Book Description
Written by three top consultants and trainers, Applied Strategic Planning shows managers and CEOs a clear, totally effective way to identify and implement strategic objectives.
Applied Strategic Planning surpasses other strategic planning models in many key areas, including:
- Emphasis on organizational culture
- Integration of business and functional plans
- Performance audits
- Gap analysis
- Values clarification
Goodstein, Nolan, and Pfeiffer take managers through all phases of the strategic planning process, including:
- How to determine if an organization is ready for strategic planing
- Effectively communicate a corporate vision
- Recognize the role of culture in changing strategic direction
- Understand the various roles of a consultant
- Write effective mission statements
- Create contingency plans
Containing charts, diagrams, and checklists along with illuminating examples from the authors, extensive consulting experience, and even cartoons that convey important points, Applied Strategic Planning lets managers at the helm navigate expertly through today's unpredictable business climate.
Customer Reviews:
Excellent Strategic Planning Book.......2006-08-01
While browsing through the strategy books, I saw it by chance. I went through the table of contents, hoping it might turn out to be the right one for me as a startup strategy manager. It indeed turned out to be an excellent book on strategic planning in respects of coverage, sequencing of chapters and examples given. I strongly recommend it to anyone who wants to make progress in strategic planning in a relatively short time.
I had to buy this book for a class.......2006-03-02
So, it wasn't exactly an "optional" purchase. It's a little dry, like a text book usually is. But information is overall good.
Applied Strategic Planning by Leonard D Goodstein, Timothy M.......2005-05-19
In Applied Strategic Planning, the authors give a comprehensive step-by-step guide to conducting applied strategic planning. They clearly demonstrate organisations' need for strategic planning. The book is different from other strategic planning models in some significant ways. The major differences are in the values scan, organisational culture, strategic business modelling and integrating business and functional plans. The authors emphasise the importance of application considerations and environmental monitoring as on-going processes throughout the planning period. The authors produced a high quality book that is an important reference source whenever I need to undertake strategic planning.
The book provides the reader with an overall understanding of the process of applied strategic planning and the required steps and technology for using the model in a strategic planning process. The strategic planning model covers application and implementation from the inception of the plan to the post-implementation phase, making it very practical.
The model involves nine sequential steps as well as two continuous functions, namely environmental monitoring and application considerations, that are involved at each of the sequential phases. The sequential steps are planning to plan, followed by values scan, then mission formulation followed by strategic business modelling. Performance audit and gap analysis follow, these two being different aspects of a single phase. The last three phases are integrating action plans, contingency planning and implementation.
I read the book because I would like to increase my proficiency in and knowledge of practical strategic planning and to sharpen my consultancy skills. The book is very practical and easy to follow. As a consultant, I should be able to use the methodology in the course to manage the planning process.
Applied strategic planning provides an appealing model for transforming organisations. The model is future focused and leadership driven. It involves all people in an organisation. It produces a plan that is detailed, comprehensive, understood and accepted, and has the potential to generate energising force to drive the transformation of an organisation.
After going through the book, I feel confident that I could act as a consultant for any organisation.
Very good, plus..........2003-06-24
This is a very good book. In addition to this, I recommend "Strategic Organizational Change" by Michael Beitler.
A sea of knowledge, one centimeter deep.......2000-08-25
This book widely specifies WHAT to do in strategic planning but it hardly explains HOW to do it. What I expect when reading this kind of topics is not the concept but rather the application procedures and practical techniques for implementing those concepts in an effective and innovative way. In consequence, I found this book repetitive and non productive for planning specialists. However it may serve a lot to beginners and students.
Book Description
Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments.
With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments.
Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.
Customer Reviews:
Great for connecting the dots..........2004-03-04
This book is a staple for anyone looking to connect the dots between tangible shareholder value and intangible assets. In our work at ThinkShed we often see companies struggling to make the connection between culture (as a metaphor and measure of their operating model) and the direct impact it can have on shareholder value.
We work with companies to help them align their culture(s) to their stated strategy or two help them effectively merge cultures and we will often refer skeptical executives to this book. They read it and they get it! (We then help move them from "getting it" to "getting it done")
This book is a breath of fresh air in a sector that could well do with less rhetoric and more practical steps!
