A unique team of authors -- Douglas B. Sosnik, a strategist in the Clinton White House; Matthew J. Dowd, a strategist for President Bush's two campaigns; and award-winning political journalist Ron Fournier -- took their exclusive insiders' knowledge far outside Washington's beltway in search of keys to winning leadership.
They discovered that successful leaders, even those from disparate fields, have more in common than not.
Their book takes you inside the reelection campaigns of Bush and Clinton, behind the scenes of hyper-successful megachurches, and into the boardrooms of corporations such as Applebee's International, the world's largest casual dining restaurant chain. You'll also see America through the anxious eyes of ordinary people, buffeted by change and struggling to maintain control of their lives.
Whether you're promoting a candidate, a product, or the Word of God, the rules are the same in Applebee's America.
• People make choices about politics, consumer goods, and religion with their hearts, not their heads.
• Successful leaders touch people at a gut level by projecting basic American values that seem lacking in modern institutions and missing from day-to-day life experiences.
• The most important Gut Values today are community and authenticity. People are desperate to connect with one another and be part of a cause greater than themselves. They're tired of spin and sloganeering from political, business, and religious institutions that constantly fail them.
he or she will vote, shop, and practice religion. The authors reveal exclusive new details about the best "LifeTargeting" strategies.
• In this age of skepticism and media diversification, people are abandoning traditional opinion leaders for "Navigators." These otherwise average Americans help their family, friends, neighbors, and coworkers negotiate the swift currents of change in twenty-first-century America.
• Winning leaders ignore conventional wisdom and its many myths, including these false assumptions: Voters only act in their self-interests; Republicans rule exurbia; and technology drives people apart. Wrong, wrong, and wrong.
• Once you squander a Gut Values Connection, you may never get it back. Bush learned that hard lesson within a year of winning reelection.
Applebee's America offers numerous practical examples of how leaders -- whether from the worlds of politics, business, or religion -- earn the loyalty and support of people by understanding and sharing their values and goals.
Best Practices in Organization Development and Change is a state-of-the-art resource that presents the most important ideas and effective strategies from experts and top companies in the field. Comprehensive in scope, the book addresses the five most important organization development or human resource development (OD/HRD) topics--organization development and change, leadership development, recruitment and retention, performance management, and coaching and mentoring--and offers a practical framework for design, implementation, and evaluation. It includes best-practice case studies from seventeen leading organizations that have achieved their change objectives.
Evaluate the effectiveness of the initiative
You'll benefit from expertise at trend-setting companies such as: Kraft Foods * Smithkline Beecham * Westinghouse * Sun Microsystems . . . and many more!
"An extremely important volume with useful contextual perspectives plus vivid and important case studies of companies that know what they're doing to lead change."
--Warren Bennis, author, On Becoming a Leader and Organizing Genius
Customer Reviews:
Best of the How to Guide.......2006-02-24
This book was a worthwhile purchase. It is very different from many books that just present the strategy or concept with very little or no applicability. The book actually provides one with a "how to" guide in addressing the many development, performance and other issues we grapple with in our organisations today.
Bravo to the editors!.......2003-08-13
This book is terrific! I only hope that more best practices books are created like this one in the future. Please keep these books coming! They are better than benchmarking reports because they provide all of the elements necessary to fully understand how to lead initiatives in addition to all of the research.
Five Topic Areas of OD and HRD Initiatives.......2002-05-20
"The principal goal of this book is to provide you with the key ingredients taken from best-companies to help you create and enhance your organization and human resource development (OD/HRD) initiative. Through a case study approach, this book provides practical, easy-to-apply tools, instruments, training, concepts, and competency models that can be used as benchmarks for the successful implementation of your specific OD/HRD initiative (from the Introduction)."
In this context, Louis Carter, David Giber, and Marshall Goldsmith (editors) divide core part of this book -Organization and Human Resources Development Case Studies- into following five OD/HRD topic areas:
I. Organization Development and Change: In this section, W. Warner Burke says, "Seven rich cases (Kraft Foods, Nortel, ServiceMASTER, SmithKline Beecham, Westinghouse, CK Witko, and Xerox) of organization development and change are discussed...The cases cover a wide range of change from how OD occurs every day to deep change in an organization's culture...Without doubt we can learn from these cases. And learn we must. Changing organization is too intricate to be left to novices. We have indeed learned and noted at the outset, but we still have much to learn. As one who has been involved for more than 35 years, helping organizations change is both thrilling and very satisfying. Learning, however, is the most exciting part (pp.6-8)."
II. Leadership Development: In this section, Jay A. Congerwrites that "In the cases that follow, we look at three companies (Boeing, Johnson & Johnson, and Sun Microsystems,Inc.) that have dedicated serious time and resources to leadership development...In addition, all three of the company cases make extended use of competency models, 360-degree feedback, and action learning (p.186)."
III. Recruitment and Retention: In this section of the book, John Sullivan writes, "you'll learn how three diverse companies tackled their retention and recruiting problems. Two of the firms are high tech (AMD and Cellular One), while another (Allstate) is in a more traditional industry. Both AMD and Cellular One focus on solving the hot issue of retention while Allstate takes a new look at the recruiting and selection processes. All three of the case studies use a scientific approach to identify which solutions have the most impact...All three of these case studies are worth examining because of their scientific methodology as well as their results. All are full of powerfull 'lessons learned' for those who are soon to begin a major recruitment or retention effort (pp.303-304)."
