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Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.
Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum
Book Description
The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job
Larry Bossidy is one of the world’s most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they’ve pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world’s most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn’t just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leader’s most important job—selecting and appraising people—is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there’s a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He’s been putting the ideas he writes about in
Execution to work in real time.
Download Description
The book that shows how to get the job done and deliver results... whether you're running an entire company or in your first management job
Larry Bossidy is one of the world's most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they've pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world's most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn't just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a "vision" and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leader's most important job -- selecting and appraising people -- is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there's a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He's been putting the ideas he writes about in Execution to work in real time.
Customer Reviews:
Universal truths presented but people views flawed.......2007-10-05
I thought there were many good take-aways in this book. Was it all original? Of course not. Most management books are saying the same things with a slightly different twist. I've got a bookshelf full of them. However, it seems that humans are so often incapable of remembering the fundamentals and have a tendency to overcomplicate things thus history repeats itself over and over.
The tone of the book regarding people gave me a little pause. Although I do think they were spot on in their assessment of how many companies do succession planning (not at all or incorrectly), it does seem to advocate that everyone needs to be a mini-Jack Welch type persona. I've worked in a company managed by ex-GE guys and believe me, they don't have it all figured out. I think organizations will benefit by having a mix of skills. Some people are better doers and others are better thinkers. Some superstars are good at both. It takes all types.
execution 101.......2007-08-22
I did receive this book in an executive seminar; read it over couples of nights, a simple book with day to day tips to make things happen.
A must read for any one how dreams to become a successful executive and a reality check for those already there.
Beyond Talk.......2007-08-20
So many times in this marketing-focused world, we do very well at the talking but not very good at the walking. Many of us have seen amazing sales presentations . . . only to realize that the promises would never be met.
This book engages us in the discussion about how to do what we promise. It helps us to go beyond the sales presentation and really design a process by which we can follow through, build relationships and live a life that is full of integrity and trustworthiness.
Prime Example of Mediocraty .......2007-08-11
This book did very little for me. Largely, the book is unoriginal and simply restates ideas already presented in tons of business leadership books. This book might as well have been written for the sole purpose of patting prominent CEOs, namely Jack Welch, on the back. You would be better served to bypass this one and just go read something by Welch on leadership.
Practical business.......2007-07-27
I teach MBAs. Its well known in the field that MBAs are very competent in analysis but not so good in implementation. The reason for this is that most professors who teach business have never actually worked in business and are research analysts. They teach analysis because they are excellent in that area. I worked in business 10 years before becoming a professor. I teach my students about implementation and they are interested. This is a book about implementation at the CEO level. I'm thinking of using it as a supplementary executive MBA text.
Book Description
Work in the 21st Century is the highly regarded, and most current and engaging, text for the industrial and organizational psychology course. Combining leading research, consulting, and teaching expertise, Frank Landy and Jeff Conte provide students with up-to-date examples and cases that link current research and theory to practical issues in the workplace. Students will gain familiarity with I-O psychology concepts and become critical evaluators of contemporary issues and research, allowing their education to carry them well past the conclusion of the course.A number of themes recur throughout the text to underscore the multifaceted nature of work including the increase in cross-cultural and multinational work, the diversification of workforces, the increased importance of teams, and the increased complexity of the technical and organizational aspects of work.Key features:Modular approach: contains self-contained sections within chapters, for maximum teaching flexibilityCutting-edge topics and research coverage: includes the Five Factor Theory of Personality, the Big Eight theory of competencies, emotional intelligence, culture and emotions, genetics and job satisfaction, achieving balance between work and non-work, stress and violence, measuring motivation, integrity testing, entrepreneurship, computer-based assessment, male vs. female leaders, cross-cultural teams, bullying, and moreEmphasis on critical thinking: supplementary critical thinking questions present situations and ask students to apply the principles and concepts they have learned in that sectionCase studies and boxes: cases provide concrete examples of the issues involved in work and behavior in various applied settingsClear, articulate explanations: concise prose and interesting examples make the book accessible to a wide range of studentsAncillaries: these include Instructor 's Manual, Test Bank, Study Guide, PowerPoint slides, and a dedicated website at www.blackwellpublishing.com/landyconte2e
Customer Reviews:
Work in the 21st Century: An Introduction to Industrial & Organizational Psychology.......2007-05-13
Great book. Very informative--at least as part of a class--with interesting side-line items as well.