A great foundation for understanding corporate culture.......2003-12-16
This book, while very academic, gives a solid understanding of several theories about corporate culture and its effects on performance (both short-term and long-term). Rather than starting out with an agenda, they studied hundreds of companies taking analyst's and insider's opinions for information about the culture and then looked at the results. Probably the best finding was that the most successful cultures were those that valued all three interests- customers, shareholders, and employees- consistently.
important research on company performance.......2002-02-03
If you buy into the argument that the only responsibility of a business is to its stockholders and that paying attention to areas outside of this will result in a lesser-performing company, the research of two Harvard Business School professors suggests just the opposite. John Kotter and James Heskett studied the performance of 207 large firms over an 11-year period. They wrote of their findings:
"Corporate culture can have a significant impact on a firm's long-term economic performance. We found that firms with cultures that emphasized all the key managerial constituencies (customers, stockholders, and employees) and leadership from managers at all levels outperformed firms that did not have those cultural traits by a huge margin. Over an eleven-year period, the former increased revenues by an average of 682 percent versus 166 percent for the latter, expanded their work forces by 282 percent versus 36 percent, grew their stock prices by 901 percent versus 74 percent, and improved their net incomes by 756 percent versus 1 percent."
Consider that final finding again: The companies that paid attention equally to customers, stockholders, and employees outperformed those that didn't in growth of net income over the 11-year period by a factor of 756. Paying attention to more than just returning profits to stockholders can have a huge payoff.
Heskett and Kotter's research presented in this book is important reading for anyone tracking company performance in relation to its culture.
important research on company performance.......2001-01-03
If you buy into the argument that the only responsibility of a business is to its stockholders and that paying attention to areas outside of this will result in a lesser-performing company, the research of two Harvard Business School professors suggests just the opposite. John Kotter and James Heskett studied the performance of 207 large firms over an 11-year period. They wrote of their findings:
"Corporate culture can have a significant impact on a firm's long-term economic performance. We found that firms with cultures that emphasized all the key managerial constituencies (customers, stockholders, and employees) and leadership from managers at all levels outperformed firms that did not have those cultural traits by a huge margin. Over an eleven-year period, the former increased revenues by an average of 682 percent versus 166 percent for the latter, expanded their work forces by 282 percent versus 36 percent, grew their stock prices by 901 percent versus 74 percent, and improved their net incomes by 756 percent versus 1 percent."
Consider that final finding again: The companies that paid attention equally to customers, stockholders, and employees outperformed those that didn't in growth of net income over the 11-year period by a factor of 756. Paying attention to more than just returning profits to stockholders can have a huge payoff.
Heskett and Kotter's research presented in this book is important reading for anyone tracking company performance in relation to its culture.
Intellectual, Informative Book on Corporate Culture.......2000-08-04
This book, though it reads like a textbook or reference, provides good information about this topic and once getting past the writing style, is one that businesspeople could learn from.
Practical and insightful.
Read The Management Masters Series first book Corporate Culture...A must read of this topic, highly recommended.
Amazon.com
If managing people once felt like a stay at the Taj Mahal, today it's more like a visit to Beirut's Commodore Hotel, where guests were asked upon check-in, "Sniper side or shelling side?" As author and columnist Bob Rosner pointed out in his earlier book, Working Wounded, bosses are poked from above and prodded from below. How to cope? The Boss's Survival Guide aims to give managers tools for handling the shrapnel. Its 430 pages discuss the 65 most vexing challenges bosses face today, including how to screen out jerks when hiring, how to let people go fairly and legally, how to change an employee's problem behavior, and how to keep people motivated.
Don't let the size of The Boss's Survival Guide daunt you; this is not a book to sit and read cover to cover. It's meant as a reference tool, a kind of Physician's Desk Reference for help when you're facing a specific dilemma. Which is not to say it's a dull read. On the contrary, the authors (who, in addition to Rosner, include Allan Halcrow, former editor of Workforce magazine, and Alan Levins, an employment attorney) have worked overtime to present the information in humorous, easy-to-digest snapshots. Each chapter is divided into four sections: a short background area called "Know the Issue"; a set of concrete action steps; a highly useful section called "Stay out of Jail"; and "Manage Up," a short section on how to handle your own boss. Most chapters also include brief real-world examples and indicate where to go if you need more information on a particular problem.
Overall, the book is a comprehensive, highly readable reference tool that would be of use to both new and seasoned managers. In a cover quote, business luminary Ken Blanchard writes, "This book has everything you'll ever need to know about being an effective boss but don't have time to learn." He's right on the money. --Charles Decker
Book Description
In today’s booming economy, there are more jobs than there are qualified people to fill them. Retaining those qualified employees has become a manager’s top priority. Today’s managers not only need to make sure their employees are productive, but also need to make sure their employees remain satisfied and motivated—otherwise employees will leave.
According to recent surveys, what really causes employees to stay or drives them away is “the boss,” and not money or perks. That means that managers need to learn how to manage in ways that will attract qualified workers and make them want to stay. Short on theory and long on hands-on, real-world advice and guidance, this survival guide:
• Tells managers, in plain English, why and how they need to change the way they operate in order to hold on to valued employees
• Covers all the bases, including hiring and orientation, team-building, coaching, setting expectations, painless performance appraisals, and other day-to-day issues
• Features Rosner’s trademark humor— well-known to the tens of thousands of loyal readers of his nationally syndicated column, “Working Wounded”
Customer Reviews:
Couldn't put it down..........2003-11-28
...fast enough.