IV. Performance Management: This section examines performance management systems of Case Corporation and Sonoco. Edward E. Lawler III says that "the performance management systems in most organizations are contoversial, ineffective, and constantly under construction. They are so problematic that critics argue many organizations would be better off if they simply didn't have a performance management system, particularly one in which performance appraisals are tied to pay actions. But-and it is an important but- if individuals are not appraised, counseled, coached, and rewarded for performance, how can an organization pruduce the organized, coordinated, and motivated behavior that it takes to perform well? The answer most likely is that it can't (p.393)."
V. Coaching and Mentoring: Introduction of this section, Beverly Kaye writes, "the last 5 years have seen a groundswell in both arenas. And it's not just been more of the same; organizations have begun to use mentoring and coaching more purposefully. HR and OD practitioners have worked to utilize both interventions to meet pressing business problems having to do with the development and retention of talent, as well as the growth of future leaders. These interventions have been more systemic, more thoughtful, and more innovative than ever before. The case studies (Dow Corning, and MediaOne Group-AT&T) illustrate this trend. Both were motivated by specific business drivers, both were preceded by intensive research, both were implemented over time, and both were evaluated seriously. Readers will find them instructive, detailed, and engaging (p.438)."
Finally, Louis Carter (editor) says that "contributors were asked to indicate where they envision their organization is heading with its initiative within the next 5 to 10 years. Responses indicate that the contributors want to keep the organization on a track to continuously learn and develop its capabilities. Comments from some contributors indicate that they want to leverage lessons learned from this experience. Some contributors commented that they want to firmly ingrain the initiative into the organization to the point that it is almost invisible to the user, making it an accepted part of life at the company. Other contributors will continue to refine the present initiative in place, while others will expand their efforts into other business lines. Survey results clearly indicate that the present state of the initiatives represented in this book represent snapshots of moving targets. Further growth and innovation is inevitable for these best practice organizations, as they work to stay ahead of their competitors by embracing change and continuously learning and improving (pp.531-532)."
Strongly recommended.
Substantial Cost...and of Even Greater Value.......2002-01-24
Here in a single volume is about all that is needed to design, implement, and then monitor a program through which to achieve organizational transformation. Moreover, the editors have selected both information and wisdom which can help to ensure that such a program is comprehensive, cohesive, and cost-effective. The phrase "best practices" is apt but should not be misconstrued to mean that strategies and tactics which have been highly successful in some organizations are necessary going to be successful in all others. Moreover, I urge the reader to keep in mind that, although the organizations featured (e.g. Boeing, Johnson & Johnson, Kraft Foods, Nortel Networks, ServiceMASTER, SmithKline Beecham, and Sun Microsystems) are among the largest in their respective industries, much of the material in this book is also relevant to small-to-midsize organizations. My own rather extensive past experience with all manner of organizations (including non-profits) has convinced me that most people do not fear change; rather, they fear the unfamiliar. Hence the importance of three on-going initiatives: communicate, communicate, and communicate.
Part One consists of Acknowledgments, About This Book, How to Use This Book, and an excellent Foreword by Richard Beckhard. Carter, Giber, and Goldsmith then shift their attention in Part Two of "Organization & Human Resources Development Case Studies." The individual case studies are distributed within this thematic structure:
Organizational Development & Change
Leadership Development
Recruitment & Retention
Performance Management
Coaching & Mentoring
Part Three: Conclusion consists of Research (OD/HRD Trends and Findings), Endnotes, About Linkage, Inc., About the Editors, Index, and How to Use the CD-ROM, terrific value-added benefit.
Back to Beckhard's Foreword for a moment. In it, he identifies six (6) "elements" which are basic to each case study; all are central to and sequential within the change process associated with organizational development/human resource development (OD/HRD). They are: Business Diagnosis, Assessment, Program Design, Implementation, On-the-Job Support, and Evaluation. It is helpful to keep these six "elements" clearly in mind while working your way through the abundance of information which the editors provide. Fortunately, they have organized the (sometimes daunting) material with meticulous care and write exceptionally well. I also urge you to use the same six "elements" as guidelines when determining what the design of your own program for organizational change should be, and, when selecting those strategies and tactics discussed in the book which are most appropriate to the implementation and evaluation of that program. This is especially true of decision-makers in small-to-midsize organizations.
Those who share my high regard for this book are urged to check out O'Toole's Leading Change, Katzenbach's Real Change Leaders as well as his Peak Performance , Kaplan and Norton's The Balanced Scorecard and The Strategy-Focused Organization, Quinn's Deep Change, O'Dell and Grayson's If Only We Knew What We Know, Isaacs' Dialogue and the Art of Thinking Together, and Senge's The Dance of Change. Those especially interested in Six Sigma are encouraged to check out (and read in this order) Pande's The Six Sigma Way, Breyfogle's Implementing Six Sigma, and Eckes's Making Six Sigma Last.
Many Interesting Case Histories of Making Improvements.......2002-01-08
Reading this book reminded me of attending a good conference where lots of company executives provide detailed examples of the issues they faced, and how they went about dealing with those issues. Since such conferences usually cost several hundred dollars, this book is a real bargain -- and you don't have to get on an airplane and fly someplace!