21 Century an intro to industrial and organizational psychology.......2005-09-26
sent in good amount of time and book in good condition
Customer Reviews:
Thank you .......2007-02-01
This is my first time to order anything off of Amazon and it was a good experience.
Excellent Seller.......2006-03-20
I recommend this seller for more items. Seller was reliable and shipped product quickly. I would purchase more items from this seller. Plus, cost was low. :)
Book Description
Operator books are based on the principles of adult learning to meet the reading needs of a shopfloor audience. Written at the appropriate reading level, these books are heavily illustrated with photos and drawings. The text is set up with one concept for every two to four pages so that it can be easily read in chunks; headers and assists in the margin make the significance of each section stand out. Each chapter summarizes main concepts and tools at the beginning and lists application questions at the end. This particular book presents the main concepts and tools from Hirano's 5 Pillars of the Visual Workplace. Hirano discusses how the 5S theory fosters efficiency, maintenance, and continuous improvement in all areas of the company, from the plant floor to the sales office. It explains why the 5S's are important and gives the who, what, where, and how of 5S implementation.
Customer Reviews:
Excellent book for implementing 5S.......2006-10-11
Very easy reading within a few hours. It covers all the 5S in a simple practical way with excellent examples. Shows a lot of pictures that help visualizing work area before and after 5S. I recommend strongly this book. Eleven plants in the comapny i work for are using it now.
Excellent for floor level.......2006-09-04
This book is written at the perfect level for floor implmentation. It is a no bones, to the point, with wonderful examples. Very easy reading within a few hours. I will be taking it to my Plant Manager to help convince him of the advantages of 5S.
A great start to 5S.......2005-09-30
This book is a great informational tool to get the ideas of the Five S concept into your employees. It is an easy read and doesn't heavily focus on how to implement these ideas but rather what to look for to help you implement Five S.
A poor book with little content .......2005-07-20
Disapointing. Here we have a $25 book with 120 pages, probably at least 100 of which could be eliminated. The book is wordy, vague and full of meaningless examples and ambiguous statements. Don't waste your money.
Operational Excellence Team Member (Allvac).......2001-09-21
This book does an outstanding job of conveying the need to start with 5s as the building block of Lean Manufacturing. The material covered is easy to understand and easily conveyed to the employees who are impacted by these practices. I would recommend this book to anyone considering going lean.
Average customer rating:
- Wonderful framework for thinking about cultural differences
- A must have resource for highly effective multicultural / multinational leadership...
- Excellent insights while entertaining to read
- Monumental Book Well Worth the Read
- Pioneering work
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Cultures and Organizations: Software of the Mind
Geert Hofstede , and
Gert Jan Hofstede
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Riding The Waves of Culture: Understanding Diversity in Global Business
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ASIN: 0071439595 |
Book Description
The landmark study of cultural differences across 70 nations, Cultures and Organizations helps readers look at how they think—and how they fail to think—as members of groups. Based on decades of painstaking field research, this new edition features the latest scientific results published in Geert Hofstede’s scholarly work Culture’s Consequences, Second Edition. Original in thought and profoundly important, Cultures and Organizations offers vital knowledge and insight on issues that will shape the future of cultures and nations in a globalized world.
Customer Reviews:
Wonderful framework for thinking about cultural differences.......2007-09-20
A must-read for anyone interested in the subject area.
The new and revised content also relate Hofstede's original groundbreaking research to the more recent work of other renowned scholars in the field (such as Ronald Inglehart of the Univ of Michigan and the World Values Survery). These links make his work even more compelling and make you start to think that we may be inching closer to a more universally agreed upon framework for thinking about cultural differences.
A must have resource for highly effective multicultural / multinational leadership..........2007-05-29
As a combat tested USAF E3 AWACS command pilot (over 1900+ hours of total flight experience), this book is a potent resource for anyone seeking to gain insights on how best to manage a multicultural / multinational workspace.
Excellent insights while entertaining to read.......2007-05-24
Having just survived a merger of two companies, I was searching to find the right words to explain the differences in cultures I was experiencing. Although this book focuses on national cultures, I found the explanations of the dimensions of culture and how they manifest themselves in different behaviors appropriate for corporate situations. The last few chapters deal explicitly with corporate culture, but I found these chapters less insightful than the others. The book is very well written and organized, with tables summarizing key concepts and entertaining anecdotes to illustrate the points. Because I've traveled internationally for business, I was familiar with other works on culture, but none were as helpful as this book. I now have the vocabulary to articulate the differences I see.