The Boss's Survival Guide is fairly worthless tripe. Appears to have been written by a group of tipsy Union reps. Too PC and too anti-Management to be used by any real manager.
Gonna supervise a group of tree huggers out to protest at an NRA meeting? This "book" is for you. Otherwise, don't waste your money or time.
!!.......2003-09-20
Like this is anything new? I wish I could live the life the authors talk about in this book. They make me sick! I hope they all end up the way the rest of us has - alone and miserable
Readable and practical advice........2001-11-14
This is a good, general book for managers, especially those who own or manage a small business and don't have the resources of a corporation for guidance. In spite of the glut of business management books on the market, it still amazes me to witness managers repeat common mistakes in the areas this book covers: how to hire, how to fire, how to conduct and document performance reviews, etc. This is not a business strategy book; it's simply a "do's and don'ts" guide for managers. I have heard Bob Rosner speak, and recommend that, if you like the book, you should consider him at a company function.
Politically correct garbage.......2001-08-07
The Boss's Survival Guide adds nothing to the existing literature, demonstrates a nauseating politically correct viewpoint where only women can be harmed, and where information is actually clearly presented, is only useful for the neophyte manager who has been living in a vacuum all his life. I am sorry I wasted my money on this book. As I promised the author in an email, I threw the book into the nearest garbage truck.
Only for first time managers.......2001-07-12
I am always looking for good advice as a manager. This book is really intended for first time managers who do not have a clue about what it means to be a manager, either in the sense of how to manage or the legal issues involved. Having been a manager for some years I found not one single useful paragraph. It is all basic and not inspired at all. Bottom line: if you have never been a manager, it is not a bad handbook. If you have any real experience as a manager: save your money.... A better choice would be "First..Break All the Rules"
Book Description
The company is under-performing, its share price is trailing, and the CEO gets...a multi-million-dollar raise. This story is familiar, for good reason: as this book clearly demonstrates, structural flaws in corporate governance have produced widespread distortions in executive pay. Pay without Performance presents a disconcerting portrait of managers' influence over their own pay--and of a governance system that must fundamentally change if firms are to be managed in the interest of shareholders.
Lucian Bebchuk and Jesse Fried demonstrate that corporate boards have persistently failed to negotiate at arm's length with the executives they are meant to oversee. They give a richly detailed account of how pay practices--from option plans to retirement benefits--have decoupled compensation from performance and have camouflaged both the amount and performance-insensitivity of pay. Executives' unwonted influence over their compensation has hurt shareholders by increasing pay levels and, even more importantly, by leading to practices that dilute and distort managers' incentives.
This book identifies basic problems with our current reliance on boards as guardians of shareholder interests. And the solution, the authors argue, is not merely to make these boards more independent of executives as recent reforms attempt to do. Rather, boards should also be made more dependent on shareholders by eliminating the arrangements that entrench directors and insulate them from their shareholders. A powerful critique of executive compensation and corporate governance, Pay without Performance points the way to restoring corporate integrity and improving corporate performance.
Customer Reviews:
Author an academic and not experienced in actual day to day compensation matters.......2007-09-24
Jesse Fried is a corporate compensation grandstander who seems to show up at every scandal (recently the backdating scandal). Unfortunately it is obvious he has no "real world" management experience!
On Mr. Frieds allegation that stock option expenses are "hidden" by CEOs, corporate types in order to increase their bonus targets:
- CEO compensation (bonus targets etc) are almost NEVER based on non cash expenses, such as stock options expenses. Bonus targets are typically cash flow based only (meaning it doesn't matter to CEO bonus targets if stock options expenses are high or not) and anyone writing a book on executive compensation should KNOW THIS!
On Mr. Frieds allegation that the only possible reason for stock option backdating (without expensing) is to HIDE expenses to the company, presumably to increase the mysterious "bonus targets" above:
- Stock option backdating is used to give a hiring bonus that is only redeemable in 4 years and only if the company continues to perform (reflected in the stock price). The "locked in" and vesting aspects of stock options backdating are the reason they are used, resulting in significant value to company that cash hiring bonuses do not provide. These are not used to hide expenses and anyone who had ever seen these used in a real world setting would know this.
In my opinion, Mr. Fried needs to hire a management consultant who has actually PERFORMED AS A MANAGER before he writes anymore assessments on the state of executive pay.
This Fascinating Read Will Leave You Thinking ..........2006-08-08
Other reviewers have made many excellent points. I'll try to avoid duplicating their comments here...
