Training to See: A Value Stream Mapping Workshop: A Value Stream Mapping Workshop (Lean Enterprise Institute)

Training to See: A Value Stream Mapping Workshop: A Value Stream Mapping Workshop (Lean Enterprise Institute)
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Training to See: A Value Stream Mapping Workshop: A Value Stream Mapping Workshop (Lean Enterprise Institute)
Mike Rother , and John Shook
Manufacturer: Lean Enterprise Institute
ProductGroup: Book
Binding: Loose Leaf

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Learning to See Version 1.3

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The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes

ASIN: 0966784324

Book Description

P When Mike Rother and John Shook first realized the power of value stream mapping in the mid-1990s they began to offer workshops on this invaluable technique. /p

Riding The Waves of Culture: Understanding Diversity in Global Business

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Outstanding research results in clear & useful guide
Essential reading for executives - and politicians
For Business Poeple and Managers
A Great Introduction to Intercultural Understanding
Riding the Waves of Culture

Riding The Waves of Culture: Understanding Diversity in Global Business
Charles Hampden-Turner , and Fons Trompenaars
Manufacturer: McGraw-Hill
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Binding: Hardcover

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Creating the Multicultural Organization: A Strategy for Capturing the Power of Diversity

ASIN: 0786311258

Book Description

As U.S. organizations continue to explore overseas business opportunities, they will be challenged to adapt to the new market's local characteristics, legislation, fiscal regime, sociopolitical environment and cultural system. Riding the Waves of Culture shows international managers how to build the skills, sensitivity, and cultural awareness needed to establish and sustain management effectiveness across cultural borders. This revised edition is updated with new research and statistics.

More than an encyclopedia of cultures and customs, this essential guide:

Describes successful and failed cross-cultural business transactions of multinational organizations such as AT&T, Heineken, Motorola and Volvo
Offers techniques managers can use to anticipate and mediate some of the difficult dilemmas of international management
Uses country-by-country graphs, examples, and other comparisons to illustrate how different cultures regard and respond to various management approaches
Includes a CD-ROM of graphs, charts, and exercises to help readers evaluate their effectiveness as a global manager

Customer Reviews:

Outstanding research results in clear & useful guide.......2007-09-19

I was surprised to have my horizons expanded greatly though I had initially expressed skepticism at another book on diversity. On the contrary, this one contains real, practical, appropriate cultural nuances and advice on particulars for many national and cultural traditions. I heartily suggest it as a cornerstone of a modern cultural analysis of the factors that can contribute to enhancing diversity. Even though a bit dated, their research still is valuable. I cannot wait for the next edition!

Essential reading for executives - and politicians.......2006-02-26

This book is deservedly already an international management classic, and should be required reading for anybody who needs to interact with other nationalities and cultures. Hofstede got there first with his classifications of cultural dimensions, but Hampden-Turner & Trompenaars' are arguably more compelling, and - more importantly - the book is both highly readable and replete with case studies. It gives American and Northern European business people insights into why their assumptions about what motivates people from other parts of the world are wrong, and why so many US-centered initiatives founder on the rocks of unrecognized cultural differences. Send a copy to the White House!

For Business Poeple and Managers.......2005-06-30

This is a shorter, and more condensed version of the authors' earlier book 'Building Cross Cultural Competence'. In this book, the authors' target managers and business people who are looking to understand cultural differences and how to deal with them in a variety of circumstances and situations. Each chapter begins with am introduction to one of the dimensions, a discussion of how the differences manifest themselves and concludes with 'tips' on how to deal, and how to do business, with the different culture explored in that chapter.

The authors use the same six dimensions of culture introduced in their earlier work (universalism vs. particularism; individualism vs communitarism; specificity vs. diffusion; achieved status vs. ascribed status; inner direction vs. outer direction; and sequential time vs. synchronous time), but they present these dimensions in a much more accessible and simple manner with more emphasis on what each dimension actually means for business people and how it affects business-related situations.

This book has become the reference for business people and managers in the area of culture. Simple and very well written without losing credibility; this is a book that will enlighten and guide any manager in dealing with people from other cultures. While in some ways it is a 'western-centric' book (targeted to Western - especially US - managers), it remains very useful for managers from other cultures since the authors have attempted to keep the examples and discussion culturally neutral.

A Great Introduction to Intercultural Understanding.......2004-05-03

At last from Europe, a clear, concise, readable explanation of the critical dimensions of international management. It places culture in a perspective that allows for applications internationally and within the diversity of single nations.

David C. Wigglesworth, Ph.D. is an international/intercultural human resource, management, and organization consultant and president of D.C.W Research Associates International in Kingwood, Texas, USA. He can be reached at dcwigg@earthlink.net

Riding the Waves of Culture.......2003-10-02

An excellent overview of culture and cultural differences. For a more specific look at Americans, read Working with Americans (Stewart-Allen/Denslow)

Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People

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Very practical and useful
The value of being a people-centered organization
Very Interesting
The "Value" of this book is certainly "Hidden" from me......
Detailed case descriptions of high performing companies

Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People
Charles A. O'Reilly
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Hardcover

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ASIN: 0875848982

Book Description

Discover How the Best Companies Win Not By Acquiring the Right People--But By Building the Right Organization

The "war for talent" is one battle every company believes it should be waging. But while competitors are busy chasing after the same "hot" individuals, smart companies are doing something infinitely more useful and far more difficult to copy--they're building organizations that make it possible for ordinary people at every desk and cubicle in their companies to perform as if they were stars.