Monumental Book Well Worth the Read.......2007-03-06
The father and son team of Geert and Geert Jan Hofstede have done a remarkable job breaking down the (measurable) elements of the world's cultures, usingt the somewhat antiquated IBM studies combined with more recent (less comprehensive) studies. The end result is that nations can be evaulauted on the basis of criteria such as "uncertainty avoidance," "individualism" and "power distance from superiors."
The work is enlightening and helpful to anyone who works internationally. It is also useful to break down one's own nation (for example, some Americans lean toward the British way of thinking while others are more German-like). The same criteria that divide nations also divide families within a society.
Businessmen, missionaries, pastors, counselors, journalists, and social scientists should devour these materials!
This should be required reading for anyone planning to live overseas or anyone who deals with internationals. In short, this book is relevant to our modern "shrinking" world and quite well done.
Like most significant works, this volume has its weak points.
Although the authors claim to espouse a "values neutral" position (which I have always argued is an impossible and illogical position), their Dutch/Swedish preferences ring out loudly and clearly (humanistic, environmnetalist, etc.). Although the authors do make a serious attempt to look at things from other perspectives, they simply cannot divorce themselves from their own cultural preferances. This is not bad -- they simply need to be above board and stop pretending to take the role of the neutral outsider (at least to better influence those of us who are American conservatives; we are big into distinguishing between fact and evaluation of fact; these evaluations are always done through a person's own personal gridwork).
The authors also have occasional trouble connecting a few dots. For example, on the bottom of p. 355, the Hofstedes are tactfully scolding the U.S. for its lack of foreign aid (again, showing their own bias), but on the top of p. 356 they add, "Looking back to half a century of development assistance, most observers agree that the effectiveness of much of the spending has been dismal." They then say those countries which did improve did so because of their cultural values, not foreign aid. But they seem incapable of concluding that good intentions (and even money) is not the most effective way to solve these problems. They just don't get it.
The same is true with contributions through governments to Tsunami relief. It should be expected that individualistic countries would be more prone to give as individuals, not as collective societies. Rather than look at total giving (or perecentage) OF A SOCIETY, they authors confuse a society with its government. Lots of missed "dot connections" in this work.
Despite the books weakspots, it is overwhelming strong and rich with fascinating content. It is a "mind opening" work -- well worth the read. You simply must read this one!
Pioneering work.......2006-04-24
This is a pioneering book, which provides a generalist approach to dealing with cross-cultural issues with many excellent examples. Hofstede was one of the first to bring the study of how culture affects human interaction in the field of business. The quantifying approach is very similar to what cultural anthropologists use. As with all pioneering works there is some criticism about conflict resolution as other reviewers have pointed out. Another central criticisms of this model has been that nation state and culture are always presumed to be the same. Local culture does not follow political boundaries. Globalization has also changed some of the observations initially made by Hofstede.
Some readers might be tempted to think of people in simple categories or stereotypes, which is precisely what Hofstede counsels that we should attempt to avoid. Cultures and organizations gives good insights on how "Groupthink" controls our lives and how we could improve interaction.
Hofstede's tools for understanding different national cultures are widely used by cross-cultural trainers all over the world and taught in many fields.
This is a good book for international managers and students of culture. HR-practitioners working in multicultural organizations might find this a bit theoretical but nonetheless useful for understanding underlying causes for human behaviour.
Book Description
Nothing is more important to business success than innovation . . . And here’s what you can do about it on Monday morning with the definitive how-to book from the world’s leading authority on innovation
When it comes to innovation, Curt Carlson and Bill Wilmot of SRI International know what they are talking about—literally. SRI has pioneered innovations that day in and day out are part of the fabric of your life, such as:
•The computer mouse and the personal computer interface you use at home and work
•The high-definition television in your living room
•The unusual numbers at the bottom of your checks that enable your bank to maintain your account balance correctly
•The speech-recognition system used by your financial services firm when you call for your account balance or to make a transaction.