- This book is written by two law school professors. They carefully and precisely make their case. Even as they make their points, they consider possible counter-arguments, and then cite further evidence to answer these objections. They clearly and methodically make their case.
- They start from a somewhat unique set of premises.
--> Whereas many critiques of executive compensation approach the large amounts as an egregious breach of egalitarian values, the authors are indifferent about the size of exec compensation.
--> On the flip side, while many would excuse large compensation packages as necessary to obtain top talent in a tight market, the authors come from a perspective of "if shareholders, as the *owners* of the company, can pay a lot for exec talent, but not get good returns, what's wrong with the market for executive talent?" This book challenges long held assumptions price always equals quality when shopping for top management talent.
- For a book that cites hard economic facts as often as they do, it also does a great job of analyzing the human element of this market to provide insights that seem missing in public debate about executive pay.
- Even as someone who is an outsider both to corporate governance and executive compenation, I found this book accessible and an enjoyable read. As a shareholder of a number of companies, I intend to take opportunities to reform this clearly corrupt system.
Highly recommend this book for everyone who owns shares in a publicly traded company, or works for one.
Fantastic Resource on Corporate Culture Run Amok.......2006-06-20
Superb exposé on the appalling lack of ethical fortitude amongst our country's business elite--namely the chief executives, their officers, and sadly those given the responsibility for representing the shareholders' interests, the directors. The adage "no one looks after your money like you do" is well-remembered by the reader of "Pay without Performance."
Primarily due to a phenomenon know as "interlocking" executives cross-pollinate their respective boards with a surprisingly shallow gene pool leaving the ordinary shareholder hardly independently represented at all.
Bebchuk and Fried do well by illustrating the mockery known as "independent compensation committees" when these committees are typically hired under the corporation's own HR department usually by CEO referral. Tough to place credence in any recommendation so biased from the outset!
Now only two years after the publication of this book, and several studies cited therein, the SEC has launched a sweeping probe into options timing--in particular boards who allowed their executives to cherry-pick the grant dates of options to take advantage of inside information to profit at the expense of shareholders at large. Criminal, yet condoned by far too many corporate "leaders."
Ultimately the question arises--Is the solution for shareholders to vote via increased legislation or with their wallet by only investing in corporations fully aligned with their interests? The authors make an excellent case for instituting a performance-based compensation system as well as supporting the role of making directors truly independent and not pawns of the CEO. Fantastic resource on corporate culture run amok--the elusive 5 Stars!
Excellent. The authors deliver a strong performance........2005-05-09
This is an excellent book. The authors have done extensive research from both a legal and economic standpoint to support their hypothesis that companies with better Board governance, more accountable CEOs, better structured CEO compensation packages perform much better than the others. They show better operating performance resulting in superior shareholder value creation over the long term.
Their diagnostic of what ales executive compensations are so well grounded they have become common knowledge for any readers of the financial press over the past couple of decades. Compensation of CEOs and other top officers has become insane. The structure of equity compensation has become so tilted in the CEOs favor that as the authors indicate they really don't have to perform. If they perform poorly they make a boatload of money. If their performance is about average they make an astronomical amount of money. What kind of pay-for-performance is this?
Other reviewers have had surprisingly strong reactions to the authors' proposals to redress the effectiveness of executive compensation. I found that surprising given that the authors' proposals are not that radical to begin with. They boil down to restructuring equity compensation so they reflect targets and vesting periods that make economic sense and align the economic interest of the executive with the long-term interest of shareholders. Their proposals also entails a massive shift of power from entrenched Board members plagued with serious conflict of interest to the shareholders of the companies who are the ones bearing the full brunt of the equity risk. In the days of the Enron, Tyco International, Arthur Andersen recent scandals, I find the authors recommendations rather sound. I do think a shift from Board to shareholder power would do a good deal to restore the integrity of certain executives, the transparency and the quality of accounting and financial disclosure.
Thus, I really think you will enjoy and learn a lot from this book. In a similar fashion, if you want to educate yourself regarding how movie stars are paid, and why just like CEOs they may be grossly overpaid I strongly recommend the recently released book "The Big Picture" by Edward Jay Epstein. This is another fascinating point that touches on the sensitive topic of a privilege group that earns a staggering amount of money hardly justifiable on any grounds.
Great analysis; flawed reform proposals.......2004-12-25
I have been reading Pay Without Performance: The Unfulfilled Promise of Executive Compensation by (Harvard law professor) Lucian Bebchuk and (Boalt law prof) Jesse Fried. Bebchuk and Fried take issue with the standard academic account of executive compensation, which goes something like this: Executive compensation is a classic agency cost problem. Although CEOs and other executives are agents of the corporation and its shareholders, they have incentives to shirk. Indeed, they have incentives to behave opportunistically - i.e., to maximize their own wealth and perks at the expense of their shareholder principals. Accordingly, executive compensation schemes must be designed in ways that constrain shirking and opportunism; in other words, executive compensation schemes should strive to align executives' interests with those of the shareholders. In the literature, this usually leads to a recommendation of some sort of performance-based pay scheme, typically entailing the use of stock options.