Blowing up the prevailing wisdom that companies must chase and acquire top talent in order to remain successful, Hidden Value argues instead that the source of sustained competitive advantage already exists within every organization. O'Reilly and Pfeffer, leading experts on organizational behavior and human resources, argue that how a firm creates and uses talent is far more important than how the firm attracts talent. The authors provide vivid, detailed case studies of several organizations in widely disparate industries--including Southwest Airlines, Cisco Systems, The Men's Wearhouse, and NUMMI--to illustrate how long-term success comes from value-driven, interrelated systems that align good people management with corporate strategy.

In a refreshing break from management tomes that force-feed superficial frameworks and trite "rules," the authors instead allow the company stories to take center stage. They guide readers in discovering for themselves how seven different firms maximize talent, why one firm hasn't fully released the hidden value in its work force, and, most importantly, how the winning companies have made it tough for competitors to imitate them. Collectively, the stories reveal a common path to success that places values before strategy, emphasizes implementation over planning, and focuses on getting the best out of all employees, not just individual stars. The authors also explore concerns or questions managers might have about how each company's experience parallels or conflicts with their own.

Providing a rare opportunity for managers to actively participate in an invaluable learning process, Hidden Value offers a customizable template for building high-performance, people-centered organizations.

Customer Reviews:

Very practical and useful.......2006-12-19

Charles O'Reilly puts out an interesting idea of how to get the most out of people with various management strategies. I worked in a human resources department for a little while and his ideas were among the more useful that I applied. The book is very well written and does a good job of holding your interest. Highly recommend.

The value of being a people-centered organization.......2006-01-27

In a McKinsey & Company's study, "The War for Talent," McKinsey found that of 200 executives interviewed 58 responded that values and culture were absolutely essential in their decision to join, stay with, or leave an organization. The authors believe that by establishing the right value system and culture, companies can make all their employees perform as if they were in the top 10% of their field. The authors further state that companies must find new ways to tap the knowledge, experience, energy, and talents of employees.

Studying several companies that the authors believed had successfully leveraged their "hidden talent," the authors summarized these 6 essential practices:
· These companies place values and culture first
· They make those values real
· They hire people that will appreciate and espouse the company's values
· They invest in people
· They share information widely
· They reward and recognize those who adhere to the company's values.

A key way to have an organization tap this hidden talent is to achieve the status of being a people-centered organization. The authors see successful people-centered organizations have 3 basic themes that are common:
· Each has a well-articulated set of values that are widely shared and act as the foundation for its management practices.
· Each has a remarkable degree of alignment and consistency in the people-centered practices that express its core values
· Each has senior management whose primary roles are to ensure that the values are maintained and constantly made real to all employees in the organization.

Very Interesting.......2005-09-21

Only on Chapter 5. Reading about the excellent practices of these companies makes me want to strive for the best for my employees, also!

The "Value" of this book is certainly "Hidden" from me.............2003-01-31

This book is merely a compilation of case studies. There are few -- if any -- check lists, tables, charts, bullet points, or step-by-step methodologies to help you implement the concepts within your own company or organization. In fact, THERE ARE ONLY 21 PAGES not dedicated exclusively to either a case study and/or an analysis of the various case studies presented within the book. Save your money and purchase "The HR Scorecard", "The Talent Solution", or "Aligning Pay and Results" instead. Very disappointing...

Detailed case descriptions of high performing companies.......2001-12-31

This book tells the story of eight extremely successful companies that manage to bring out the best in their people. The stories are detailed descriptions of the company's backgrounds, strategies, systems and management practices. The stories are also larded with quotes from the company's CEO's, HR managers and employees. Following this approach the authors provide the readers the opportunity to form their own hypotheses about the companies' successes. But the authors also present their interpretations of the case studies.

What these studies show is how these high performing companies have achieved their success by aligning their values, strategies and people. This is something which is easy to understand but hard to do. It requires consistent articulation and implementation of the values and vision and a relentless attention to detail in ensuring that all policies and practices support the company's values. In order to be able to show this kind of consistency a real belief and commitment are needed and a willingness to persevere.

This book shows how high performing companies consciously turn a lot of the conventional management wisdom upside down. For instance:

1. Contrary to what many people now think, recruiting, selecting and retaining unique talent is NOT the prime source of competitive advantage. Although these activities are important, the examples of these extraordinary companies show that it is much more important to build a culture and work system that enables all people to use their talents and develop their talents. A byproduct of this will be that your company will also be better at attracting and retaining people.

2. Values first instead of strategies. The conventional view puts competitive strategy on top and derives from that what structure is needed, what competencies and behaviors are needed and so on. The companies described here work differently. Although they do have competitive strategies these are secondary to their set of guiding values and to the alignment of these values with their management practices. In other words: they have a values-based view of strategy.

3. Respectful and trusting way of dealing with people. Many companies monitor, check and try to control employee behavior. The hidden value companies work differently. In the spirit of Douglas McGregor's book The Human Side of Enterprise, they seem to understand that if you begin by designing systems to protect against the small unmotivated minority, you end up alienating the motivated majority. So they put their people first by treating them respectfully, involving them and trusting them.

Lessons like the ones presented in this book can be found in several other books by for instance Jeffrey Pfeffer himself, David Maister and Jim Collins. What makes this book different and interesting to me is the presentation in the form of detailed case descriptions.

The HR Value Proposition
Average customer rating:

Wants HR to get an MBA, not necessarily practice HR

VERY HIGHLY RECOMMENDED BY STERN'S MANAGEMENT REVIEW.!

