Book Description
This powerful employee handbook provides 13 clear and practical guidelines that workers can weave into their daily routines immediately. These specific points are made with hard facts, powerful logic and a sense of humor that can be universally understood and applied. And, the handbook format will enable people to transform the organization fast by promoting a consistent message throughout the organization.
Customer Reviews:
Straightforward, no-nonsense survival guide for a changing world.......2005-07-04
Price Pritchett's little book, The Employee Handbook of New Work Habits For A Radically Changing World, should really be called "The Abridged Career Bible" and not a handbook. Could this have anything to do with the lucky number 13? Filled with his "13 Ground Rules for Job Success in the Information Age," Pritchett's book really is a survival manual. In an time of new technologies, services, knowledge work, and fierce worldwide competition, only those open to change-those who are flexible and invest their energy in finding and seizing opportunities-will thrive. Those who resist change and harbor bitterness will only end up going the way of the dinosaurs. And we don't need to be reminded of what eventually happened to the dinosaurs...
Pritchett advises workers to become quick-change artists. In an age of restructuring, outsourcing, downsizing, subcontracting, and forming new alliances, workers can expect new ways of working and having to align immediately with new organizational needs and realities. Being a quick-change artist-mobility-can build an employee's reputation.
Then again, says, Pritchett, so does commitment. Commit fully to your job. Companies now cannot afford to hire more employees to solve common problems. Nevertheless, clients and customers expect quality and speed. Companies' response is to throw fewer people at problems and to do more-faster and better-with less. This calls for highly committed people-those who work from the heart and invest passionately to their jobs. It follows that commitment will result in more satisfying work, too, bringing empowerment, relieving stress, and curing the pain of change.
Through their commitment and working from the heart, employees are contributing and adding value. Workers should think that they are being remunerated for the value they add rather than for their tenure, good intentions or activity level.
Employees' job security, therefore, depends on commitment and how valuable they are to customers. Employees must see themselves as service centers. They need to sharpen their insights into their personal "market" and understand what it is their customers do, expect and need. Employees need to know how they fit into the overall picture and how they will contribute to customers' success. Remember, warns Pritchett: "customer" does not only imply people outside the organization but co-workers and internal customers as well. Career success depends on building strong relationships with both internal and external customers and a reputation for responsiveness and quality service.
Just ensure that service and responses are delivered in a timely fashion! We do, as Pritchett says, live in an impatient world. Organizations, then, must accelerate. Workers must operate with a sense of urgency. These are raw survival instincts at work. To survive: speed up. To be successful, organizations must emphasize action: cover ground quickly, eliminate excess baggage, abandon outmoded practices, decentralize, and delegate decision-making power. There really is no room for slow adjustment to change. Valuable employees are those who push the process of change along.
But change brings ambiguity and uncertainty!
Fine. As Pritchett advises, accept it, and manage your own morale! Workers need to realize that placing their morale in someone else's hands disempowers them and that ambiguity may, in fact, be the in the best interest of their career.
Sure, they will be faced with new expectations, shifting priorities, different reporting relationships, vague job descriptions...
Workers need to act upbeat, accept change, and create clarity for themselves-to set priorities, meet deadlines, chase down needed information, show initiative and an ability to improvise. They need to work as though they are in business for themselves.
So what does that mean?
Traditional hierarchies are flattening out. Organizations want to get closer to customers and clients, and are decentralizing business units. The result? Mini-enterprises or self-contained work groups that operate more independently. Employees will need to assume more responsibility for the success of the entire enterprise and consider personally how they can help cut costs, improve productivity, and innovate.
In other words, as hierarchies collapse, responsibility, power, and authority are being pushed to the lower levels. Self-contained work teams must stand accountable for their collective results. Accountability implies thinking in broad terms, considering the larger picture, and considering outcomes. Workers must streamline their approach to economize time, energy, and other resources.