Each of these innovations—and literally hundreds of others—created new value for customers. And that’s the central message of this book. Innovation is not about inventing clever gadgets or just “creativity.” It is the successful creation and delivery of a new or improved product or service that provides value for your customer and sustained profit for your organization. The first black-and-white television, for example, was just an interesting, cool invention until David Sarnoff created an innovation—a network—that delivered programming to an audience.
The genius of this book is that it provides the “how” of innovation. It makes innovation practical by getting two groups who are often disconnected—the managers who make decisions and the people on the front lines who create the innovations—onto the same page. Instead of smart people grousing about the executive suite not recognizing a good idea if they tripped over it and the folks on the top floor wondering whether the people doing the complaining have an understanding of market realities, Carlson and Wilmot’s five disciplines of innovation focus attention where it should be: on the creation of valuable new products and services that meet customer needs.
Innovation is not just for the “lone genius in the garage” but for you and everyone in your enterprise. Carlson and Wilmot provide a systematic way to make innovation practical, one intimately tied to the way things get done in your business.
Teamwork isn't enough; Creativity isn't enough; A new product idea isn't enough
True innovation is about delivering value to customers. Innovation reveals the value-creating processes used by SRI International, the organization behind the computer mouse, robotic surgery, and the domain names .com, .org, and .gov. Curt Carlson and Bill Wilmot show you how to use these practical, tested processes to create great customer value for your organization.
Customer Reviews:
Highly Motivating.......2007-08-13
If creativity can be learned, this book teachs you how. I think this is an excellent book to jumpstart the creative process. I also recommend Eightstorm: 8-Step Brainstorming for Innovative Managers, as it has a new and interesting theory on brainstomring.
Excellent Book.......2007-08-13
This book doesn't really break new ground, but it systematically guides the reader to think through innovation and creativity in a disciplined manner. The theories toward the end about using disciplined innovation to attempt social and cultural change in the US are very interesting. Definitely a page-turner....
Tremendously Useful.......2007-06-21
This important and timely book deals with one of the most important issues of our times, our ability to successfully innovate. It is one of a very small number of books that addresses the "how" of innovation and not just the "what." The author's demonstrated success at helping create many important innovations makes them uniquely qualified to address this topic. The book makes fundamental points that are simple to understand but critically important.
First, they make the point that we are in the "exponential economy" where extremely rapid improvement is the rule. They show that the exponential economy is a consequence of our being in the knowledge age and they list the four basic conditions necessay for exponential improvement. They then use this model as the basis for their innovation model. Their rational is simple: if you do not innovate exponetially in the exponential economy, you will go away fast.
Second, they make the point that in the knowledge age we require a broader definition of customer value to succeed, in addition to cost and quality. This is certainly true, but this is one of those rare books where customer value is defined in a comprehensive and useful way. It also ties this definition, for the first time, to the widely used and often confused term "value proposition," which they define as "NABC" (i.e., where N stands for the customer's need, A stands for the approach to satisfy this need, and B stands for the benefits per cost resulting from this approach when compared to the competition, C).
Third, they make the case that we are currently doing a poor job at innovation. Even a small improvement in our ability to innovate would have a huge positive impact on growth and prosperity. We are at a point with our poor innovation results that is reminiscent of manufacturing in the 1950's, when product quality was extremely poor. Deming proved that by changing the way we work, product quality could be profoundly improved while simultaneously lowering costs. The Total Quality Management (TQM) movement pioneered by Deming is now used by all manufacturing companies. Like Deming with quality and cost, they argue that large improvements in our ability to innovate are possible. But we are now in the knowledge age, not the manufacturing age, so new innovation processes are required based on a comprehensive definition of customer value, not just quality and cost. In addition, TQM tends to produce incremental results. We need new innovation best practices that result in both incremental and transformational innovations.
Fourth, they argue that to improve our innovation results the process of innovation must be thought of as a "discipline." That is, it needs to become a subject that can be taught, learned, and improved. But the focus needs to be on knowledge workers who produce both incremental and transformational innovations.
Fifth, they propose that there are "five disciplines of innovation" that must be mastered if one is to be systematically successful at innovation. Several of these disciplines have been written about extensively (e.g., innovation teams, although here they make several new important observations) but others have not been (e.g., the process of innovation).