Buy this book

The full text on bringing HR up to date

HR as Business Partner in the New Era

The HR Value Proposition
Dave Ulrich
Manufacturer: Harvard Business School
ProductGroup: Book
Binding: Hardcover

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Human Resource Champions

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ASIN: 1591397073

Book Description

HR’s leading thinkers provide a blueprint for the future. The international bestseller Human Resource Champions helped set the HR agenda for the 1990s and enabled HR professionals to become strategic partners in their organizations. But earning a seat at the executive table was only the beginning. Today’s HR leaders must also bring substantial value to that table. Drawing on their sixteen-year study of over 29,000 HR professionals and line managers, leading HR experts Dave Ulrich and Wayne Brockbank propose The HR Value Proposition. The authors argue that HR value creation requires a deep understanding of external business realities and how value is defined by key stakeholders both inside and outside the company. They provide practical tools and worksheets for leveraging this knowledge to create HR practices, build organizational capabilities, design HR strategy, and marshal resources that create value for customers, investors, executives, and employees. Written by the field’s premier trailblazers, this book charts the path HR professionals must take to help lead their organizations into the future.

Customer Reviews:

Wants HR to get an MBA, not necessarily practice HR.......2007-02-01

If you're an HR practitioner, skip this book. If you're an external HR consultant, read it and use the terms and ideas to sell your services.

The authors want HR to get out of the HR business and into being management consultants with an HR background who solve business problems. The book encourages HR practitioners to become adept at the business by knowing its financials, customers, products, etc, so that they can solve a myriad of business problems or give input to other departments. The value proposition is that "HR aligns with the requirements of internal and external stakeholders." The example that is intended to illustrate this HR value proposition tells of an oil company with a shrinking market share, where marketing didn't take the lead on a customer survey but HR did. By doing so, HR was able to show that service was a key differentiator, thus proving HR's value to the firm. However, this isn't really HR, and most of the examples are would fall into general management consulting.

VERY HIGHLY RECOMMENDED BY STERN'S MANAGEMENT REVIEW.!.......2006-04-15

After the transactional work of HR has been automated, centralized, eliminated, or outsourced, what is left, and of greatest value, forms the core of this book. In brief, the book is about creating a business-oriented HR function. The book's springboard is a range of future-focused questions such as:
- Why does HR matter so much today?
- How can HR get line managers to be concerned about HR issues?
- What can HR do to connect with the interests of all stakeholders?
- How to create a strong line-of-sight between business strategy and HR.
- How does HR contribute to intangible value creation?
- What are the evolving roles of HR? How can HR be organized to be strategically focused?
The authors confront these challenges with clarity and insightfulness. The central message is that HR must deliver value in the eyes of line management, investors, customers, and employees.

The book is organized around an "integrated HR blueprint" consisting of five elements:
- external realities;
- stakeholders,
- HR practices,
- HR resources, and
- HR professionals)
From these the authors have set forth 14 criteria that profile an effective HR function. To bring these criteria to life the authors present a four-phase process for transforming the HR function-this process integrates and applies the book's central themes. The book is broad-ranging and compelling. We very highly recommended this work. Every HR practitioner should consider this book must-reading.'

Buy this book.......2006-03-09

These guys are amazing. Puts HR in its proper perspective of adding company value. Wonderful.

The full text on bringing HR up to date.......2006-02-23

This book is ideal for the high-level HR executive who wants to redevelop or transform an HR department into a forward-thinking, strategic part of the parent company. While all HR professionals should read it for the knowledge it offers, creating a value proposition for HR is not simple, as authors Dave Ulrich and Wayne Brockbank would be the first to acknowledge. Even the most innovative, progressive HR professionals would find this extensive menu of changes hard to activate independently. Creating an HR value proposition is an intense, all encompassing reform that requires support and direction from the top down. While HR professionals at any level can see the relevance, wisdom and potential of this new blueprint, a CEO and an HR department head would have to march together to carry out the book's mission: implementing an HR transformation totally aligned with corporate strategy. We recommend this tremendous resource to any HR manager or adviser; the higher you are on the HR totem pole, the more you need to read it.

HR as Business Partner in the New Era.......2006-02-12

The authors' formulations in The HR Value Proposition draw on their 18-year study, which involved more than 29,000 HR professionals and line managers worldwide. On the basis of this study, they have come out with value-focused criteria for HR department, which suggests actions that HR must take to achieve them. The criteria range from monitoring external business realities to creating a clear connection between HR actions and stakeholders' value.

The book's prescriptions are meant for HR professionals as well as line managers, even as it highlights the path that HR must take to earn its position in the organization. It also seeks to provide a justification as to why a company should invest in HR--a question that CFOs (Chief Finance Officers) frequently ask about the HR function.

The book has argued that for creating value for the business, it has to know what value is." This in turn necessitates understanding the external business environment. The external context impacts business realities, including realities of technology, regulatory issues, and workforce demographics.

The book no doubt gives important insights into the changing roles of HR in the 21st century, and differentiates them from those performed by HR managers a decade ago. It has succeeded in building a useful framework for aligning human resource strategy with organizational strategy so that it enables the organization to efficaciously march towards its vision. It should be read not just by HR managers but by all line managers, who are key HR managers in today's context, so that they can help in organizational capacity-building and performance excellence. The book has outlined a strategic HR agenda in a comprehensive yet lucid way. The roadmap outlined is clear and helpful for different types of readers. It contains many intriguing ideas worth experimenting by practitioners of people management, and well succeeds in outlining the practices and competencies that make a difference in leveraging people potential for realizing organizational goals. The immense experience of the two eminent authors who have built tremendous credibility for themselves for academics as well as practitioners is amply reflected in the structuring of the book. So far as HR literature for managers in concerned, it is going to be a classic and will become a dominant HR book in the next five to ten years.