Broad thinking and innovation take brains: it doesn't take long for skills and knowledge to become outmoded in a rapidly changing world-a world that takes no pity on those who are lazy about learning. Workers need to stay in school in order to retool themselves and to keep up with the latest knowledge. Their future employability depends on up-to-date credentials, the latest skills, and the most recent developments in their chosen field. Home study, reading, attending workshops and seminars, volunteering for understudy or apprenticeship programs, asking for learning opportunities-all of these should become "habits".
Lifelong learning implies continuous improvement. Yes, and according to Pritchett, it's the best insurance for both employees' careers and for organizations. How? It is the relentless quest for a better way, for high quality craftsmanship, for daily perfection. Continuous improvement-and this is not just limited to learning, either-may be gradual, but in the long run, it adds up to a competitive advantage.
Employees also need to learn not to rely solely on their reputation anymore: the world is changing too quickly. Employees must then strive to upgrade their job performance-response time, quality, cost control, and customer service-on an ongoing basis.
Improving job performance also means building a reputation as a problem solver. Employees must learn to take care of problems, not point them out. By searching beyond themselves, for solutions, they disempower themselves and lose the ability to find workable solutions. The pro-active solution, according to Pritchett, is for employees to assume ownership of problems and to allow the solutions to start with them.
To summarize, change is inevitable, and there is little, if anything, organizations can do to stop it. The best they can do is adapt and to alter their expectations-preferably before they have to. Some are fortunate enough to scramble and adjust when push comes to shove. As to the rest? Well, just remember the dinosaurs...
(...)
Some good points but a nasty overtone.......2005-04-22
This book does mention some valid points about taking control of your own career. But it fails to acknowledge what motivates us to work and has a horrible over tone that preys on the fear culture you find during redundancies. I'd look elsewhere for motivation, somewhere that tells you how to be more confident rather than "do this or else".
Recreating Your Job.......2002-02-16
As a manager in a highly competitive service industry, I could not deliver a better message to my staff than this short, highly readable "who's in charge of your life" script for the entrepeneur in all of us.
Adaptability, accountability, and the pure joy of realizing your version of yourself in this age of the "chaos theory" is in there. A fun, inspiring, recharging read.
A good example of a book that should be burnedý........2002-01-29
Let's cut to the chase. The message of this book is quite simple:
Change your current attitude and increase your productivity so that you will ad value to your company in the long run. In other words, all for the benefit of us (managers, CEOs, Bill Gates, etc.) at the expense of you, the employee (the tried and true `profits over people' mentality rears its ugly head once again in corporate America). If the events of September 11 or the recent Enron affair haven't yet taught us that money and misguided "motivation" should NOT be the primary goals in life, I don't know what will.
The inhuman workplace.......2002-01-26
This book should be titled "Chicken Soup For The Displaced Worker." With one sticking point: You get more depressed after you read it. If anyone hands you this book, tell them no thanks. I strongly agree with the reviewers who said that this is a book for clueless managers looking to jump on meaningless trends.
Book Description
The Employee Handbook for Organizational Change is a handbook created to teach employees the differences between myth and reality during times of rapid change. It provides practical tips to help employees take personal control, face problems with a constructive attitude, and find the positive opportunities which exist in this unstable environment. The handbook delivers guidance on surviving in the age of instability, clearing up the myths and presenting the realities of what is likely to be going on behind the scenes, overcoming resistance to change, and becoming a change agent.
Customer Reviews:
Get Your Mind Right.......2003-09-15
This is not actually a handbook in the sense of it being a concise reference, but rather it is something that organizations undergoing change might want to distribute in order to suppress dissention among the rank and file. Its message: Resist organizational change and you will be crushed; embrace change and you might keep your job.
Most of the handbook comprises a "myth versus reality" section. The myths are the employee perceptions, the realities are management perceptions. The author includes tips on handling the stress of organizational upheaval such as exercise, relaxation, and humor. However, he has omitted one of the most effective: Lining up a new job.