Sixth, and most importantly, they persuasively argue that failure at any one of the five disciplines of innovation can, and almost always does, lead to failure. This observation explains why large improvements in our ability to innovate are possible. Even small improvements in the five disciplines can produce a surprisingly large impact on one's innovation success rate. This is a fundamental point that has been missing in previous management books.
Finally, they show how these ideas can be used by the individual professional, their teams, and their enterprises. Read this book and compare what it describes to what you are now doing. You likely have enormous room for improvement.
Practical and engaging .......2007-06-05
Everybody talks about "innovation" these days, but here's a practical guide to getting it right. Carlson writes in an engaging manner, with real-world examples. It all just seems to make sense when you read it. Any company or organization out there that wants long-term success would do well to follow the five disciplines described in this book.
Innovation: The Five Disciplines for Creating What Customers Want.......2007-03-01
It has been often suggested that innovation comes from an isolated Aha! Carlson and Wilmot strongly contend that successful innovations come from a disciplined approach that creates value through new products, processes, services, or even marketing campaigns. One of their messages is to work on ideas that are profitable not just interesting. They suggest quantifying value in order to identify important innovation opportunities. They teach the reader how to create well tuned value propositions, and even those 10-minute elevator pitches. The authors provide examples their Need, Approach, Benefits per costs, Competition thinking process. This is not one of those magical matrices, it is a realistic approach that requires understanding customer and market needs, identifying costs and benefits, as well as, the value to investors and management. I thought this was a great book even before Business Week (18 Dec 2007 p.156) identified it as one of the top 2006 Business Books. "Innovation: The five disciplines for creating what customers want" is an easy to read, useful volume that helps readers to focus on the value of their idea or innovation as compared to alternatives. I would like to use this book in a course to help students to examine their business ideas
Average customer rating:
- Spurred my burning interest in understanding the world's most powerful portable thinking machine located between my two ears!
- Too Simple
- Herrmann's Brain Dominance Instrument: A New Way of Thinking
- A "must read" for any business person!
- Whole brain thinking at its best.
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The Whole Brain Business Book
Ned Herrmann
Manufacturer: McGraw-Hill
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Book Description
The Whole Brain Business Book is the long-awaited culmination of Ned Herrmann's highly respected and extensive research and testing. In it, he presents his four-quadrant model of the brain and the corresponding thinking styles: logician, organizer, communicator, and visionary. Most people and organizations, he demonstrates, are stuck in a ``brain rut'' because their work is dominated by just one mode. Through highly practical explorations and exercises, he shows individuals and organizations how to harness the power of the whole brain. Readers will use The Whole Brain Business Book to expand their own thinking styles--to create and manage Whole Brain Teams--and to introduce new levels of flexibility and innovation into the corporate culture. It will show them how organizations like DuPont and GE use their ``whole brain'' orientation to thrive and profit in times of chaos--and it will help them to do the same.
Customer Reviews:
Spurred my burning interest in understanding the world's most powerful portable thinking machine located between my two ears!.......2006-10-08
'The Creative Brain' was my first brain book that helped me to understand my learning, thinking & decision making preferences - my brain dominance, to be precise. It came with a valuable proprietary personal assessment tool, the Herrmann Brain Dominance Instrument (HBDI). I felt very good after learning about my scored results (from the author's outfit in the United States) with the tool, which eventually allowed me to exploit my capabilities - & to overcome my limitations - in both professsional & personal terms.
The book also had an interesting story about the author, Ned Herrmann, & his amazing journey of personal self-discovery. He was trained as a physicist & worked at General Electric in a management function. Yet, he also enjoyed an active career as a performing artist - first as a singer & later as a painter/sculptor.
It was rather a thick book, printed in large format, with 400 odd pages, but it was filled with personal anecdotes, solid data, & useful charts.
I had enjoyed reading - & reflecting upon - the book very much at the time I had bought it in the late 80's. I was then working as a General Manager of a high- technology laboratory (Real Time Graphics) from Sweden, with a research focus in developing value-added applications with their proprietary real-time man-machine communication software, designated as 'EyesScream'. In reality, Ned Herrmann's book game me a lot of valuable application insights, particularly from the standpoint of cognitive ergonomics. The experiences allowed me to work efficiently & effectively with many customers.
