Publication Date: 1999-05-05
If companies don't want to be devoured by the lions in today's knowledge-driven, competitive business arena, they must do two things -- develop and support the "best and brightest" people (their human capital), then use their other resources (financial, technological, physical etc.) to create an organization where these people can excel. This book will help develop these issues. ~Amazon
Change Is the Rule
Publication Date: 2000-05-01
Consider the metaphor of a theater. One play is in performance, even as the company prepares for a new play simultaneously. Leaders who can focus, like the director of a play, on tangible, concrete features of their organizations, can make change happenon target, on time, on budget. Solutions to problems emerge from practical actions taken to revise and communicate the vision, and modify plant, equipment, tools, processes, worker agreements, and products or services. Developing detailed daily or weekly action plans puts effective changes into motion, as change expertise becomes as second nature as running the business.
Leader to Leader
Publication Date: 1999-02-19
Leader to Leader is an inspiring examination of mission, leadership, values, innovation, building collaborations, shaping effective institutions, and creating community. Management pioneer Peter F. Drucker, Southwest Airlines CEO Herb Kelleher, best-selling authors Warren Bennis, Stephen R. Covey, and Charles Handy, Pulitzer Prize winner Doris Kearns Goodwin, Harvard professors Rosabeth Moss Kanter and Regina Herzlinger, and learning organization expert Peter Senge are among those who share their knowledge and experience in this essential resource. Their essays will spark ideas, open doors, and inspire all those who face the challenge of leading in an ever-changing environment. ~Amazon
Lightning in a Bottle
Publication Date: 2000-02-08
Full of energy and insight, David Baum sparks ideas for executives and managers to embrace change. Baum has transformed his own talents from clown and fire-eater with three circus companies to lecturer at Whartons Executive Development Program and the California Institute of Technology. (Some may readily see the similarities of working in those capacities.) Baum imparts his enlightened thoughts on leading change in over 60 vignettes with titles like, Fish in Muddy Waters, Dont Eat Your Seed Corn, and Keep to the Short List. These essays impart memorable yet practical ideas to transform an organization. ~Amazon
Making Six Sigma Last
Publication Date: 2001-05-03
"Making Six Sigma Last is the most practical and helpful resource that I have seen on this subject. George's charisma and charm spill over into this interesting and entertaining book. Using one of George's many analogies, 'this is an upper-deck shot,' and combined with his first book should become the benchmark for Six Sigma learning." -Dan Porter, Chairman and CEO, Wells Fargo Financial.
"An energetic, step-by-step exploration filled with interesting and entertaining examples of real-world business experiences. Making Six Sigma Last is a powerful action plan for managers!"-Guenter Bulk, Managing Director, GE Capital IT Solutions
Publication Date: 1998-01-30
Navigating Change brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. Including contributions from such prominent CEOs and Paul Allaire of Xerox, Jamie Houghton of Corning, and Bob Bauman, formerly of SmithKline Beecham as well as from academic experts such as Manfred Kets de Vries, Chris Bartlett and Sumantra Ghoshal, the volume captures timely and pragmatic ideas on institutional leadership and governance in the face of profound and continuous change. Successful corporate transformation requires vigilance, appetite for change, converted effort, and clarity of purpose from three distinct but interconnected parties: the CEO, the top management team, and the board of directors. This lively and collaborative collection examines all three and their roles in designing and navigating effective corporate change. The Management of Innovation and Change Series. ~Amazon
The Leader's Change Handbook
Publication Date: 1998-11-26
A Stunning Achievement in Change ManagementIn October of 1997, the nation's top business theorists and practitioners met at a conference cosponsored by USC's Leadership Institute and the Center for Effective Organizations. The group was challenged to present their most advanced ideas regarding leadership and change management. This guide is the stunning result of their collective efforts. Charged with fascinating case studies, action strategies, and unbeatable advice, The Leader's Change Handbook features fresh works by Christopher Bartlett, Michael Beer, John Kotter, David Nadler, Ron Heifetz, Susan Mohrman, Bob Quinn and other distinguished contributors. What it offers is a uniquely coherent, cutting-edge approach to leading today?s organizations -- an approach only this elite group, working together toward a common vision, could offer.
Publication Date: 1998-09-01
For many companies, the past decade has been marked by a sense of turbulence and redefinition. The growing role of information technologies and service businesses has prompted companies to reconsider how they are structured and even what business they are in. These changes have also affected how people work, what skills they need, and what kind of careers they expect. One critical change in how people work, argues Larry Hirschhorn, is that they are expected to bring more of themselves psychologically to the job. To facilitate this change, it is necessary to create a new culture of authority--one in which superiors acknowledge their dependence on subordinates, subordinates can challenge superiors, and both are able to show their vulnerability.In the old culture of authority, people suppressed disruptive feelings such as envy, resentment, and fear of dependency. But by depersonalizing themselves, they became "alienated"; in the process, the work of the organization suffered. In building a new culture of authority, we are challenged to express these feelings without disrupting our work. We learn how to bring our feelings to our tasks.The first chapters of the book examine the covert processes by which people caught between the old and new culture of authority neither suppress nor express their feelings. Feelings are activated but not directed toward useful work. The case studies of this process are instructive and moving. The book then explores how organizations can create a culture of openness in which people become more psychologically present. In part, the process entails an understanding of the changes taking place in how we experience our own identity at work and that of "others" in society at large. To do this, the book suggests, we need a social policy of forgiveness and second chances. ~Amazon