Bebchuk and Fried do a good job of explaining why executive compensation schemes fail adequately to align managerial and shareholder interests. In brief, they make the very sensible point that managerial influence over the board of directors taints the process by which executive compensation is set. In other words, the system by which agency costs are to be checked is itself tainted by an agency cost problem.
I get off the boat, however, when it comes to the solution. Bebchuk and Fried want to displace the time-tested corporate governance system of director primacy with an untested new system based on shareholder primacy. As regular readers of my academic work know, this is anathema in my book. (I'm writing a review of their book for the Texas Law Review, which will focus on this point, and which should be available on www.ssrn.com in a month or two.)
Having said that, however, Bebchuk and Fried are to be praised for having written a book that makes highly technical doctrinal and economic analysis accessible to the educated lay reader, while not dumbing down some very sophisticated analysis. As a result, the book remains useful to the specialist as well. It is definitely a book that anyone interested in corporate governance and executive compensation ought to own.
Book Description
Competence-and its role in achieving peak performance-remains one of the hot issues in business today. Yet it's not enough for individual leaders, managers, and employees to demonstrate personal competencies. Rather, an entire organization must be unified to create a culture of competence. This culture can then be passed along to succeeding generations of employees who will continue to contribute to, and strengthen, a company's future.
In Creating a Culture of Competence, Michael Zwell provides a bold, prescriptive approach to achieving organizational success through improved individual and group job performance and satisfaction. He clearly defines those core qualities that lead to peak performance, then illustrates, step-by-step, how companies can identify and develop individual leadership, managerial, and employee competencies for maximum personal and organizational benefit.
Based on years of personal experience and research, Creating a Culture of Competence expertly combines behavioral theory with solid business practice to create positive organizational change. You'll discover how to:
* Use vision and competencies for cultural transformation
* Create competency models
* Implement competencies in selection and performance management
You'll learn what really makes an organization successful . . . understand how HR's role is becoming central to building a high-performance organization . . . find out what technologies are being used to change corporate culture . . . then combine these elements to create a highly effective, competency-based organizational strategy.
Creating a Culture of Competence offers a blueprint for hiring, developing, and retaining a superior workforce. By encouraging individuals to realize their potential, then motivating them to work in concert, you can lead your organization to reach its objectives . . . and get superior business results.
Customer Reviews:
Promise partially delivered.......2000-09-07
The book contains numerous bits and pieces of advice, insights, and analyses on how to handle personal competencies, a personfs traits and characteristics that help the individual become successful at performing their jobs. It is particularly useful with the tools and guidelines derived from the authorfs experience in the field of human resource management, i.e. headhunting.
It fails to provide any integrated view of how these ideas can be leveraged to create an organizational competence. For example, there is a very brief discussion of whether competency assessment should be linked to compensation, with a general list of pros and cons, and the answer is, git depends on the organisation.h To adequately deal with this issue, we need at least a minimum understanding of the value of a gculture of competenceh against those of alternative corporate cultures that place less emphasis on personal competencies than on other factors such as management control, cooperation, and competition.
I recommend the book for those seeking a practical understanding of personal competency management, but not for those seeking to gcreate a culture of competence.h The book only partially delivers on its stated promise, but remains useful for the hands-on guidance it contains.
Powerful Lever.......2000-06-12
Michael Zwell has succeeded at presenting a practical, useful tool for corporate transformation for all who choose to put in the effort of following his simple steps. I was impressed by the systematic methodology presented and the visionary implications of the book. It provides guidelines for all interested in getting the most out of their employees from H.R. professionals to Chairmen of the Board.
Buildining your Culture Competency.......2000-05-16
In most organizations, changing your culture to a new culture that support your change is the most difficalt that face organization. Adopting compentencies or mismatch the real organization needs may lead to change failure. This book will provide you the tool how to create your needed compentences to your culture change. It provides a very clear guidelines that will assist conultants and management as well to indentify thier direction. So are you in the right direction to create the targeted culture or not? One of the few new books that addresses these issues. I highly recommend this book for organizations who are in the process of a change or going to one. additionaly if you are reviewing your organization change and culture, this would be one of the book that is helpful to you.
Average customer rating:
- "Companies either globalize or they die."
- Best "how-to" book on globalization
- Best "how-to" book on globalization
- Great book on how to globalize your organization
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The Global Advantage: How World Class Organizations Improve Performance Through Globalization (Improving Human Performance)
Ed.D., Michael J. Marquardt
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Book Description
In an economy where companies must globalize or perish, only a few have successfully taken their business to the world level. 'The Global Advantage' zeros in on 40 preeminent global companies, located across six continents.
