
Category : Business & Economics
Languages : en
Pages : 148
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Book Description
Author: Eric Flamholtz
Publisher: Stanford University Press
ISBN: 0804777543
Category : Business & Economics
Languages : en
Pages : 264
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Book Description
Organizational culture is a quiet, but driving, influence on our perception of a company, whether as a consumer or as an employee. For instance, we know Southwest Airlines as laid back and friendly. We think of Google as innovative. To almost every well-known company we can assign a character. It is now well recognized that corporate culture has a significant impact on organizational health and performance. Yet, the concept of corporate culture and culture management is too often tantalizingly elusive. In this book, Flamholtz and Randle define culture, identifying and explaining the five key dimensions that determine it: a customer orientation; a people orientation; a process orientation; strong standards of performance and accountability; innovation and openness to change. They explain why culture is a critical factor in organizational success and failure—a key determinant of financial performance. Then, they provide a theoretically sound, highly practical, and field-tested method for managing corporate culture—presenting a set of international and domestic cases that show how actual companies have leveraged culture as the ultimate source of sustainable competitive advantage. In addition to well-known companies such as Starbucks, Ritz-Carlton, American Express, IBM, and Toyota, the text presents lesser known culture stars, such as Smartmatic and Infogix. While other titles on culture have focused too heavily on the organization as a psychological being, or on academic studies of culture as a business lever, Corporate Culture draws on empirics to present a go-to, must-read guide for leveraging corporate culture as a source of competitive advantage and as a means of impacting the bottom line.
Author: James L. Heskett
Publisher: FT Press
ISBN: 0132779781
Category : Business & Economics
Languages : en
Pages : 385
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Book Description
The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle, renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This book: Explains how culture evolves, can be shaped and sustained, and serve as the organization's "internal brand." Shows how culture can promote innovation and survival in tough times. Guides leaders in linking culture to strategy and managing forces that challenge it. Shows how to credibly quantify culture's impact on performance, productivity, and profits. Clarifies culture's unique role in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture. "Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Up: Recommended. Reprinted with permission from CHOICE, copyright by the American Library Association.
Author: James Heskett
Publisher: Columbia University Press
ISBN: 0231554826
Category : Business & Economics
Languages : en
Pages : 274
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Book Description
There is significant evidence that an effective organizational culture provides a major competitive edge—higher levels of employee and customer engagement and loyalty translate into higher growth and profits. Many business leaders know this, yet few are doing much to improve their organizations’ cultures. They are discouraged by misguided beliefs that an executive’s tenure and an organization’s attention span are too short for meaningful transformation. James Heskett provides a roadmap for achievable and fast-paced culture change. He demonstrates that an effective culture supplies the trust that makes managing change of all kinds easier. It provides a foundation on which changes in strategy can be based, and it’s a competitive edge that can’t easily be hacked or copied. Examining leading companies around the world, Heskett details how organizational culture makes employees more loyal, more productive, and more creative. He discusses how to quantify its effects in order to sell the notion of culture change to the organization and considers how to preserve an organization’s culture in the face of the trend toward remote work hastened by the COVID-19 pandemic. Showing how leadership can bring about significant changes in a surprisingly short time span, Win from Within offers a playbook for developing and deploying culture that enables outsized results. It is a groundbreaking demonstration of organizational culture’s role as a foundation for strategic success—and its measurable impact on the bottom line.
Author: Naomi Stanford
Publisher: John Wiley & Sons
ISBN: 1118163273
Category : Business & Economics
Languages : en
Pages : 290
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Book Description
How corporate culture affects a company's long-term success Today, more and more managers are learning that an organization's culture matters, and are, therefore, putting greater emphasis improving their company culture. The Economist's Organization Culture: Getting It Right can help. In Organization Culture, Naomi Stanford provides a road map for managers who want to: understand the power corporate culture has on a company's success; understand, define, position, and measure their organization's culture; avoid the common and costly mistakes of "culture change" programmes; and, keep their culture dynamic, responsive and resourceful. The book Provides case studies on the business culture of companies like Google, IKEA, eBay, Wal-Mart, Microsoft, and Lehman Brothers Describes cultural patterns within organizations, and offers useful exercises on shaping a positive corporate culture Other titles by Stanford: Guide to Organization Design: Creating High-Performing and Adaptable Enterprises Organization Culture addresses all facets of company culture, offering managers commonsense, practical, realistic and pragmatic approaches that will help them improve all aspects of how they do business, regardless of the type of business they're in.
Author: Craig R. Hickman
Publisher: Routledge
ISBN: 1351065289
Category : Business & Economics
Languages : en
Pages : 302
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Book Description
Creating Excellence, first published in 1984, proposes a rational yet visionary blend of approaches for a winning, strategy-driven culture that can provide you and your company with the confidence that gets results. Based on a programme of six essential leadership skills – vision, sensitivity, insight, versatility, focus, and patience – this step-by-step blueprint for organisational excellence shows the New Age Executive exactly how to: Know your firm’s capabilities – and make the most of them Motivate your people to peak performance Respond positivity to change from within and without Develop long-term goals and see them through And turn crisis into opportunity All these principles are illustrated with fascinating case studies of the most spectacular successes and failures in the history of American enterprise. In addition, hands-on ‘exercises’ will enable you to test their application to the concerns of your own organisation. Whether you work for a small business or a vast conglomerate, in a hot new industry or a mature, stable environment, Creative Excellence can help make you the most important corporate asset of the eighties – and beyond.