Subsequently, I went on to acquire the author's second book, The Whole Brain Business Book, in the mid-90s. WOW, another wonderful book from Ned Herrmann! In it, the author expanded my understanding of the metaphorical four-quadrant model of the brain & its corresponding learning, thinking & decision making styles: logician, organizer, communicator, & visionary. I also enjoyed reading the book very much as I felt really inspired & empowered after learning how to harness the power of the whole brain.
By the way, this is Ned Herrmann's definition of creativity: "Among other things, it is an ability to:
- challenge assumptions
- recognise patterns
- see in new ways
- make new connections
- take risks
- & seize upon a chance."
In some way, the two books spurred my burning interests on a continuing quest for better understanding of the world's most powerful portable thinking machine, located between my two ears!
Too Simple.......2001-11-18
Details in the the explaination & implication as a Sales & Marketing is too simple as a Sales Person.
Herrmann's Brain Dominance Instrument: A New Way of Thinking.......2000-03-06
Ned Herrmann's book, "The Whole Brain Business Book", deserves a five star rating. Herrmann has written an excellent book, I only wish I had read it seven years ago when I first ventured out in the world to start my own business. It is a must read for anyone who is planning on starting their own business, has a startup business, or has decision making responsibilities in an organization. The Whole Brain Business Book is very easy to read and is written in a very instructive manner. The author provides many examples from his research and he uses a number of diagrams that are very useful in determining a company's and/or one's personal management style, in addition to some insight as to how one thinks, makes decision and work together with other people. A number of exercises and step by step instructions are provided to assist readers in learning how to make decisions that incorporate all of the brain's functions. I found some very valuable information in this book that I will use to enhance my decision-making process. Herrmann has made me stop and re-evaluate some of the ways I approach a number of business issues.
This book is divided into five dynamic sections; each section is packed with methodologies, examples and exercises for utilizing Herrmann's concept. Herrmann provides some hard evidence to support his Herrmann Brain Dominance Instrument (HBDI) tool. HBDI is an assessment tool that is uses to determine what drives the way one thinks and makes decisions. HBDI utilizes four quadrants (styles), Organizer, Personalizer or Visualizer, each quadrant represented by a letter A-D. Herrmann believes that we make decisions based on some combination of these four thinking styles and that cultivating these styles and utilizing the resulting energy is the key to productivity and creativity in business.
Herrmann presents some very interesting information about entrepreneurals, and how they rank based on his HBDI tool. He expands this discussion by pointing out the difference between a entrepreneural, one who works for him/herself and a intrapreneural, one who works for a company. Herrmann discusses risk taking and the importance in learning from failure. He pursues this further by describing the type of management that nurtures creativity and sets the stage for innovative thinking. Herrmann discusses characteristics of people who are on the outer realm, (he calls them Mavericks) and how and why they are so successful (he uses Tom Peters and David Letterman as examples). He touches on process reengineering, and how it is generally initiated based on cost savings versus change in work processes. In addition, he provides some interesting research data regarding CEO's and how they ranked a list of sixteen primary work elements. In the final chapter, Herrmann presents some helpful steps for becoming a Whole Brained Businessperson.
A "must read" for any business person!.......1997-06-12
Ned Herrmann's Whole Brain Business Book is one of the most useful business books to appear in a decade. Use of the whole brain model to align people's thinking style preferences with their work may be the single most powerful way businesses can increase productivity without increasing costs.
Mr. Herrmann's conversational style and "whole brain" teaching approach make the book highly readable. The book reviews the history of business in this country in terms of the kinds of thinking valued during each era. More importantly, it predicts the shift that must take place in business thinking in order to compete effectively in the growing global economy in decades to come. Effective team functioning and creative, strategic thinking are enormously important to business today. The Whole Brain Business Book tells how to maximize both.
The four quadrant model developed by Ned Herrmann is a powerful tool. The Whole Brain Business Book describes how to use it. Because the model was developed while Mr. Herrmann was working at GE, for use by business, and because it is physiologically based, it is more acceptable to many business people than many similar organizing constructs available today.
With this book Ned Herrmann provides individuals and companies with a tool to enhance understanding of themselves and others, take the emotional charge out of differences, and increase individual and team effectiveness. Unlike many business books whose ideas are good in the abstract, but difficult to make concrete, Mr. Herrmann provides simple graphics which make the ideas easy to remember and use. Examples include the Communication Walk-Around Exercise and the Whole Brain Delegation Walk Around Model.