Debi S. Saini
Professor of Human Resource Management
Management Development Institute
Mehrauli Road, Sukhrali,
Gurgaon-1220 001, Haryana.

And Dignity for All: Unlocking Greatness with Values-Based Leadership

Average customer rating:

A Community of Butterflies in East Peoria
Should-be-required-reading
mailed fist, velvet glove, and
James E. Despain was a Body Guarded, Union Busting Dictator
Recommended Book For Job-Seekers

And Dignity for All: Unlocking Greatness with Values-Based Leadership
James E. Despain , and Jane Bodman Converse
Manufacturer: FT Press
ProductGroup: Book
Binding: Paperback

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ASIN: 0131005324

Download Description

And Dignity for All is about leading with values, leading by example, and - in so doing - unleashing the astonishing commitment and innovation that are buried within your organization right now. Discover how Jim Despain and his colleagues used values-base

Customer Reviews:

A Community of Butterflies in East Peoria.......2003-07-20

We all know that what we (really really) believe and believe in determines what our values are; they in turn determine at least our conscious behavior. (It is human nature to resent being required to act against our beliefs and our values. Some people have died rather than doing so.) If you agree with me so far, then perhaps you will agree that the meaning of "values-based leadership" depends almost entirely on what a given leader believes. Moreover, her or his leadership behavior will be determined by those values. They could include greed, arrogance, and contempt for others or generosity, humility, and respect for others. All this seems pretty basic, indeed obvious to me. Throughout history, the range of leaders is wide and diverse. Evil leaders in the 20th century obviously include Hitler and Stalin. Other leaders contemporary with them obviously include Churchill. All three had very strong beliefs, were committed to quite specific values, and behaved accordingly. I mention all this by way of suggesting the context of the remarks which follow.

What we have here is a profile-narrative (rather than a biography) which focuses on the life and career of James Despain up to, of course, the completion of this book's manuscript. Like most of those who read this book, Despain's parents and childhood experiences had a significant impact on his values as he worked his way through the Caterpillar organization, rising to a senior-level executive position while marrying and then starting a family along the way. Of special interest and value to me are the the lessons he learned during his attempts to change the culture of the workplace in which he and his associates struggled to achieve the objective set for them by management. In time, he became an important part of the same management structure (in and of itself a culture resistant to change) and learned other lessons from his involvement with it.

The Appendix (pages 189-198) offers a series of summaries of key points. As Despain learned to his dismay, frustration, and occasional disappointment, it is far easier to formulate lists such as "Our Common Values" and "Our Common Values Leadership Guide" than it is to (a) achieve a consensus of agreement on the points listed, (b) effectively engage everyone in a collaborative commitment to the values, and finally (c) to sustain that shared commitment over an extended period of time, especially when there are serious problems to be solved. My own rather extensive experience with culture change has convinced me (and perhaps Despain) that the single greatest barrier is what Jim O'Toole characterizes as "the ideology of comfort and the tyranny of custom."

Although there are no cutting-edge ideas in this book, it does offer a comprehensive explanation of how and why effective leadership focuses on people; also and more importantly, how and why the process of value-based leadership -- if the values affirm trust, mutual respect, teamwork, empowerment, prudent risk taking, a sense of urgency, continuous improvement, and commitment to the highest quality of customer service -- can enable any organization (regardless of size or nature) to achieve "unbelievable, sustainable performance and the personal joy it brings." I agree with Despain that value-based leadership so defined can thus unlock greatness in every individual and thereby ensure dignity for all.

Those who share my high regard for this book are urged to check out David Maister's Practice What You Preach: What Managers Must Do to Achieve a High Achievement Culture, O'Toole's Leading Change: The Argument for Values-Based Leadership, Ronald Heifetz's Leadership Without Easy Answers, and Danny Cox's Leadership When the Heat's On (Second Edition).

Should-be-required-reading.......2003-06-20

First when our children are young we read them "The Little Engine That Could". This book, "And Dignity For All", is the adult version of that inspirational classic. This book should be required reading for every high school student. This knowledge could help everyone through life.

mailed fist, velvet glove, and.......2003-06-17

Having read this howler twice, three points must be mentioned:
One, the author suffers from "water walker complex"; all of the great achievements belong to he, and his followers; everyone else is simply a bit player in a supporting role.
Two, the author discovered "Japanese management" - a synonym for worker/management unity in the shared value of profitability - works, especially in Japan. This, more than anything else, was responsible for the Japanese productivity miracle, which seems to have gone flat.
Three, the author discovered you can do miracles with cheap, unskilled, foreign labor - "excellencia" - if they can be trained to do things your way. Caterpillar's Mexican plant epitomized what it seems Despain wanted for Caterpillar's manufacturing - 1920's labor laws, with 1990's manufacturing technology.
Despain's silence is telling. The strike he refers to was only one of a series of historically brutal strikes that broke the back of the UAW at Caterpillar. "My way, or the highway..."

What does Caterpillar think of Despain's program?

There's no mention whatsoever of Despain's program - or Despain - on Caterpillar's corporate website, and rightly so.

This book misses more boats than Antarctica.

"Manangement" has quickly evolved past Despain's childish programs, and his "my way or the highway" management style; his book is like reading Taylor on management.