One of the strengths of the book is that you receive several perspectives on the context for each case history. The editors describe what each case means, and the conclusions section summarizes general patterns. Also, each case is presented in the same format which makes it easier to understand what is being shared. I was particularly grateful for the exhibits (which exist in electronic form in the CD enclosed in the book). I also appreciated that the cases were primarily written by Human Resources professionals inside the companies, rather than being a consultant's take on what happened.
Having said all those positive things, let me share some concerns. First, I looked in vain for my favorite examples of outstanding work in recruiting, retention, knowledge encouragement, and executive development. If this book is about "best practices" where were GE, Disney, Motorola, Ritz Carlton, and SAS Institute? Second, many of the cases involved companies that are better known for their poor performance than for excellence. If they are developing their people so well, what happened? Third, a lot of these cases involve new initiatives where the long-term consequences are hard to see. Fourth, the profit impact on the organizations was not well documented. That makes it hard to use these cases as examples to encourage your own company to follow suit. Fifth, as change management processes, most of these cases are far behind the curve of what is described in Peter Senge's various books of case histories such as The Dance of Change. Part of the reason seems to be that a number of these cases aren't very new.
Of the cases in the book, I recommend the ServiceMASTER, Westinghouse, Johnson & Johnson, Allstate, and Case Corporation examples as the most helpful to me. I mention that because there's a lot of material in this book. I read a lot and rapidly, and I found this book hard to tackle. By being more selective in what you go after, you can help avoid some of that problem. Naturally, if your own issues are only in a few areas, just look at those cases.
Develop the full potential of everyone, beginning with yourself!
Average customer rating:
- An education in basic business and breakthrough solutions
- Read this on a recommendation...
- Not just a one-off throw-away
- Do you like to hunt, or be hunted?
|
The Hunters and the Hunted: A Non-Linear Solution for American Industry (Corporate Leadership)
James B. Swartz
Manufacturer: Productivity Press
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The Goal
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Applications of Statistics to Industrial Experimentation (Wiley Series in Probability and Statistics)
ASIN: 1563270439 |
Book Description
As a manager who wants to attain, maintain, or reclaim a competitive position in the hotly contested and ever-changing marketplace, your goal is clear. Terrified of being the "hunted" -- in peril of being destroyed or devoured by your competitors you want to know how to once again become a "hunter." But the myriad improvement strategies that sound great in theory don't always work in practice, and they don't take into account the realities of your workplace.
Through an unusual and provocative blend of fact and fiction, Jim Swartz puts you inside the transformation process itself - inside the heads of those who, finding themselves among the hunted, realize they must change the fundamental way they do business. He makes it clear why reorganization, decentralization, de-layering, continuous improvement, benchmarking, and participative management are helpful tools but fall short of tackling the real enemy.
In this engaging business novel, you'll travel with Marcus, the "Master Guardian" who has been helping businesses in trouble for 1400 years, as he trains two guardian recruits: Lou, a tough steel company manager long on experience with the old ways, and Laura, a Harvard MBA with a global view and no industrial experience. Come along as they visit great business hunters past and present and become aware of the fatal corporate mindsets, mental models, and measures that doom many companies to a life of retreat and restructuring. By visiting turnaround companies, you'll learn new business process models that dramatically reduced costs, improved performance and product quality, and made these companies the fastest responding suppliers in the world.
Customer Reviews:
An education in basic business and breakthrough solutions.......2004-12-02
Read this on the recommendation of an exceptional Materials Manager. While the format does take a little longer to get to the heart of non-linear solutions, the author provides a sense of what really separates good business practices from poor business practices, exceptional people from average people and the hunters from the hunted. The history that is included puts into perspective not just what you do to improve the business, but how to go about it (or how others have gone about it). Another important piece of information for the reader is that, what have been historic breakthroughs were arrived at through a combination of progressive thinking, and trial and error. It's not because a brilliant light just appeared. Highly recommend this book.
Read this on a recommendation..........2002-05-21
Sound ideas if you don't mind plowing through all of the stuff and fluff. The author spent way too much time trying to make his points compelling by the use of awkward and fanciful historical connections. Oh, and the liberal use of Capitalization To Play An Idea Up As A Fundamental Law Of The Universe gets annoying pretty quick.
I recommend reading "Lean Thinking" instead. You'll get all of the same important concepts without the need for literary corn-husking.
Not just a one-off throw-away.......2001-10-23
Way too much meat for one reading. The idea of the non-linear solution merits right up there as one of the fundamentals of modern world-class manufacturing. The non-linear solution is, among other things, the idea that you can't keep trying to improve a bad system. Fundamental, dramatic change is often necessary to keep from becoming one of the hunted. Do you see your company in any of these stories? Often hunters become hunted and don't know it until it is too late. One of the very best works available today. Read it and study it. The fantasy story that ties the book together is original and well done. As much a page turner as anything by Tom Clancy.
Do you like to hunt, or be hunted?.......2000-09-25
This book is just amazing, since it explains how American companies thought of themselves to be the best of the best, and saw no competition on the asian companies. Later on, in the late seventies and early eighties, american companies began a desperate rush to improve. It is written in a way that may remind you of Ellie GOldratt's "The goal". This book tells you what to do, but not how to, which I found to be one of it's biggest assets, because there is no better way to learn something, than doing it by yourself. It is a must to read by anyone who is on the upper levels of managemnet in a company, it will help you develop a new vision of what is the purpose of having a mangement on an agressive company.