Pro-management propaganda blaming workers for its failures........1998-12-04
In parental fashion, the book blames the workers for corporate failures. This pro-management piece of propaganda insinuates the workers are the problem, it stereotypes them as malcontents and recalcitrant rebels. In a "thou shalt be ashamed of thineself" mode it warns that management failures are due to the intransigent and rebellious employees' indifference toward managment and change. The book absolves management of all failures and instead points the finger at the work staff's inability to cope with change. It further justifies management's "cold" behavior as being in the best interest of the corporation (vs. employees).
I agree management's vision and actions should be directed toward its corporate goals and longevity, but it gives no credit to most of the employees who understand this. Instead, it preaches that "you" workers are mostly incapable of long-term vision & understanding that change is "good", and that "good ole" management has to beat this fact into you employees.
Basically, the book justifies all management action and behavior while chastising workers for not going along, not coping, and ultimately being responsible for negative outcomes. The myths stereotype workers as sniveling, ungrateful, and behind-the-times, while justifying management's mistakes as a "cost of doing business".
The book has many fine points and can go a long way toward acceptance if it could present a more effective picture of management and employees in a joint venture together, in a partnership for the betterment and enhancement of the employment and paycheck producing corporation. Cut out the guilt production and anti-employee negativity and expound instead on the positivity of shared responsibility for the well-being of the company.
Book Description
Equips your management team with 14 tightly-focused guidelines for building job commitment in the face of fast-paced change. Can companies really expect "company loyalty" in an era of downsizing? Probably not. This book provides your staff with a more realistic approach through which change itself can be used to fire up every employee on the team.
Customer Reviews:
Don't Waste Your Money.......2007-05-09
This "handbook" has 30 pages, half of which are nothing more than quotes and "call outs" in larger font that consume the entire page. A printing tactic to fatten the handbook up, I'm sure. The handbook has 15 pages of actual material. At that point, it's just a brochure for the author's consulting services. You're better off reading articles on the Internet. Even at 15 pages of material, I read it hopping for some pearl of wisdom, but alas, nothing. Save your lunch money for something else.
Book Description
Need to create solid change programs within your organization? Leading change not only involves simply reducing resistance, but also creating an awareness of the challenges and responsibilities that each person (no matter their level in the organization) faces as a change initiative goes forward. Integrate leading-edge change leadership models and other theories into your program today with this hands-on-guide.
Book Description
A proven program for organizational change, illustrated with real-life examples from companies and community groups
Customer Reviews:
Appreciative Inquiry process.......2006-09-28
This is an excellent book describing the theory and research about the foundation of Appreciative Inquiry and also a practical guide to facilitating groups in using it. It provides an outline and details on each meeting with steps and stories to illustrate the concepts. I have used it in working with non profit groups and people become very excited about the process.
Cutting Edge Approach.......2004-01-07
I found this book to be compelling. The authors offer the "Evolution of Thought on Managing Change" in the first chapter that suggests that today "Everyone innovates for extraordinary performance." Those companies/organizations and leaders that choose to accept this to be fact, should familiarize themselves with Appreciative Inquiry. And, for those looking for the "how-to" book to accomplish AI within their organizations on a grand scale, this is the textbook that fills that need.
A good and detailed guide to AI.......2003-10-05
Appreciative Inquiry is an increasingly popular technique within the wider family of interventions designed to bring about change through cooperation across a whole system, working with a large group of people. Its distinguishing feature is the emphasis on the positive - what is good about the present and offers potential for the future, what aspirations there are for the future, how do we design such a future and what are the concrete steps to start bringing it about.
This book goes into great detail on the rationale for the approach and the step by step activities required to move through the process. It is a well set-out and thorough guide for practitioners.
For a guide to the range of techniques available and a comparison between them, refer to Napuk and Palmer: The Large Group Facilitator's Manual or Bunker and Alban: Large Group Interventions.