The serious, substantive issues this book avoids are deal with in great stories, told in great detail, in other books. For the cutting edge, look to Ricardo Semler's "Maverick," which scares business faculties, and consultants, to death. Read Chapter 24, and realize the extent to which your organization chart puts the cart of form before the horse of substance. Amazon has it.

For the workable balance between worker responsibility, and corporate productivity, get Jack Stack's books, "The Great Game of Business," and "A Stake In The Outcome." Amazon has them.

THESE books discuss complex issues in clear, honest terms. They even have a philosophy, and a "Great Game Of Business" website. An outfit called DIALOG, which posted on Amazon under "Books" - search for "balanced scorecard," and their ad comes up - makes great, easy to use, Balanced Scorecard software. This software does a tremendous job of modeling the dynamic problems businesses face.

Get these books - and this software - and leave Despain in the past.

James E. Despain was a Body Guarded, Union Busting Dictator.......2003-06-10

In my opinion, You should "BUY THIS BOOK" because this is a "GREAT BOOK" of what "Should and Could be", and an Excellent "LIFE VALUES (Common Values) BASED Leadership Book". However, it DOES NOT portray True Facts of how Despain managed the East Peoria Plant, are "Nothing" like what Despain said in the book and my facts can be verified and backed up. Throughout this entire book, it talks about "Excellencia Performances and Situations", supposedly, managed by a Great People Person Leader (Despain), of which the East Peoria Plant was managed exactly the opposite. In East Peoria it was "Despain's Way" or "The Highway". I really believe Despain wanted the East Peoria Plant operated in a "Fair and have Dignity for All, Environment", yet Despain ruled as Iron Fisted Dictator with such a ferocious fist, that if you got in his way, his "AX" beheaded the best and the brilliant. It was truly "Despain's (his) Way or the Highway".

In Chapter 16, "The Struggle is On", Despain never mentions the "Breaking of the Union". Despain was --"Well Noted"-- for breaking the back of the Union in East Peoria by hiring Vance Security Guards during the strike and having 2 - 4 body guards most of the time (24-hours a day) during the 17 month 1994-1995 Union strike, and these Thugs continued to body guard him after the strike was over?? He even had guards at his house!!! These guys looked like HULK HOGAN!! This was not even mentioned in the book!! These body guards, along with around 200 other thugs hired by Caterpillar, Inc., intimidated, threatened and used bodily force to FORCE the Union People to COOPERATE in the 1994-1995 strike. Why didn't he mention the Thugs in his book, he helped hire them?? If everything was the way the book portrayed, why did he need protection? Vice President Robert Dryden did not ever have any body guards, to my knowledge, and Mr. Dryden managed manufacturing bldg's & shops, adjacent to Mr. Despain's shops, in the same East Peoria Plant in Building KK.

I believe this book reflected Bob Gordon's feelings and it is Bob Gordon who was the "Brilliant One" that Originated "The Common Values", Despain even admits this in "Gordo's Group Vision" on page 135-136. I should know, I worked for both of them. Gordon wanted to exemplify, bring out and identify the Brilliant, the Individual Thinkers, Entrepreneurs, Self Starters, and truly your Future Leaders and Superstars. But what actually took place, was opposite of this book. I believe Despain used this tactic, of the "Common Values", by this despotic dictator, to "Identify or Bring out the names of these free thinkers and individuals so he could eliminate and dispose of, what he thought was, his foes, as he broke the Union and all the free spirit of which he was trying to promote!

The descriptions and representations, throughout this book, are figments of a man's imagination, and are truly "NOT" representative of what actually took place within the walls of the East Peoria Plant, but what kind of place Despain wanted, in my opinion.

On pages 136, 191 and many others it talks of "Risk Taking" and mistakes should not be punished but made learning experiences. If his feelings toward Risk Taking were like he said in his book, why would he terminate an employee after this employee saved him an annual $1,000,000.00 cost savings/reductions by re-writing his computer manufacturing complexes in the East Peoria Tractor facility. These Common Values and value-based leaderships, described in his material, are "Great" if they are in the proper hands, however, they were never implemented, as far as I could see.

I was in the middle of my Residency for my Ph.D. at the U of I, with five classes to go, when he fired me, with no warning, no meeting, no conversation, no nothing! Is this the "Common Values" and "Values Leadership" that Despain talks about in his book? Despain, says, "There should never be any punishment for making a mistake"!! Isn't termination punishment?? Despain never one time talked with me or told me I was doing poorly, let alone enough to terminate me, because he gave me free rein to do what I thought best, just like the 1 million dollar cost savings.

Is this what Despain meant when he said we were given the freedom to do what we thought we needed to do, then terminate you without any communication, after 22 years of service to Caterpillar? These "Common Values" were ONLY COMMON to Despain!!

I felt Mr. Despain was A "True Iron Fisted", "My Way or the Highway" Despotic Dictator. I give this book 1 Star for its intent to promote "Common Values", but it truly has many "Fictional Parts"!

Recommended Book For Job-Seekers.......2003-06-04

The uniqueness of this book is how Jim Despain shares his career journey ? warts and all. It makes a great motivational read as it candidly highlights his fears in picking up a skill to not even getting his commission. He does not just spouse out management concepts; he lives his beliefs. It is surprising how down to earth he comes across. There are a few sections that are particularly memorable:

1) How Jim?s dad shot?s their family Dalmatian in the head -; the phrase ?break the rules, pay the price? really stands out
2) How Jim stands up against the union because he believes in achieving his full abilities

As a career counselor, I feel that this book is suitable for all job-seekers as it speaks out their deepest fears and rejoices their career high. It is like a career journal and is a must read for all."

Colin Ong TS...