Average customer rating:
- Systematic approach to career development theories.
|
Career Theory and Practice: Learning through Case Studies
Jane L. Swanson , and
Editor Elect - Nadya A. Fouad
Manufacturer: Sage Publications, Inc
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Career Choice and Development
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Applying Career Development Theory to Counseling
ASIN: 076191143X |
Book Description
“Jane L. Swanson and Nadya A. Fouad have written a book about career counseling that is user friendly, especially for counselors engaged in helping women and men make wise career choices. . . .The book is unique in that it links five major career development and choice theories to a particular person, Leslie. This case study approach is used throughout the book and provides an integrative thread that illustrates how similar the various theories are, and yet how they differ in important and useful ways.” -Helen S.Farmer, University of Illinois, Urbana-Champaign “Being able to see how career theories are brought to life through actual cases is such a contribution to the field. Jane L. Swanson and Nadya A. Fouad do a masterful job of bringing theory to life through the lived stories of actual career clients. I very much appreciated the book’s format, the examples, the discussion question, and the richly developed case examples.” -Mary J. Heppner, University of Missouri, Columbia “I especially liked the way this book is organized . . . focusing on the use of career theories and assessment instruments in relationship to a single case. Using this strategy, students will be able to see very easily how both career theories and assessment measures are relevant in practical counseling situations. This book will be an excellent text or supplementary text in courses on vocational psychology and career development and career counseling.” -Nancy E. Betz, The Ohio State University Jane L. Swanson and Nadya A. Fouad wrote Career Theory and Practice to provide readers with hands-on examples of how to apply career development theories to career counseling clients. The authors tie together theory and practice in an effective and entertaining manner throughout the book. Woven through the chapters is the presentation of “Leslie,” a fictitious client, actually the composite portrait of several past clients. As each chapter focuses on a different career development theory and presents specific cases, the authors enhance the practical slant of their work by applying the theories discussed to “Leslie.” This book is intended for students in graduate level career or vocational psychology or career practicum courses as well as counseling practitioners needing additional resources to strengthen their services or expand their focus.
Customer Reviews:
Systematic approach to career development theories........2002-01-30
This book makes an excellent supplement to any text in a career development course. Swanson and Fouad utilize 7 different theoretical approaches in order to integrate and apply career development theory.
The case studies make excellent use of theory and actual practice.
Average customer rating:
- Very useful insights into lean manufacturing, on target!
- Virtuosos of Lean Production
- Virtuosos of Lean Production
|
Lean Machines: Learning From the Leaders of the Next Industrial Revolution
Richard A. McCormack
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Toyota Production System: Beyond Large-Scale Production
ASIN: 0972240705 |
Book Description
Lean Machines: Learning From The Leaders Of The Next Industrial Revolution provides readers with a unique compilation of interviews with some of the country's most respected executives who have deep intellectual and emotional experience in implementing lean.
CEOs, vice presidents, consultants, Wall Street analysts and accountants provide readers with their perspectives on how to implement a lean business system. They are the architects of such successful implementations as Pratt & Whitney's Achieving Competitive Excellence program, the Danaher Business System, the Alcoa Production System and Freudenberg NOK's hugely successful six-step lean process.
Each of the 15 offers advice on how to overcome the barriers from the shop floor, to mid-level management, to the board room. They provide their personal experiences, insights and recommendations on the most important aspects of embedding lean systems within a corporate culture. All have successfully implemented a fundamentally different and often counter-intuitive system of running their business based on the lean principles of build to order, continuous improvement and the elimination of waste.
The interviews were conducted by Manufacturing News Editor & Publisher Richard McCormack and include the following individuals:
o George Koenigsaecker, Former CEO, HON Industries and Principal, Simpler Consulting;
o Michael Joyce, Corporate Vice President of Operating Excellence at Lockheed Martin;
o Robert Weiner, Senior Vice President of Global Manufacturing, Exide Technologies;
o Mark DeLuzio, Architect, Danaher Business System & President of Lean Horizons;
o James Womack, President, Lean Enterprise Institute and author of Lean Thinking and The Machine That Changed The World;
o Dave Logozzo, Director of Manufacturing Operations, Delphi Corp.;
o Cliff Ransom, Director of Research, Janney Montgomery Scott LLC;
o Ken Kreafle, Vice President of Quality at Toyota, Georgetown, Ky.;
o Keith Turnbull, Executive Vice President, Alcoa Business System;
o Allen Haggerty, General Manager of Engineering, Boeing;
o Brian Maskell, President, BMA Inc., Lean Accounting;
o Art Byrne, President and CEO of Wiremold Co.;
o Major Gen. Dennis Haines, Warner Robins AFB;
o Joseph Day, CEO, Freudenberg-NOK; and
o Dan Yurovich, CEO, Barry Controls
o Lt. Col. Fred Hart, Commander, U.S. Army Red River Depot
Customer Reviews:
Very useful insights into lean manufacturing, on target!.......2002-10-19
A lot has been written about lean, but nothing yet compares to what this book has done.... It's the first time anyone has provided straight answers about the true nature of lean. The author asks the right questions and gets surprising responses. Having spent 20 years in the automotive business, I found this book extremely useful.