Anyone working at any level in business should read The Whole Brain Business Book. Incidentally, it will improve your personal relationships as well. You will never look at yourself or others in quite the same way!
Sharon Eakes & Hal Williamson of Hope Unlimited, LLC
Whole brain thinking at its best........1996-07-02
At the core of Ned Herrmann's most recent book lies his belief that the functioning of the human brain is driven by a four-quadrant interconnected set of mental processing modes. These four thinking styles, says Herrmann, originate in the brain's left and right cerebral hemispheres, and in the left and right half limbic systems, each resulting in significantly different and distinct behavioral characteristics in human beings. How this complex brain interaction determines thinking mode dominance and thinking style preferences, and how individuals and organizations can benefit from such understanding, are the main themes of this highly thought provoking and exceptionally relevant management book. Herrmann's work is widely thought of by training and development specialists as superseding earlier "left brain/right brain" thinking models as well as having advanced new concepts of mind research and their applications in business settings. In fact, this is the first book exclusively dedicated to applying whole brain thinking to a wide range of business situations.Thinking dominance by one of the four styles leads to the development of preferences, which in turn establish our interests, foster the development of competencies, and influence our career choices and ultimately the work that we do, contends Herrmann. Knowing whether you, your organization, or a particular job, is predominantly quadrant A, B, C, or D oriented, makes all the difference whether or not relationships have an opportunity to develop and flourish or to remain counter-productive and underutilized. Mismatching people and assignments by not using whole brain thinking processes can be extremely costly, both in terms of individual psychological danage and in terms of negative organizational results, suggests Herrmann.Knowing your thinking preference is a good place to start understanding whole brain technology. You can get an idea of whether you are an Analyser, Organizer, Personalizer, or Visualizer (Quadrants A, B, C, and D, respectively), by completing the Preference Indicator Exercise provided in the book. Better yet, you can complete the HBDI (Herrmann Brain Dominance Instrument) survey, which, when evaluated by trained specialists from the Ned Herrman Group, will result in your own HBDI Personal Profile. Call the NHG at 704-625-9153 for specific details. This review was written by Bruno Lewandowski, Editor & Publisher of World Aero-Engine Review, a monthly jet propulsion newsletter
Book Description
Culture, Leadership, and Organizations reports the results of a ten-year research program, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program. GLOBE is a long-term program designed to conceptualize, operationalize, test, and validate a cross-level integrated theory of the relationship between culture and societal, organizational, and leadership effectiveness. A team of 160 scholars worked together since 1994 to study societal culture, organizational culture, and attributes of effective leadership in 62 cultures.
Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies reports the findings of the first two phases of GLOBE. The book is primarily based on the results of the survey of over 17,000 middle managers in three industries: banking, food processing, and telecommunications, as well as archival measures of country economic prosperity and the physical and psychological well-being of the cultures studied.
GLOBE has several distinguishing features. First, it is truly a cross-cultural research program. The constructs were defined, conceptualized, and operationalized by the multicultural team of researchers. Second, the industries were selected through a polling of the country investigators, and the instruments were designed with the full participation of the researchers representing the different cultures. Finally, the data in each country were collected by investigators who were either natives of the cultures studied or had extensive knowledge and experience in that culture.
A unique feature of this book is that while it is an edited book and many experts have written the different chapters, unlike other edited books, it is a fully integrated, seamless, and cohesive book covering the many aspects of the theory underpinning the GLOBE.
Customer Reviews:
Culture, Leadership and organizations: The Globe Study of 62 societies.......2007-01-18
Though this book is rather expensive, it is worth the price. It gives a very good overview of both societal and organizational cultures in the 62 countries described. It helps understanding the challenges of multicultural teams. In combination with books written by Trompenaars and Hofstede a good insight can be developed in the backgrounds of behaviour and attitude of people in organizations with a multi cultural composition.
Worth it. Even thought it is a hefty price.......2005-07-19
This book will displace Hofstede's seminal work on culture because it provides the most up do date survey data on cultural values of countries. It is also a very useful leadership reference book. A bit on the expensive side, but then you are buying the Rolls Royce of culture books. To supplement this book regarding leadership in general a couple of leadership reference books would be useful (e.g., "Handbook of Leadership" by Bernard Bass--very complete, or more compact versions like "Leadership in Organizations" by Yukl or "The nature of Leadership" by Antonakis).