AI Summit Practitioner's Guide.......2003-09-30
This is an inspiring work at the confluence of idealism and practicality. It is a reference source relevant to the experienced practitioner and a great learning resource for one who wants to learn more about appreciative inquiry. Interweaving compelling stories, the authors provide an informative set of tools and guides. I was able to use information in the sample participant guide the same day the book arrived.
Amazing practical how-to guide on AI Summits.......2003-09-06
This book is a very practical step-by-step guide to conducting an AI summit. What I especially appreciated was how the book combines the great experiences and expertise of the authors and will be useful for the AI novice practitioner as well as for the very experienced AI OD consultant. It provides great examples of summit materials. It is a well written book that can be read and reread and used as the Summit bible for years to come.
Customer Reviews:
Excellent introduction to behavioral study.......2006-01-30
This text provides a very clear introduction to ABC analysis as well as the use of PIC/NIC in the study of organizational behavior. In addition, it offers several examples that never leave you wondering how these techniques should be applied. The inclusion of feedback and coaching advice for leaders is terrific. If you are a manager or student of human behavior this text is a great introduction.
Insightful.......2005-11-30
Generating a breakthrough in an organization often requires the implementation and deployment of innovative methods and tools. Those same methods and tools are often accompanied by new processes and strong evangelization by a committed champion and his/her disciples. While those elements are necessary, they are insufficient as they often fail to address the fundamental behavioral changes needed to achieve and sustain the desired outcomes. This is an area where most managers and change agents feel uncomfortable today because, whether they are called the 'soft side' or 'people issues', changes at that level are the hardest of all. Trying to better understand this psychological aspect of change management, I decided to follow Larry Leach's advice and purchased 'Unlock Behavior, Unleash Profits' by Leslie Wilk Braksick (ISBN 0-07-135878-1).
Over the next few bullets I will try to summarize what I have retained from this interesting book:
- The ability to apply behavioral science consistently is a key distinguishing feature of great leaders. Behaviors are the key to good execution and lasting results, and they are a response to the environment or corporate culture.
- The goal is not only to change everyone else's behavior but also our own as our behaviors as leaders directly affect everyone within our organization as well as our organization's profitability
- The failure of change management programs is attributed in 31% of the cases to project management issues and in 31% of the cases to people issues The critical link between behavioral science and business results is pinpointing a few key behaviors. Those behaviors have to be defined according to the NORMS of objectivity (Not an interpretation - Observable - Reliable - Measurable - Specific) so that they can be communicated, recognized, tracked, and measured. Those behaviors need to be aligned in the different departments. To implement a change you need to know the antecedents, behavior, and consequences (ABC). Consequences have 4 times more impact (80%) on behaviors than antecedents (20%). Antecedents backed up by consequences will produce the greatest challenges. The most powerful consequences are either PIC (positive-immediate-certain) or NIC (negative-immediate-certain). Discretionary effort is often a result of PIC consequences. NIC consequences often lead to mere compliance. Absence of PIC/NIC often lead to behavior extinction. Ways of providing consequences are feedback (positive or constructive - deliver them in a 4:1 ratio - this is also the most powerful motivator of performance and a key to coaching), tangible items (here remember that beauty is in the eye of the beholder) activities, or work processes. Effects of consequences: Positive reinforcement (key to discretionary effort), negative reinforcement, punishment, or extinction.
- Managers must invest time in providing frequent, timely (key to maximizing its impact), and pinpointed feedback to their direct reports Coaching is how one delivers feedback, based on observing, analyzing performance, and delivering feedback (constructive and positive) Shaping is about perfecting a chain of behavioral steps through the systematic application of positive reinforcement. Each step should be challenging but realistic. Behaviors closer to the goal need to be more positiviely reinforced.