Virtuosos of Lean Production.......2002-09-16
This is a hot book! I coached a team of manufacturing managers who worked in a large traditional factory. Our job was to study manufacturing operations in companies that had adopted Toyota's productivity methods and policies. While the men and women on the team had read about lean production, they were disquieted and perhaps even disturbed by obviously highly performing plants that were organized and operated according to principles foreign to their beliefs. At each plant we visited their discomfort deepened. Then, somewhere between the second and fourth visit, each manager had an epiphany. There was some kind of logical reorganization of the manufacturing furniture in their minds and they "got it", as they described the event. Others said, "the light came on." They saw the fundamental logic and sense underlying each lean factory even though each facility assembled pieces of Toyota's productivity methods and policies into its own unique manufacturing system. Interestingly, each member of the visit team became a passionate believer of lean manufacturing. The greatest skeptics became the most outspoken advocates. They called it "getting religion."
People who successfully implement lean manufacturing must be strong believers and must have a personal mental model of lean that functions at the level of a craft - a creative skill for assembling productivity methods and policies into powerfully efficient manufacturing machines. As the great Japanese coaches from Toyota teach Westerners, there is no cookbook, lean is a way of thinking.
The literature on lean production is disappointing. Lean manufacturing books tend to be long dreary laundry lists of productivity methods and technical techniques for quality. There is little available that gives insight into how the great master craftsmen and craftswomen put together marvelous lean machines of production - until now.
This book by Richard McCormack finally brings us face to face with the creative processes of great designers of production systems. Imagine yourself as a novice artist sitting down for a conversation with Auguste Renoir, Vincent Van Gogh, Toulouse-Lautrec or Michelangelo. That is what McCormack brings us in this book - chats with the virtuosos of lean production. Forget those paint-by-numbers books. Either go see the real thing or read "Lean Machines".
Virtuosos of Lean Production.......2002-09-15
This is a hot book! I coached a team of manufacturing managers who worked in a large traditional factory. Our job was to study manufacturing operations in companies that had adopted Toyota's productivity methods and policies. While the men and women on the team had read about lean production, they were disquieted and perhaps even disturbed by obviously highly performing plants that were organized and operated according to principles foreign to their beliefs. At each plant we visited their discomfort deepened. Then, somewhere between the second and fourth visit, each manager had an epiphany. There was some kind of logical reorganization of the manufacturing furniture in their minds and they "got it", as they described the event. Others said, "the light came on." They saw the fundamental logic and sense underlying each lean factory even though each facility assembled pieces of Toyota's productivity methods and policies into its own unique manufacturing system. Interestingly, each member of the visit team became a passionate believer of lean manufacturing. The greatest skeptics became the most outspoken advocates. They called it "getting religion."
People who successfully implement lean manufacturing must be strong believers and must have a personal mental model of lean that functions at the level of a craft - a creative skill for assembling productivity methods and policies into powerfully efficient manufacturing machines. As the great Japanese coaches from Toyota teach Westerners, there is no cookbook, lean is a way of thinking.
The literature on lean production is disappointing. Lean manufacturing books tend to be long dreary laundry lists of productivity methods and technical techniques for quality. There is little available that gives insight into how the great master craftsmen and craftswomen put together marvelous lean machines of production - until now.
This book by Richard McCormack finally brings us face to face with the creative processes of great designers of production systems. Imagine yourself as a novice artist sitting down for a conversation with Auguste Renoir, Vincent Van Gogh, Toulouse-Lautrec or Michelangelo. That is what McCormack brings us in this book - chats with the virtuosos of lean production. Forget those paint-by-numbers books. Either go see the real thing or read "Lean Machines".
Average customer rating:
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In Action: Measuring ROI in the Public Sector (In Action (ASTD Press))
Patricia Pulliam
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Return on Investment in Training and Performance Improvement Programs, Second Edition (Improving Human Performance) (Improving Human Performance)
ASIN: 1562863258 |
Book Description
Measuring ROI in the Public Sector shows how all types of public sector organizations are using ROI evaluation as a way to meet these challenges. The settings for ROI applications range from small local governments to state governments, to major cities, and to national and federal programs. This book should interest anyone seeking to build accountability into various specific programs, including training, education, human resources, and community development initiatives.
Average customer rating:
- A valuable guide, but missing some questions
- Re-engineering Finds The Way
- LONG LIVE THE IDEAS OF THIS PROACTIVE MANAGER!
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The Reengineering Revolution
Michael Hammer
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Reengineering the Corporation: A Manifesto for Business Revolution (Collins Business Essentials)
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Beyond Reengineering: How the Process-Centered Organization is Changing Our Work and Our Lives
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The Agenda: What Every Business Must Do to Dominate the Decade
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Reengineering Management: Mandate for New Leadership, The
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Process Innovation: Reengineering Work Through Information Technology
ASIN: 0887307361 |
Book Description
Reengineering the Corporation  has swept through corporate America with a force unprecedented in recent years. Hailed by Business Week as "the best-written, most well-reasoned business book for the managerial masses since In Search of Excellence," the book has appeared on virtually every bestseller list, including a six-month run on The New York Times list. Reengineering has become a part of everyone's business vocabulary. It is undoubtedly the business concept of the nineties.
In The Reengineering Revolution, Michael Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world. In an easy-reading, anecdotal style, the book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires.
Just as Reengineering the Corporation shot to the top of the bestseller charts, so has The Reengineering Revolution. It is the practical guide for which business people have been waiting to help them achieve the dramatic improvements -- in speed, productivity, quality, service and profits -- that reengineering promises.
Customer Reviews:
A valuable guide, but missing some questions.......2002-04-04
If you're going to reengineer, this book is a valuable one to have-- in particular, I'd like to take the chapter about choosing a consultant and staple it to the doors of many a company (and I'm a consultant). The book covers elements of success, practical tips for making it work, and some case studies.