The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value
Average customer rating:

Holistic Approach to Management

Great learning tool

The book that started it all!

A way to earn consistently higher profits

Learn how to foster loyalty in customers and within your organization

The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value
Frederick F. Reichheld , and Thomas Teal
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Paperback

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The Ultimate Question: Driving Good Profits and True Growth

Loyalty Rules: How Today's Leaders Build Lasting Relationships

Customer Loyalty: How to Earn It, How to Keep It

Improving Customer Satisfaction, Loyalty, and Profit : An Integrated Measurement and Management System

Customer Satisfaction is Worthless, Customer Loyalty is Priceless: How to Make Them Love You, Keep You Coming Back, and Tell Everyone They Know

ASIN: 1578516870

Book Description

Loyalty is by no means dead. In fact the principles of loyalty . . . are alive and well at the heart of every company with an enduring record of high productivity, solid profits, and steady expansion.
From The Loyalty Effect

The business world seems to have given up on loyalty: many major corporations now lose-and have to replace-half their customers in five years, half their employees in four, and half their investors in less than one. Fred Reichheld's national bestseller The Loyalty Effect shows why companies that ignore these skyrocketing defections face a dismal future of low growth, weak profits, and shortened life expectancy. Reichheld demonstrates the power of loyalty-based management as a highly profitable alternative to the economics of perpetual churn. He makes a powerful economic case for loyalty-and takes you through the numbers to prove it. His startling conclusion: Even a small improvement in customer retention can double profits in your company. The Loyalty Effect will change the way you think about loyalty, profits, and the nature of business.

Fred Reichheld is a Director Emeritus of Bain & Company and a Bain Fellow. He is also the author of Loyalty Rules!.

Download Description

Reichheld lays out a new "economics of loyalty" that provides a framework where the "soft" elements of business--loyalty and learning--can be effectively linked to the hard science of cash flows and cost/benefit analysis. Because of this connection, Reichheld argues, there is enormous potential for improving a company's performance by increasing customer, investor, and employee loyalty. Reichheld's research demonstrates that loyalty drives profits in direct and quantifiable ways through its impact on growth, learning, and productivity. In addition, loyalty generates a spiritual energy that powers the value creation process that is at the heart of sustained business success. In many industries, loyalty explains the differences in profitability among competitors more effectively than scale, market share, unit costs, or most other factors usually associated with competitive advantage.

Customer Reviews:

Holistic Approach to Management.......2007-07-30

I found this book very useful as I am working on a new start-up business and selecting and keeping personnel is key. In this book you find practical examples of how to do this and you see the enormous benefit it is to have loyal employees.

This is a must for anyone starting and/or working at turning a business around.

Great learning tool.......2007-01-27

This is full of great concepts that are easily put to practice with effective results.

The book that started it all!.......2007-01-14

This book above any other, rekindled my passion to fully understand the concept of 'loyalty'. Although it was written quite some time ago now, having its' genesis back in the 1980's, it remains an outstanding work on this topic.

Clearly, thinking has evolved over time and practical application of this approach has clarified and expanded our understanding of this topic, yet the book presents a strong argument for developing a deep appreciation of loyalty and it's impact on business performance.

The book is well researched. Well written. Easy to read, with a good flow. Full of interesting case studies and supporting data this publication is a must read for anyone interested in the topic.

Much attention is today being focused on Customer Loyalty yet the proposition that this book puts forward is that Customer Loyalty is only one third of the argument. Employee loyalty and shareholder loyalty both play a significant role in delivering benefits back to the corporation. Few books have expounded the proposition as thoroughly and completely as this one.

A way to earn consistently higher profits.......2006-09-02

The Loyalty Effect is an analysis of the effects of loyalty. The author, Frederick F. Reichheld, takes a rigorous looks at a variety of successful companies and finds that those "that earned superior levels of customer loyalty and retention also earned consistently higher profits" and sustainable levels of growth.

The examples and data shown in this book give a clear picture of how loyalty can be earned through strong value creation and why this leads to long-term profitability and growth. Beyond customer loyalty, the author also looks at how the right employees, the right investors and the right partnerships can add to the overall strength of a company. The evidence that Reichheld presents in support of loyalty-based management is thought provoking and compelling.

While the author himself doesn't proclaim this that style of management is a magic "cure all", Reichheld's argument is extremely convincing and the research supporting his claim is clear: loyalty makes good economic sense. People running businesses, big and small, can benefit from the ideas presented in The Loyalty Effect. I highly recommend this book.

Learn how to foster loyalty in customers and within your organization.......2006-02-21

These days it would be easy to believe that loyalty didn't matter anymore. Customers are going to shop around, employees are going to hunt for new jobs before they get downsized, and investors will be fickle about holding onto stock if its price moves even an inch. Loyalty, says a whole cadre of business gurus, is out of date and irrelevant. Not so, says author Frederick Reichheld, a director of Bain & Company. Companies like Leo Burnet and A.G. Edwards consistently pay the highest salaries, offer high value to customers at competitive prices, have the highest employee retention rates, and have the highest profitability rates. Loyal customers, employees and investors fuel a sustained cycle of growth at these companies. If you want to foster loyalty in your customers, employees and investors, Reichheld has the following advice:

· Make customer value, not profit, the goal.
· Loyal customers are more profitable than new customers. Break up the potential customer base into segments and find out which ones are more likely to be loyal. Target these customers.
· Find and keep the right employees. Getting the right customers will bring you a profit. Invest that profit in loyal employees who will continue to increase value to your customers. Companies with the highest employee loyalty consistently have the highest customer loyalty.
· Find investors with long-term perspective.
· Learn from defections. If customers or employees are leaving the company, find out why. Take actions to correct problems. Learn from mistakes.