A key feature of this book is the author's 'GlobalSuccess' model, based on the research and work he has done with hundreds of global executives around the world. 'The Global Advantage' reveals his discoveries and evaluates how these leaders are bringing their corporations into the global stratosphere. The 'GlobalSuccess' model, build upon the authors experiences and ideas, shows you how to globalize your:
* corporate culture
* human resources
* strategies
* operations
* structure
* learning
You will find specific strategies and principles for globalizing your organization's six dimensions, as defined by the 'GlobalSuccess' model, as well as what steps your company should take to move toward global status.
In addition, the 'GlobalSuccess' capability and readiness profile helps you to measure the current level of globalization in your company, as well as how your company's globalization compares with that of your competitors.
Case studies include: General Electric; Whirlpool; Colgate-Palmolive; Shell; Warner-Lambert; Toshiba; Coca-Cola; Xerox; Federal Express and Hewlett-Packard.Case studies include: General Electric; Whirlpool; Colgate-Palmolive; Shell; Warner-Lambert; Toshiba; Coca-Cola; Xerox; Federal Express and Hewlett-Packard.
Customer Reviews:
"Companies either globalize or they die.".......1999-09-22
This is truly a fascinating study about globalization. As told by Marquardt "two years ago, a large consulting firm that helps companies go global gave me a list of the ten most common questions its clients had about globalization :
1. How do you create a global culture?
2. What are the key components of globalization?
3. How do you create a global mind-set?
4. What kinds of skills should we look for in global managers?
5. Why do some people fail when going overseas?
6. How do we establish a global training program?
7. What experiences should we give our future leaders?
8. Should everyone in the organization become globalized?
9. Is there an order or process in which a company should go global?
10. Where can we go for help as we work toward globalization?
This list inspired me to write this book, for I realized that these questions had no easy answers and that only a handful of companies had resolved even of these issues."
In this context, after defining six components of his "GlobalSuccess" model, Marquardt explores and illustrates these six components, namely corporate culture, human resources, strategies, operations, structure and learning with best practices of more than forty successful global companies, such as : GE, Whirlpool, Colgate-Palmolive, Shell, Coca-Cola, Xerox, FedEx and HP.
I highly recommend this study. As proclaimed by Jack Welch " companies either globalize or they die."
Best "how-to" book on globalization.......1999-05-31
Wonderful array of best practices of the top global companies
Best "how-to" book on globalization.......1999-05-31
Wonderful array of best practices of the top global companies
Great book on how to globalize your organization.......1999-04-01
Excellent overview as well as best practices in globalizatio
Book Description
Still lacking in the literature is a commonly acceptable definition of what leadership is. Management writers, researchers and scholars cannot agree, and after centuries of human history and decades of research the definition, meaning, and measurement of leadership remains elusive and a subject for debate. It is not difficult, therefore, to understand why organizations struggle with selecting and developing the right people to provide effective leadership. Adding to the problem are the negative effects of this struggle: confusion, despair, and demotivation and a resulting diminution of organizational performance. Against this background Stanley Truskie now offers his own clear, concise concept of leadership by delineating its two critical tasks: establishing organizational direction and developing organizational effectiveness. Truskie focuses mainly on the second task. Leaders can help their organizations become more effective and achieve superior long-term results by establishing an integrated, balanced organizational culture. Truskie draws upon the research literature plus his own extensive professional consulting experience to devise a coherent model, one that integrates the positive elements of four cultural groupings: the family, social institutions, scientific organizations, and the law and military establishments. The successful integration of elements from these groups creates the balance in organizational cultures that enable them to become adaptive and perform better over time. Dr. Truskie's innovative, clearly articulated approach will be of vital interest to organizational leaders at all levels, their colleagues in the academic community, and to those who aspire to policy-making positions throughout the private and public sectors.
Customer Reviews:
bibliographic data provided by EarthTomes:.......2005-11-17
Author: Truskie, Stanley D.
Title: Leadership in high-performance organizational cultures / Stanley D. Truskie.
Publisher: Westport, Conn. : Quorum Books, 1999.
Edition Date: 1999
Language: English
Physical Details: xv, 147 p. : ill. ; 24 cm.
Subjects: Leadership.
Corporate culture.
Great Model for Shaping a High-Performance Org. Culture.......2005-03-07
"I have really been struggling with how to shape my company's culture to ensure I am building an effective organization until I read Dr. Truskie's book. His culture model is so clear and makes so much sense that its logic jumps out at you once you realize that there is a "right" organizational culture. I have heard so often that there is no right or wrong culture, but this book's compelling argument clearly dispels that notion.