Author: Edgar H. Schein
Publisher: John Wiley & Sons
ISBN: 047064057X
Category : Business & Economics
Languages : en
Pages : 466
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Book Description
Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.
Author: John P. Kotter
Publisher: Simon and Schuster
ISBN: 1439107602
Category : Business & Economics
Languages : en
Pages : 236
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Book Description
Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.
Author: Linda Ford
Publisher: Dog Ear Publishing
ISBN: 1598584707
Category : Corporate culture
Languages : en
Pages : 177
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Book Description
Manage the 800 pound Gorilla- your corporate culture-or it will manage you Editorial Reviews "Culture matters. What Ford calls the fourth factor is at least as important as products, customers, and cash in getting results and generating shareholder value. Any executive who wants to successfully manage culture should heed the practical advice Ford provides." -Jonathan Schwartz, CEO, Sun Microsystems, Inc. "Ford's wonderful new book on the Gorilla of corporate culture is brilliantly practical, carefully thought out, and clearly written. To mix metaphors, the blind men (and women) can finally begin to see the sides of the elephant when it comes to culture." -Michele Bolton, Author of The Third Shift "Ford has done a great job of creating a book that allows leaders at all levels of the organization to lead more effectively by understanding and managing culture. A must read for executives " -Brian Scudamore, Founder and CEO, 1-800-GOT-JUNK? Book Description Corporate culture is the 800 pound Gorilla in your organization-it does whatever it wants to. You can't ignore it. If you focus only on managing products, customers, and cash, leaving the fourth factor- culture-to take care of itself, your culture may undermine your success in the first three. Managing the fourth factor is crucial to any leader's success and this book will show you how to do that. Failure to manage corporate culture can result in - Inability to change strategic directions more quickly than your competition - A failed merger or joint venture - The isolation of functional silos in the organization. Most executives hate dealing with culture because they don't know how to manage or measure it, let alone change it. So they focus on managing products, customers, and cash, leaving the fourth factor-culture-to take care of itself. All too often, the neglected fourth factor undermines success in the first three. A successful culture provides a competitive advantage that is virtually impossible to duplicate. This will be increasingly important as the global talent shortage becomes more severe. Statisticians estimate that in 2008, approximately 12 million experienced workers will leave the workforce and only 3.5 million new workers will enter the workforce. Your organization needs to be able to attract and retain talent in that market. Managing culture is vital to your ability to do that. Understanding how culture maintains and reproduces itself is the key to managing culture. Dr. Ford provides plenty of real-world examples and specific behaviors to make culture real and visible. And she deals specifically with the pragmatics of managing culture change. In this engaging, practical look at organizations, you'll learn how to take charge of your destiny by managing the fourth factor. Dr. Ford takes culture from a soft, nebulous concept that can't be managed to a strategic asset that must be managed. More Editorial Reviews "Ford has finally provided an answer to every CEOs question: "We've tried everything and the problem persists. What's wrong?" Read The Fourth Factor, and you'll pick up that missing organizational link." -George W. Kessinger, CEO, Goodwill Industries International "This is an important work on a significant subject for serious leaders who want to grow extraordinary organizations. Dr. Ford elaborates with clarity and wisdom about the power of culture in any environment." -Nido R. Qubein, Chairman, Great Harvest Bread Company, President, High Point University About the Author Maverick, entrepreneur, catalyst, leader, sage advisor, change agent. Dr. Linda Ford is all of these. Linda is committed to helping senior executives manage the fourth factor-culture. She consults and speaks on improving business performance. After twenty five years in Silicon Valley, Linda is back home in Texas. She lives in Austin with her cat, Lizzie.
Author: Kirsty Bashforth
Publisher: Bloomsbury Publishing
ISBN: 147296621X
Category : Business & Economics
Languages : en
Pages : 281
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Book Description
Shortlisted for the 2020 Business Book Awards Nowadays, stakeholder consideration focuses as much on an organization's culture as it does on the bottom line – employees want to work for a company that has clear values and an engaging environment; customers and clients want to know they're supporting a worthwhile brand; and investors look to back socially responsible companies with good organizational health. Too often, businesses see culture change as a project with a defined end point – once the project is considered 'done', the dominant culture re-emerges and things go back to how they were. Culture Shift guides organizations on how to do things differently, ensuring that culture really does shift (with minimal budget and no external consultants) and putting culture permanently at the core of running the business. Founded on behavioural economics, Culture Shift recognises that people do not always make average assumptions or follow rational logic. Changing a culture, therefore, is not about telling people what to do and expecting them to fall neatly in line – it's about identifying where they are now and how they make decisions, in order to help them form new habits to create a sustainable culture shift, from the very top of the organization's workforce to the bottom. Using her extensive experience, Kirsty Bashforth outlines exactly what it takes to oversee sustainable culture change in an organization. The book explores how to communicate cultural expectations to a number of stakeholders; implement new, lasting habits in the workforce; effectively measure and track organizational culture; as well as deal with pushback from senior leadership when, as time passes, the planned culture shift risks falling lower on their agenda.