Leading Corporate Citizens: Vision, Values, Value Added

Average customer rating:

Nothing New

Leading Corporate Citizens: Vision, Values, Value Added
Sandra Waddock
Manufacturer: McGraw-Hill/Irwin
ProductGroup: Book
Binding: Paperback

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Project Manager's Portable Handbook
Project Leadership
The Whole Brain Business Book
The Leadership Practices Inventory (LPI): Self Instructions
Achieving Success Through Social Capital: Tapping Hidden Resources in Your Personal and Business Networks

ASIN: 0072879491

Book Description

Leading Corporate Citizens, Second Edition, explores the insight, vision, values, and learning that it takes to add enough values to a company so that it becomes a leading corporate citizen. This innovative text operates at three levels of leadership: individual, organizational, and societal. The premise is that businesses operate successfully in society when they respect and are responsible to stakeholders, a balance is needed among sectors in society and with nature, and that vision and values can result in distinctive competencies that lead to value-added for companies of the 21st century.

Customer Reviews:

Nothing New.......2003-10-06

I am using this textbook for an MBA course on Social Issues in Management. Convincing MBA students of the importance of social issues is a difficult yet important task. Unfortunately this book is not up to the challenge. Its concepts are overly simple - attempting to reveal a framework in which business exists that once understood should magically reveal win-win opportunities for all stakeholders.

Career Anchors , Discovering Your Real Values

Average customer rating:

Horrbile!
Finally, a ray of light!
Discover Your Career Anchor
Discover what you want!

Career Anchors , Discovering Your Real Values
Edgar H. Schein
Manufacturer: Pfeiffer
ProductGroup: Book
Binding: Paperback

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Career Anchors: Self Assessment
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ASIN: 0883900300

Book Description

In many cases, people select a career for all the wrong reasons, and find their responses to the workplace are incompatible with their true values. This situation results in feelings of unrest and discontent and in lost productivity. To help people avoid these problems, the newly-revised Career Anchors is designed to help people uncover their real values and use them to make better career choices. This revised edition includes two new sections, "Major Stages of the Career" and "Career Movement, Progress, or Success." Instructions and other components have been revamped for clarification, the references have been updated, and the contents have been rearranged for more convenient usage in classes and workshops. Career Anchors can help you think through your career options and give you a clear understanding of:
* Your own orientations toward work
* Your motives
* Your values
* Your talents
The Career Anchors Instrument and Trainer's Manual provide a systematic way of exploring how you perceive yourself, based on your own experiences. The instrument is divided into three parts?the orientations inventory, the career anchor interview, and the conceptual material. Career Anchors will help people:
* Define the themes and patterns dominant in your life
* Understand your own approach to work and a career
* Provide reasons for choices
* Take steps to fulfill your own self-image

Customer Reviews:

Horrbile!.......2007-02-12

I ordered this book on the 9th of January and I have not received it yet, nor have I got notification of its current status. So I will be requesting my money back and will order all of my future text books from other online sellers. I will also tell the several hundred classmates that use amazon about my experience.

Thank-you,

Finally, a ray of light!.......2004-09-30

More than a detailed analysis of the book, this is about my experience with it.

Having taken various aptitude and interest tests, personality type tests, and career counselling, I was still without a clue as to what work would be satisfying for me. I have been told that with my broad range of aptitudes, broad knowledge, and variety of skills, that I "could do anything". I have been told that my abilities are both a "blessing and a curse" because the ones I'm not using will demand expression. So, I've had this tortured search for satisfying work. Meanwhile, I've done a bit of everything: technical writing, designing and building computer hardware and software, systems analysis, I even ran a factory for 5 years! But I've always wondered "where is this all getting me"? "Career Anchors" was recommended to me as a way to answer my question, and I got the book without expecting much.

But to my surprise and delight, I found that the author is the ONLY writer I've found who sees the most important factor in finding one's work is your own internal motivators. His point is that you do best what you have the most motivation to do. In my own words: when you get up in the morning, what is it that you look forward to? What gets you up and going? (He's not so informal.)

I found that my motivation is Pure Challenge!! Did anyone ever identify that anywhere else?! Now I understand why my "career" has been all over the map - everything I've tackled has been deemed by others as impossible - and I've enjoyed tackling and overcoming these challenges. That's been the thread and my motivator. Knowing this makes it much easier to evaluate opportunities and decide whether or not to tackle them.

This is not a difficult book - you can read it in two hours - but what is explained in it is so clear and easy to understand that I'm sure there is value to everyone. And nobody else that I know of is looking at careers this way. It is truly refreshing.

The worksheet exercises are comprehensive, and if you do them carefully, could take 4 to 6 hours. But the value and the benefit will be a permanent help in your job search.

Don't expect this book to solve everything, but DO expect to gain valuable insight about yourself not offered by other writers.

Discover Your Career Anchor.......2000-03-21

After reading this book and taking its quizes, I found that it was mildly informative. It provided a good start for self-insight. There wasn't a major or deep revelation for me about my career anchor or why I was so disatisfied with my present job role. This book will help you determine what your career anchor is (what motivates and stimulates you) and then it will end there. You are left in the dark with how to develop your career around your anchor. The book, however, is true to its subtitle "Discovering your real values"-- but doesn't delve into what to do after this discovery.