Finally! Tools for Change Management!.......2005-08-27
At last someone has provided a resource for the change agents of the world to learn and apply! Dr. Braksick's book provides a wealth of understanding around behavior---and more importantly tools that finally allow practioners the ability to understand and change those behaviors. If you are a Six Sigma practioner trying to change behavior, this book is a must! This book was part of the core material used at JP Morgan Chase during its Six Sigma deployment (2001-2004).
CEO Technology Firm.......2002-10-22
Amazingly insightful book, understanding behavior is the secret to becoming a successful leader. Leslie's ability to help the reader understand how to apply the concepts of behaviorism is world class. This book is extremely well written. The examples bring the concepts to life and you walk away with a meaningful understanding of how to apply behavioral principles in business. This book was clearly written by someone who applies the concepts in taking on real business challenges.
Supplies Missing Link.......2002-04-14
This is an outstanding book that supplies the missing link to implementing strategy. People make all organizations function effectively and efficiently, and it is an element many managers overlook when implementing strategy. Managers need to identify the behaviors necessary to fulfill strategy, and then align the reward system with these behaviors. Another important point was the impact managers have on the people in their organizations. Managers possess tremendous power as a result of their position/rank on the organization chart, and they need to be more cognizant of how their actions impact people ranked lower in the firm.
Average customer rating:
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The Family Business Leadership Handbook
Editor Stephen D. Solomon
Manufacturer: Family Business Publishing Company
ProductGroup: Book
Binding: Paperback
 Leadership
| Management & Leadership
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Look Inside Business Books
| Trip
| Specialty Stores
| Books
ASIN: 0967374529 |
Book Description
The Family Business Leadership Handbook is the complete resource for improving leadership skills and developing leaders in both family and business. It is specifically designed to help business owners unleash the power that strong leadership can bring to a family company.
Some of the questions covered:
How can you communicate your energy and excitement to every person throughout the organization?
How can you build loyalty that abides through good times and bad?
What are the best ways to develop the leadership talents of successors?
How do you motivate change in a firm that needs to stay competitive?
What are the special leadership requirements in a sibling- or cousin-owned company?
The Family Business Leadership Handbook provides cogent, expert answers to these and scores of questions relating to how every family company can grow stronger and more successful through better leadership. Prepared by the editors of Family Business, the authoritative quarterly magazine for managers of family companies, the Handbook is focused resolutely on the future. Comprehensive and to-the-point, it is designed to help lead family businesses to new levels of performance in the decade ahead.
Average customer rating:
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The change leadership journey
Eileen M Russo
Manufacturer: HRDQ
ProductGroup: Book
Binding: Unknown Binding
Human Resources & Personnel Management
| Industries & Professions
| Business & Investing
| Subjects
| Books
Leadership
| Management & Leadership
| Business & Investing
| Subjects
| Books
Organizational Change
| Organizational Behavior
| Business & Investing
| Subjects
| Books
ASIN: B0006RNBEE |
Books:
- The Ernst & Young Guide to Performance Measurement For Financial Institutions: Methods for Managing Business Results Revised Edition
- The Great Bust Ahead: The Greatest Depression in American and UK History is Just Several Short Years Away. This is your Concise Reference Guide to Understanding Why and How Best to Survive It
- The Gregg Reference Manual
- The Impact Zone: Mastering Golf's Moment of Truth
- The Only Three Questions That Count: Investing by Knowing What Others Don't
- The Options Course Workbook: Step-by-Step Exercises and Tests to Help You Master the Options Course (Wiley Trading)
- The Quest for Character
- The Sacred Romance: Drawing Closer to the Heart of God
- The Secrets of Economic Indicators: Hidden Clues to Future Economic Trends and Investment Opportunities
- The Six Sigma Handbook: The Complete Guide for Greenbelts, Blackbelts, and Managers at All Levels, Revised and Expanded Edition
Books Index
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A Survival Guide to the Stress of Organizational Change
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Firing Up Commitment During Organizational Change: A Handbook for Managers
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