I have read other books on organizational culture, but quite frankly, they created more questions than provided answers. I did not know whether I wanted a strong culture, an open culture, a sales culture, a driving culture, or a friendly culture. Plus I did not know where to start. Dr. Truskie helps you understand that as a leader, you must establish the direction first, then shape the right culture to achieve your strategic goals and objectives .
At least now I have a model that will help guide me in creating an effective culture ( Dr.Truskie calls integrated and balanced) within my organization. He also provides excellent examples of unbalanced cultures and explains how they negatively affect performance. The changes we now have under way within my company have already resulted in positive performance improvement. But as Dr. Truskie points out, this is a journey, and not a destination so we are still working toward building our high-performance culture.
This is definitely not a "quick" read book but one you should read a chapter at time, think about the message, then read on to the next chapter. But I can tell you it is well worth the time...one of the more meaningful books on leadership available in a crowded market."
Excellent Book on Company Culture.......2004-02-04
If you are an executive, business owner, or manager, this book will help you. I always believed company culture was important, but I had no idea about how to create the right culture. This book provides an easy model to follow that makes sense, plus it offers leadership guidelines to make it happen. I have already instituted some of the ideas presented in the book and I have seen significant positive performance results already. I would definitely recommend this book to any leader who wants to improve the performance of his company.
Leadership in High-Performance Organizational Cultures.......2001-03-14
I teach Organization Theory and Organizational Behavior. Teaching leadership has the challenge of finding a way to put the theories into practice. Dr. Truskie meets this challenge and offers a reasonable solution to this decision maker's need.
The Art and Science of Leadership.......2000-01-15
At various points throughout the book, Truskie cautions that there is no one "ideal" style, nor an infallible "model", nor any single combination of leadership traits, characteristics and behaviors which are most appropriate to all organizations in all phases of their development. He urges his reader to absorb and digest the contents of Leadership in High-Performance Organizational Cultures with care, of course, but also with some degree of critical detachment. Then, correlate his observations and suggestions with the specific circumstances of the reader's own organization.
Truskie suggests that "there is a direct link between leadership, organizational culture, and performance." According to his research and analysis, the most effective leader has an impact on "forming the culture of an organization, which further can have an enhancing effect of improving the level, ensuring the consistency, and sustaining the organization's continuing performance improvement." Truskie believes that many leaders are preoccupied with identifying and then manifesting an "ideal" style of leadership when, in fact, no such style exists. That is to say, even the most effective leaders have significant human imperfections; however, they are aware of these imperfections and make every effort to ensure that these imperfections do not have a negative impact on their respective organizations.
For this reader, one of the greatest benefits of Leadership in High-Performance Organizational Cultures is Truskie's explanation of the potential, beneficial implications of the L4 Strategy with specific relevance to creating and then sustaining a high-performance organizational culture. Leaders as well as those whom they lead must constantly monitor the balance of four aforementioned cultural patterns. Imbalances are inevitable. Although Truskie does not discuss it, he would probably agree that an early-warning system of some kind is highly desirable. The model he provides suggests all manner of ways by which to recognize and then respond effectively to symptoms of such imbalances. For the foreseeable future, change will be the only constant. Given that reality, Leadership in High-Performance Organizational Cultures can be of even greater value as all organizations (regardless of their size or nature) proceed into an otherwise uncertain future.
Book Description
The Performance Culture gives leaders a set of practical tools for building and sustaining an environment that support high performance teamwork. How to integrate organizational culture and teamwork is a key concept throughout the book. Chapters deal with leader behaviors, team disciplinary procedures, tips on how to intervene and develop teams and much more.
Customer Reviews:
Wonderful book for anyone who works!.......2001-10-09
This book is a wonderful explanation of the workplace that we all work in. It explains the dynamics of the workplace relationships, focusing on the relationship between management and employees. It gives great tips and examples on how and why these relationships work or don't work. It combines Dr.Ray's practical experience working with companies and his academic background in psychology. I highly recommend this book to anyone and everyone, whether they are in business or any other profession where they have co-workers or a boss. It's a very easy and quick read.
The Performance Culture : Maximizing the Power of Teams.......2001-06-11
The Performance Culture goes below the surface of our feelings and exposes what we truly believe about ourselves and the way in which we work. It gives root to all the things we learned and intrinsically/instinctively know about what it takes to be the best. It is profound in its simplicity, example after example, step-by-step, to the point that even the most competitive among us can rechannel our natural urgencies.
If you buy only one book this year, make it this one.
This is how your company will survive.......2001-06-08
Any company, regardless of size, should strive to create a culture that encourages and breeds maximum performance from its employees. Dr. Ray's The Performance Culture will clearly define the end goals necessary to create that culture. This book not only gives top level managers a noteworthy goal to shoot for but it also gives them the roadmap for achieving that goal. Dr. Ray not only does a wonderful job formulating complex theories into writing that anyone can comprehend, but he presents these ideas in ways that are easily translated into action. The theories and practices covered in this writing would be welcome additions to any organization and the presentation style of the material makes the read not only beneficial but enjoyable as well.