Discover what you want!.......1999-02-04

Have you ever wondered if you're in the right career? Well I am a trainer in a 13,000+ staff company & 10% of them don't really know why they're not satisfied with their job. Well, it's because they're in the wrong job. This book gives you exercises to help you understand more about your values and gives suggestions on how to change that. If you're in career consultant business, this is a classic book to read and adopt to your existing tools.

Inside Arthur Andersen: Shifting Values, Unexpected Consequences

Average customer rating:

Well Written - Really Drives Home Impact to Those Affected but Not Involved
Surprisingly interesting book
good, workman-like explanation, approving yet critical
Great overview of what is wrong with accounting...
Very interesting prespective

Inside Arthur Andersen: Shifting Values, Unexpected Consequences
Susan E. Squires , Cynthia Smith , Lorna McDougall , and William R. Yeack
Manufacturer: FT Press
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Binding: Paperback

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Smartest Guys in the Room: The Amazing Rise and Scandalous Fall of Enron

ASIN: 0131408968

Customer Reviews:

Well Written - Really Drives Home Impact to Those Affected but Not Involved.......2005-10-22

I never thought about the thousands of people all over the world who conscientiously practised their profession but were brought down by a series of scandals by people they never knew working in offices they never dealt with. This book is the fall of Arthur Andersen from their point of view. It details the history of Arthur Andersen from its founding until the end and tries to makes sense of what happened. They do a powerful job, making the reader sensitve to the size and corporate culture of Andersen and explaining how changes in the company to accomodate the changing demand for audit services opened the door to this kind of thing to happen. If you couple reading this book with books about Enron itself, you will definitely be feeling that only the people in Anderson involved in the scandal should have been brought down. That being said, they do leave in the "smoking guns" - the former scandals that had caused the SEC to say basically, "One more time and your dead" to Andersen. Enron was the one more time. Still, this book made me think that there might have been a better way of handling it.

Surprisingly interesting book.......2005-08-23

I had to read this book for school, and as one may figure before reading an accounting book, I was planning on it being a little boring. Contrarily, this book was very good. It was written by four ex-employees of Enron and Arthur Anderson, so it is very credible.

The book progressed very smoothly, and it made me very knowledgeable on what so many of us have heard, but so few really know about.

good, workman-like explanation, approving yet critical.......2004-12-01

I read this for a writing project and found it one of the best accounts available of what happened to make this company collapse the way it did. While there is occasionally a sense of victimization running through it - the authors all worked for AA or were affiliated with it - it does not stop them from hard-hitting analysis of how a company declined from iconic status as a standard-setter to one that was, well, slowly corrupted and traducing its values (like, the authors contend, all the other big accounting firms).

What this book adds is an analysis of how AA's governance evolved, from a tightly controlled firm with a charismatic leader to a global, highly decentralised one that was impossible to govern. This was a slow, evolutionary development with consequences that no one could have foreseen. Slowly, values eroded, a culture came undone, and the result was, in many cases, a naked scramble for money. In essence, accounting became a doorway to far more lucrative consulting arrangements, and so AA began increasingly to cooperate with those it was supposed to audit as a public service and with independence and integrity (as it clearly did in the past when the firm stood for something).

Where this book is weaker is on the wider context of the economy, which the reader will have to seek elsewhere. Moreover, while the SEC scrutiny - and the indictment that killed the company - may have been unfair, there were so many scandals developing that at least one firm was slated to take a fall. It was AA, as it turned out, somewhat a scapegoat in which many many good people got hurt, but still, in retrospect, it looks very very bad. I cannot feel outrage at its demise, though I do feel sympathy.

Recommended for specialists. This ain't pleasure reading, but the story is one that needs to be told as an ethics case study.

Great overview of what is wrong with accounting..........2004-11-01

The Good: It provides a decent overview of the history of Arthur Andersen leading to the Enron debacle, and a good historical perspective of events leading to the downfall of AA. Also reaches some interesting conclusions at the end.

The Bad: Like another reviewer said, there's no in-depth "inside" look at what was going on in the Houston office, or really any explanation for the Waste Management, Sunbeam or WorldCom restatements beyond what's presented in the overview. It's not so much "Inside Arthur Andersen" as it is "The Rise and Fall of Arthur Andersen".

The Ugly: It's really far too short, and too heavily reliant on newspaper and internal AA documentation. I found a lot of things informative and enlightening about the book--but I admit I knew almost nothing about what happened before I read this book. It's a great starting point, and it raises many more questions and paths of inquiry than it does answer or solve anything.

Very interesting prespective.......2003-08-14

I was with Andersen for 8 years up until the fall of the firm. This is the first book I have read about the firm the takes a methodical look at what exactly happened at one of the most prestigous firms in the world. If you are interested in Andersen's rise to power and some insight as to what it was like inside during the fall, then its a must read.

Human Value Management: The Value-Adding Human Resource Management Strategy for the 1990s (Jossey Bass Business and Management Series)

Average customer rating:

Human Value Management: The Value-Adding Human Resource Management Strategy for the 1990s (Jossey Bass Business and Management Series)
Jac Fitz-enz
Manufacturer: Pfeiffer
ProductGroup: Book
Binding: Hardcover

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Benchmarking Staff Performance: How Staff Departments Can Enhance Their Value to the Customer (Jossey Bass Business and Management Series)
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The Roi Of Human Capital: Measuring the Economic Value of Employee Performance

ASIN: 1555422284

Book Description

Demonstrates how HR managers can play a more integral and dynamic role in their companies' growth by running human resources like a business. Shows how to shift focus from the administration of traditional personnel programs to proactive support for organizational goals.

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