Book Description
Praise for RESULTS RULE!
"What on earth could pre-thawed turkeys, Eva the dolphin, and toothpaste tubes squeezed from the middle have to do with the success of your business? Everything. Results Rule! is that rare business book that you can't put down, and you shouldn't, because the lessons within aren't just helpful, they're vitally important. Don't put Results Rule! on the stack of books you mean to read soon. Buy it, take it home, and read every word before your competitor does."
--Joe Calloway, author of Indispensable: How to Become the Company That Your Customers Can't Live Without
"Most business books give you everything you need and want to do, except the only thing that matters--getting results. This book is well written, with great examples, stories, and real advice that will actually show you how to improve your results. Buy it--read it--heed it--and watch your results improve."
--Larry Winget, author of Shut Up, Stop Whining & Get a Life
"Results Rule! delivers practical ideas that will keep your organization on course for success in a competitive marketplace. Randy Pennington offers ideas that work if you are on the frontline or in the executive suite. He has nailed the essence and importance of culture."
--Howard Putnam, former CEO, Southwest Airlines author of The Winds of Turbulence
"If you hate your competition, it's because they're beating you. If you want your competition to hate YOU--read Randy Pennington's book, and give it to all your people."
--Jeffrey Gitomer, author of The Little Red Book of Selling
"Six rock solid concepts plus real examples in a quick and easy read equal real results. A guide to differentiating your organization in the marketplace."
--M. Cass Wheeler, CEO, American Heart Association
"Randy's business savvy and expertise are evident throughout this book. His thoughtful analyses produce vital points for any business that wants to grow and thrive in the twenty-first century."
--Nido Qubein, President, High Point University Chairman, Great Harvest Bread Company
"In a very engaging, quick read, Randy Pennington cuts through the hype of most management bestsellers to propose a deceptively simple premise--a culture that never loses focus on the desired result and always wins. Pennington takes you by the hand and shows you how to take an honest look at your own organization, then act immediately to create and nurture a culture that achieves results day in and day out. Results Rule! is one of those rare books you'll keep close at hand for years to come."
--Marci Armstrong, PhD, Associate Dean, Masters Programs Cox School of Business, Southern Methodist University
Customer Reviews:
Results Rule!: Build a Culture That Blows the Competition Away.......2007-01-15
Very no-nonsense book for those who are accountable for making things happen in the organization. Very direct and to the point advice. A quick, must read for all executives.
Why there are so many unsuccessful companies........2006-08-24
The thing that I liked best about this book was it's emphasis on employees. It's employees that make the business work. The Fortune 1 company is Wal-Mart. I know a lot of people who say they won't shop at Wal-Mart because of their policies towards women, they don't pay enough, their health insurance is poor, or whatever. I hear all kinds of stories about big law suits against the company. I also know a lot of people who work at the local Wal-Mart. I ask them and they universally reply, 'best job I ever had, best company I ever worked for.' I bought some tires there (30% less than the tire company across the street). A month later I saw the lady that sold me the tires in the supermarket. She asked how the tires were doing.
That's the kind of culture that this book is talking about. Wal-Mart has it, UPS has it - not the same but a good culture, Southwest Airlines has it. The Post Office, you gotta be kidding.
No two companies are going to build the same culture. You have to develop your own that works for you. This book mostly talks about how a series of companies have built a culture that works for them.
Right on Target.......2006-06-30
I have worked with many companies who do all the regular management tricks (TQM, lean, reward results, etc.) well and still find themselves falling behind relative to today's global competitors. Pennington is right on target with his advice that culture is the most influential driver of behavior, and the only one that can encourage and support corporate innovation. He has many excellent examples, including non-profits and government, and he incorporates practical principles that apply to the kind of culture needed for both higher performance and innovation. My only disappointment is that his advice is mostly in the form of basic principles, and I believe many managers will have a difficult time knowing how to apply those principles to transform their organizations. Still, there is precious little practical material on this important topic out there--despite the huge numbers of business books released every year. Thus, in this new "flat" world, where all companies need to be innovative to sustain competitive advantage, this book stands above the crowd.