Organizational Culture The forgotten aspect of Change.......2001-06-01
This book should be "must reading" for supervisors and middle managers; actually for anyone who's contemplating going to teams. We have found the enemy and it is us! We are all to some extent purveyors of the endemic culture within our organizations that keeps us from dealing positively with change. Most of us fail to recognize our own part in the saga. Even us so called change agents who work to move the organization in a different direction may be sending mixed messages by our own actions. This book gets to the major problem with teaming. Organizations fail to recognize the enormous power the culture will exert to keep the status quo when it feels disenfranchised with change. This book is well written and well thought out. It does an excellent job of pointing out the problems you're likely to encounter with teams but more over, it gives comprehensive instructions on what needs to be done to combat those problems. Most companies don't understand the magnitude of change required at all levels of the organization to support teams. Meny view teams as a slight deviation from the norm when in fact, they're a major up evil. It is the very reason many companies begin teams at the bottom of the organization and wonder why they fail. With no support structure, it's like building a race car without a track to run on, nice to look but not very usuful. The author has a perspective on what it takes to build viable teams that few people ever get to. The ones that do will smoke their competition! There are books that seem to be written just for you. They touch you at a level of your being I like to refer to as the turbulent zone. It's that part of you that wrestles with things you're passionate about. Things that are uncertain. Things that if clarified would full fill your mission in life. For me, this is just such a book!
Common Sense Guidelines for Creating a True Team Culture.......2001-05-31
Dr. Ray has written a (second) wonderful book with lots of common sense tips and techniques on how to create and maintain a true team environment. He clearly points out what a performance culture is and why it is better than spending a lot of resources on something that is a team in name only. This is a great resource for anyone presently in a teaming structure or thinking of going to a team-based culture.
Book Description
Adapt or diethis is the simple choice that business has always faced. Here's a valuable guide to the how's, what's, when's, and why's of that choice.
'Revitalize Your Corporate Culture' will help you to:
*Diagnose your company's culture
*Understand the features of a positive corporate culture
*Design a strategy for an effective culture change
*Gain the full support of staff to implement a new, positive culture
*Maintain the momentum after the new corporate culture plan is in place
*Shared values and unwritten rules (your company's culture) can profoundly enhanceor destroyeconomic success.
This book supplies all the steps necessary to increase productivity, make your organization more cost effective, and help you change your organization into a more dynamic, innovative, and collaborative organization.
Whether you are a senior executive or a middle-level manager, this book gives you techniques that will motivate, encourage, and prepare your staff to meet the challenges of the 21st century.
Customer Reviews:
GREAT BOOK!.......2000-10-16
Franklin Ashby has taken quotes and quips from some of the greatest minds in business and used them to illustrate why some corporate culture changes succeed and others fail. I would recommend this book to anyone thinking of culture change or those in the midst of culture changes (as in my case) where they are not meeting expectations. In my case, this book has helped identify what went wrong and why, and how to fix it. The book is thought provoking, insightful, and stimulating. I highly recommend it. Best business book I have read to date.
Book Description
There are countless books on the business shelf that focus on corporate culture, but their views are often too broad to address an organization's real needs. The subcultures within a company cannot be overlooked, and their disparities must be resolved for them to work together on a daily basis. For an organization to operate optimally, these subcultures must be aligned properly.
Aligning Organizational Subcultures for Competitive Advantage takes a hard look at the subcultures within modern corporations, and demonstrates how reconciling differences among them produces a corporate culture that give organizations a competitive advantage in the marketplace. Both a practical guide for managers and a valuable supplement for training in academic and organizational settings, this book focuses on the inner workings of organizational subcultures that can be aligned for purposes of achieving a mutually supportive corporate system.
Aligning Organizational Subcultures for Competitive Advantage brings together current research and examples of direct applications and provides a wealth of practical advice for the manager who seeks a clear, workable understanding of this important topic.
Books:
- Ben and Me: An Astonishing Life of Benjamin Franklin by His Good Mouse Amos
- Business and Its Environment (5th Edition)
- Business Communication Today (8th Edition)
- Business Dynamics: Systems Thinking and Modeling for a Complex World with CD-ROM
- Business Plans Kit For Dummies (For Dummies (Business & Personal Finance))
- Coaching and Mentoring for Dummies
- Contemporary Marketing
- Contract Theory
- Cost Accounting (12th Edition) (Charles T Horngren Series in Accounting)
- Creating A Lean Culture: Tools To Sustain Lean Conversions
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