What I find missing is the question "Should I reengineer?". (The answer, I think, isn't always 'yes'.) It would be *most* useful if it first helped managers make sure that reengineering really is a Good and Necessary Thing, given the pain it inevitably causes a corporation. There's also a little bit of a sense that nay-sayers shouldn't be tolerated at all, and I find that a little bit short-sighted.
Nice to have for managers and consultants.
Re-engineering Finds The Way.......2001-05-16
After the magnificent marketing of Re-engineering as a radical tool to be used in organizations in order to increase contemporary performance measures such as efficiency, quality and speed, many organizations have started sweeping grand re-engineering projects in the hope that they would reach promised lands. But results of such high-risky re-engineering projects were not much motivating. Upon initial results and understood problems of re-engineering, Hammer wrote this book to close the conceptual and practical gaps of re - engineering. Human side of organizations had been neglected and organizations had been thought as mechanical systems in the first article and book. This book is an endeavor to offset first stage of re-engineering theory and practice.
As in other management models, strong leadership is seen as a critical factor for final success of re-engineering. I think, the reason of serious emphasis on leadership in this book is that some people who practiced re-engineering realized that organizations are also political arenas in which members fight for their privileges and long-term interests. From a humanistic perspective, it is normal to sabotage re-engineering projects which would change power structure in upper-levels of the organizations and would cause many people at lower-levels lose their jobs. It seems that leader is assumed as a man who would table political nature of organizations and lead people walk in dictated direction despite ominous results for them , namely leader is seen as an authority figure who is expected to overwhelm political conflicts between organization members. Ironically, leaders are also political figures, not neutral personalities exempt from corporate politics. I think, authors should think again on leadership and its role in re-engineering projects. Oversimplification is not able to solve most complex problems of organizations.
Although Hammer and his apostles strongly oppose to F.W. Taylor and his approach, there is an important similarity in the logic of their models. Taylor was trying to fully understand the each detail managing the work performed, namely inputs, outputs, and procedures, by conducting time-motion studies, and after he was trying to find the one-best way to do job. It was possible to find best way if you understand all parts of the work performed. Today, this is absolutely what Hammer does. The most outstanding example of re-engineering is order-taking process that is too simple, too mechanistic, accordingly very understandable. Will you please tell me, how can Re-engineering can deal with a decision process. Do people follow a pure-rational mechanistic approach, which is recounted in all management books, when they intend to make a decision. Can you apply re-engineering model to this process which is much complex ? I think, the answer is NO. In this case, Why is re-engineering presented as a radical anti-Taylorist model ? It is so blurred.
We have known for a long time that organizations are SOCIOTECHNICAL systems, but Hammer and his apostles place the emphasis on the technical dimension of the organizations, and other part is behaved as it is stepchild. Organization is consisted of two important structures, which are technical structure (hard structure) and social structure (soft structure). Social structure is also important and in most cases this part dominates and shapes the other part. Therefore there should be an equal emphasis on both of them. A pure-rational model which does not take social fabric of the organization into consideration is subject to failure in practical settings.
The other problem of re-engineering I understood when I read the book is that "Information Technology" is exaggerated to the extent that it is perceived as a panecea. Such a conviction does not hold truth completely. We are reading and witnessing corporations which invest in information technology (hardware and software) and incur big failure costs. Without understanding the problem within the right context, technology is beyond a solution. "Packet problem and packet solution approach" should be abandoned. An organization must understand its problem with its real roots (not assumed) so that it would be able to produce right solution alternatives. "Inquiry discipline" is a prerequisite for long-run solutions.
Overall, I think that should the conceptual and practical gaps are closed, re-engineering has a high potential to become a strong re-organization tool which would stamp on 21 century corporate history . This book is a good starting base in this long way. I recommend this book with three stars.
LONG LIVE THE IDEAS OF THIS PROACTIVE MANAGER!.......2001-05-03
Michael Hammer is truly a proactive manager. His ideas strike hard and are STILL needed here in the US and abroad. He helped us prune our organization so it could grow. Reengineering will take on many forms as the business world around us changes, but the concepts are rock-solid and they will be the best foundation for a business that wants to continually improve.
Hammer covers all of the proactive bases: smart thinking, system thinking, futuristic thinking, and positive thinking. If you want to your business to always be operating at its maximum performance, you should follow his advice. Some of the ideas he promotes are found in SUCCESS BOUND, another book that teaches you how to be a proactive thinker.
One of my favorite quotes is, "The starting point for organization success is well designed processes." Unfortunately too many business managers tried to implement reengineering concepts, but they failed miserably because they didn't take the time to learn from Hammer as to what "well designed" meant.
Read this book and you will find out and you will put your organization on the road to proactive success.
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Managing Change: Cases and Concepts
Todd D. Jick , and
Maury Peiperl
Manufacturer: McGraw-Hill/Irwin
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Leadership: Research Findings, Practice And Skills
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Leading Change
ASIN: 0256264589 |
Book Description
Managing Change: Text and Cases, 2nd Edition, by Todd Jick and Maury Peiperl is a thoroughly revised version of a well-received volume on the scholarship of change in organizations. It is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. Of the 48 items in this book, 31 are new to this edition. The module introductions have been thoroughly revised; one modular introduction (Module 6, Continuous Change) is brand new.