Book Description
"An impressive collection. Roderick M. Kramer and Tom R. Tyler have brought together a set of forefront studies that illuminate the causes and consequences of trusting behavior. This book will help shape the agenda for many years." --Mayer N. Zald, Department of Sociology, University of Michigan "Trust is like bone in an organization--undergirding, supporting, and enabling flesh and blood growth and function. This volume does a remarkable job of illustrating how healthy (versus unhealthy) trust systems develop and of tracing the profound consequences. It represents an invaluable resource for professionals interested in the dynamics of organizational effectiveness." --Robert B. Cialdini, Regents Professor of Psychology, Arizona State University "Roderick Kramer and Tom Tyler have produced an authoritative and stimulating collection of essays that raise the critical questions about trust. In the process, they challenge rational choice and social science generally to develop better models of negotiation and decisionmaking. Trust in Organizations goes a long way towards providing the foundations for such theorizing." --Margaret Levi, Department of Political Science, University of Washington Organizational theorists have long recognized the central role that trust plays in organizational life. They have noted that trust facilitates exchanges among individuals, enhances cooperation and coordination, and contributes to more effective social and organizational relationships. Researchers agree that there is a need for a better understanding of trust in organizations. Trust in Organizations is an essential guide that will provide students and professionals in organization studies, management, and public administration with a wealth of knowledge concerning the importance of trust. Editors Roderick M. Kramer and Tom R. Tyler have assembled a cross-disciplinary group of scholars--from social psychology, behavioral economics, sociology, and organizational theory--to bring together some of the newest and most exciting conceptual perspectives in this field. These contributions also reflect a variety of new methodological approaches to the study of trust. This volume's broad coverage includes discussion of the psychological and social antecedents of trust, the effects of social and organizational structures on trust, and the broad effects of trust on organizational functioning.
Customer Reviews:
Valuable Trust Text.......2000-05-03
This volume is vitrually the only work dealing specifically with trust in the organizational context. Much research on this construct takes a) a purely psychological approach, or b) a philosophical view. This volume provides multiple perspectives useful for the organizational theorist or manager looking for a deeper insight. Not a lightweight -- a seminal text for trust researchers.
Valuable Trust Text.......2000-05-03
This volume is vitrually the only work dealing specifically with trust in the organizational context. Much research on this construct takes a) a purely psychological approach, or b) a philosophical view. This volume provides multiple perspectives useful for the organizational theorist or manager looking for a deeper insight. Noit a lightweight -- a seminal text for trust researchers.
Book Description
This book provides managers with basic information about people and their behavior within the context of a business environment. This new edition reflects recent changes in the field of organizational behavior, and has more of a hands-on orientation than previous editions. By examining factors that contribute to an ever-changing business world, it will teach managers to develop, train, and motivate high-performance employees.
This book covers such topics as motivation, feedback, influence, and stress-coping techniques, as well as culture, creativity and innovation, developing work teams, work-related attitudes, and organizational structure, design and technology.
For human resources managers, general managers, team-builders, and personnel specialists.
Customer Reviews:
Alright.......1999-11-21
I used this book at Cornell's school of Industrial and Labor Relations in an OB course. It was ok, but I have seen better. The examples are mostly revelant, but sometimes it strays from the covered material. A good book to use to review for the final exam, but if your teacher draws tests from their own lectures, make sure you utilize the index in the back!
Poor theory, good applications.......1999-06-11
This text was used at the University of Wisconsin-Madison for an honors OB course. It served the class well by providing relevant and often humorous applications of theory. However, the descriptions of the actual theories themselves were weak and vague often referring to other concepts not yet learned.
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- Fourth Generation R&D: Managing Knowledge, Technology, and Innovation
- Fundamentals of Building Construction: Materials and Methods
- Getting Organized: Learning How to Focus, Organize and Prioritize
- Getting Things Done: The Art of Stress-Free Productivity
- Global Institutions, Marginalization and Development (Routledge/Ripe Studies in Globalpolitical Economy)
- Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
- Good to Great: Why Some Companies Make the Leap... and Others Don't
- Groups in Context: Leadership and Participation in Small Groups
- High Five (A Stephanie Plum Novel)
- History: Fiction or Science? (Chronology, No. 1)
Books Index
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