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- Outstanding, one of the best practical guides to complexity theory available
- Can we believe them!
- A Complete Work !
- Case studies of success with complexity
- The Best Book on the Business Lessons of Complexity Science
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The SOUL AT WORK: Listen ... Respond ... Let Go
Roger Lewin , and
Birute Regine
Manufacturer: Simon & Schuster
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Stepping in Wholes: Introduction to Complex Systems
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Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations (Jossey Bass Business and Management Series)
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Soul at Work: Spiritual Leadership in Organizations
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Harnessing Complexity: Organizational Implications of a Scientific Frontier
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A Spiritual Audit of Corporate America: A Hard Look at Spirituality, Religion, and Values in the Workplace (J-B Warren Bennis Series)
ASIN: 0684843846 |
Amazon.com
For businesses to succeed in the 21st century, people can't be treated like cogs in a wheel, ready to be sacrificed for profits, say authors Roger Lewin and Birute Regine in The Soul at Work. Instead, people must "become the new bottom line," they say, drawing this conclusion with the help of complexity science and their own study of companies that profit by putting people first. "In today's business environment of rapid change, a collective effort, a recognized need for others, becomes the means of survival and success," say Lewin, a science writer, and Regine, a psychologist. Businesses that follow the principles of complexity science are distinguished by fewer levels of hierarchy and more open communication, and they value people "as a way to promote adaptability and business success."
To show the principles of this new science at work, the authors profile organizations as diverse as the VeriFone division of Hewlett-Packard, DuPont, Monsanto, Babel's Paint and Decorating Stores in Massachusetts, Greenwich Village restaurants in New York, and Muhlenberg Medical Center in New Jersey. And they identify three practices common to these organizations: a style of leadership that guides without being controlling, the creation of dynamic teams, and the development of strong relationships among workers, customers, and community. The Soul at Work is an excellent resource for businesses and individuals interested in succeeding by getting the best out of people. --Dan Ring
Book Description
It is now widely recognized that the business world is in the throes of constant, rapid, and unpredictable change. Everywhere we hear that a new kind of economy is emerging from rapid technological innovation -- particularly in the realm of computational power and communications -- and from the globalization of business and the arrival of the Internet. Faced with these profound changes, leaders and managers are discovering that many of their background assumptions and time-honored business models are inadequate to help them understand what is going on, let alone how to deal with it and survive.
The Soul at Work brings to businesspeople a new and powerful way of thinking about and working in the new economy, one that draws on the new science of complexity, which recognizes that business organizations are complex adaptive systems. The great contribution of prize-winning author Roger Lewin and developmental psychologist Birute Regine is to ground this science in organizational dynamics, in the interactions of people, and to show how leaders who embrace the principles of complexity science are developing highly innovative and adaptable organizations that are more likely to be successful in traditional financial bottom-line terms. Most important, as the old command-and-control style of management is relinquished in favor of a broader sharing of leadership, people in these organizations experience a greater sense of commitment to their work and to themselves in an atmosphere of genuine relationships and mutual respect. The authors explain how these transforming ideas are creating a more human-oriented and successful workplace, as revealed in the stories of a dozen actual companies of very different types and sizes.
Practical and wonderfully readable, The Soul at Work explores these new management practices to show what does and does not work effectively, what blocks the process and what enhances it.
Customer Reviews:
Outstanding, one of the best practical guides to complexity theory available.......2007-01-20
I work as a business researcher in the domain of change management and leadership so I need to read a lot of books. It's something I find challenging these days because so much of it is derivative, boring, unoriginal and frankly not very useful and based on mostly limited perspectives and thinking. In order to find one really good book for a client that stands out in the field in order for them to pass onto their clients or for use in a project, usually I have to go through something like 50-100 books, which is frustrating in the extreme. This book is one of the best I've come across in terms of practical applications of complexity theory. It's one of the few that I've actually bought and kept for myself, even though its now several years old.
It's both an easy and enjoyable read, jargon free (none of that making up new words so they can trade mark them), honest, clear and heart connected. So, in response to the other reviewer, 'yes, we can believe them'! It's also chock full of ideas that you may want to take, and adapt :} to make into your own. The book has a number of case studies of organisations that have applied or represent these tools, theories and perspectives. They're not the just usual suspects and they do a great job of conveying the principles.
The book starts with a clear introduction to the principles involved in the complexity sciences, it's not technical, nor is there more than you really need to know to have a good working knowledge of the principles involved and it also looks at the historical context of strategy and business planning and its shortcomings. From there it moves into the case studies including VeriFone, St Lukes, Muhlenberg Medical Center, River Cafe, DuPont and others. The book concludes with several chapters on relationships (one of the core principles of complexity). It has invaluable discussions on leadership, emergent teams and relational practice. It's simply some of the best discussions of leadership, teams, emergence, relationships that I've seen in one place and they offer powerful tools and perspectives you can use in your business. It is authentic, real and powerful.
Weaving Complexity & Business is a very enjoyable read (which is rare for a business book) and I think one of the most useful in this field.
Highly recommended.
Can we believe them!.......2001-04-07
A typical format from a journalist (science writer). Similar to the original "Life at the Edge" by Lewin, and the original book on "Complexity" by Waldrop. They just keep on telling us how important complexity science is, and how the world can no longer be run on the old mechanistic principles that got us this far. This line is so overused and boring. Wow; major insight from the authors: The world revolves around relationships. And finally, their narratives ( not case studies as they are careful to point out) are different accounts from Monsanto to Du Pont. Can we believe them? These stories hardly confirm anything about why complexity science is so important. But to be fair the authors admit this right up front when they say they are not trying to establish formal proof, but rather seek resonannce and verisimilitude as a source of validation, rather than validity. And for this honesty they get 2 stars not 1.
A Complete Work !.......2000-06-15
From the first deep metaphor about vernal pools (not a failed pond but a force for ecological good) to the closing plea for care-full organizations (engage people's stories and dreams; patient and diligent; listen, respond, intuit), this book engaged my mind, feelings, passion, and excitement. It took awhile to read because I could barely get past one chapter at a time--its extremely relevant contents and powerful examples stirred my reflective energies.
I admit coming to this book already believing in chaos, systems, and feedback systems theory as extremely applicable to business organizations. My appetite was whetted by Margaret Wheatley's "Leadership and the New Science." I was looking for tangible examples about how these theories work in business. Roger Lewin and Birute Regine proved to me they can. They further helped me understand and provided a language about complexity science as the zone between stable and chaotic states of complex systems where adaptation and evolution take place.
Reviewing the passages I highlighted richly describe fundamental properties about complex systems. In between are stories of real people who achieved success and how they did it. Thus, the book is complete in describing the whats, hows, and whys of getting people successfully working together. It now occupies a prominent place in my repertoire to facilitate teams through complex projects.
Case studies of success with complexity.......2000-06-08
The goal of most change programs today is a flexible, adaptive organisation with highly motivated people who will identify and exploit new opportunities in ways that contribute to corporate strength and viability and also to improving the human condition. To achieve that, what you need is not better analysis, better extrinsic 'motivation' or better control. You need to change your focus and the way you see the world. That is the message of this set of case studies of organisations that are succeeding in the hard task of building organisations that are highly successful in dynamic markets and that fully reflect the aspirations and values of employees, customers and other stakeholders.
The authors are specialists in complexity science and the dynamics of relationships. The view of organisation as a 'complex adaptive system' and the belief that the key to business success in times of uncertainty lies in the quality of relationship are increasingly accepted. What this book adds is a clear and practical synthesis of these streams of thought and practice, based on a set of detailed case studies that get inside the values, beliefs and feelings of the participants in wide ranging transformational change. From their experiences the authors draw out the reasons for confronting radical change and the set of values and processes that appear to be most useful for those venturing on their own necessarily unique journey.
A major strength of the book is its success in conveying what it feels like to commit oneself to unknown risks in pursuit of a goal that can not be fully defined. The external driver is rapid market change, the main internal driver is the need to reconnect to the human spirit and re-ignite genuine shared commitment to inspiring goals. The book identifies the commercial and psychological rewards as well as the dilemmas and disorientation for both the leaders and the led as they start their journey, and shows how apparently simple changes can produce the kind of 'limited chaos' that is needed for creative transformation.
OD practitioners should not expect to find blinding insights into novel practices. The approaches to leadership, reliance on teams, focus on relationship and use of the existing culture to find ways of 'nudging' the existing culture into change are all part of today's currency of change management. What the authors do is provide another very approachable way of showing how these elements fit together and include both a rationale for particular processes and ways of behaving and examples of the dilemmas encountered along the way.
For a really good 'manual' for working with whole systems and with complexity, see Pratt, Gordon and Plamping: Working Whole Systems (listed at Amazon.co.uk but not currently at Amazon.com).
The Best Book on the Business Lessons of Complexity Science.......2000-03-13
I have read over two dozens books on complexity science and its applications to organizations of all types. Clearly, The Soul At Work is the best of those books. If you already know something about complexity science and its business applications and want to learn more or simply want to get started on the subject, this is the book you should read. Here's why. First, the authors are very fine writers. They also seem to have had outstanding editing. The book is by far the best written of any that I have read on this subject, and is among the best written of any business books I have read as well. This quality particularly shows up in clarifying ideas that can be hard to grasp (complexity science), explaining very interesting examples, and connecting the ideas to the examples in very useful ways. Second, most of the examples are fresh, so you will learn something new by reading these cases. Most business books choose the same examples over and over (do IBM and Coca-Cola seem familiar?), and it gets a little tiring for the reader. The one example in The Soul at Work that I was familiar with was Verifone, and the authors developed lots of new material there that substantially added to my understanding. Third, the cases have a lot of variety in them (as to type of organization, size of organization, the people profiled, the cultural background of the organization, and so forth) which provides a multidimensional perspective that is very helpful. Fourth, the authors successfully contrast their ideas with the humanistic approach to management and the engineering approach, which is a useful backdrop for understanding what they have to say. Anyone who does prefer the humanistic approach will like this book, and will get many new ideas for employing that direction. Fifth, and most importantly, the central theme of the book rings very true to me based on my over 30 years of consulting experience with organizations of all kinds. Trust-based relationships are an essential element of how organizations become more effective. Improve the trust, and any organization works better. The main reason is that trust helps overcome the stalls of poor communication, procrastination, bureaucracy, tradition, disbelief, and avoiding unattractiveness. Although others have made this point, The Soul at Work makes the point better. If you think about the new electronically-connected world, you can see that its main limitation is establishing trust before we can each feel comfortable extending ourselves and our connections in new directions. If you only read one business book this year, this is my recommendation. It's the best business book I have read since The Living Company by Arie de Geus.
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