Great, practical advice!.......2006-05-31
Entertaining and easy to read with priceless information. This book is a must read for people in organizations of any size.
Results Rule! Build a culture that blows away the competition.......2006-05-16
This book is built around a unique vision of high-performing organizations. It is easy to read and has lots of managerial prescriptions for the professional practitionier. His use of vivid examples of "heros" who created powerful cultures in their own firms is eye-opening.
John W. Slocum, Jr.
Author, The Smarter Organization
Book Description
"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
Customer Reviews:
Starting is Much Easier Than Staying the Course: Here's How.......2001-12-06
There are several outstanding books on the general subject of Six Sigma and Eckes has written two of the best. Previously in The Six Sigma Revolution, he examined major corporations such as Motorola and GE in which Six Sigma programs really did create revolutions which continue as I compose this review. These are properly acclaimed successes. Of course, little (if any) attention has as yet been devoted to those organizations which initiated and then later abandoned Six Sigma programs. The reasons for doing so vary, of course, but most can be classified within two categories of resistance to change: cultural and technical. As O'Toole brilliantly explains in Leading Change, it is a formidable task to overcome what he characterizes as "the ideology of comfort and the tyranny of custom." In this volume, Eckes suggests all manner of strategies and tactics by which to overcome resistance and then sustain Six Sigma programs, once launched. Correctly, he stresses the importance to an organization of achieving a "balance" between its culture and its technology. Moreover, at a time when change is (literally) the only constant and occurring at an ever-increasing velocity, its is also a formidable challenge to maintain the proper balance of the two. For many years, I believed that most people fear change. I no longer believe that. Rather, I have become convinced that most people fear the unfamiliar. Hence the importance of constant and effective communication between and among everyone involved. Eckes suggests that this book will show his reader how to "Create the need for Six Sigma" but, in fact, the need probably exists already so there is a need to help everyone recognize that need and appreciate the importance of responding to it. Therefore, Eckes also shows his reader how to "Shape a vision of Six Sigma so that employees understand the desired results and new behaviors of a Six Sigma organization." Also, he shows the reader how to "Mobilize commitment to Six Sigma and overcome resistance" which is inevitable. Only then can any organization change its systems and structures "to support the new Six Sigma culture." Next: "Measure Six Sigma cultural acceptance" and "Develop Six Sigma leadership." All of these components are absolutely essential, difficult to integrate, and even more difficult to sustain in appropriate balance. In this volume, Eckes explains how and he does so with precision and eloquence.
In recent years, I have become more involved in Six Sigma or process improvement programs which vary somewhat in terms of their design and scope but all of which encountered several of the "pitfalls" which Eckes discusses in Chapter 8:
1. Feeling obligated to achieve quick success
2. Clogging up agendas with competing distractions
3. Having unrealistic time frames
4. Ignoring previous quality efforts
5. Conducting poor Six Sigma cultural planning and follow-through
6. Delegating (i.e. dumping) cultural development or seeing it as a one-time event
7. Not having appropriate cultural goals or objectives
8. Not allowing for unexpected interruptions
9. Allowing false or cosmetic positive readings to suggest authentic cultural transformation has been achieved
10. Underestimating resource allocation
Of course, whether or not involved with Six Sigma initiatives, any organization can experience some or even all of these "pitfalls." In this book, Eckes offers sound, street-smart advice on how to avoid them. Time and again, he places great emphasis on the importance of cultural values by which everyone involved in a Six Sigma can be guided and, when under duress, sustained. Herb Kelleher has this in mind whenever he explains what Southwest Airlines competitive advantage is: "Maintaining excellent customer service involves a process of getting people to understand the importance of it to them in their daily lives as well as in others'. We were a little concerned as we go bigger that maybe some of our early culture might be lost so we set up a culture committee whose only purpose is to keep the Southwest Airlines culture alive. Before people knew how to make fire, there was a fire watcher. Cave dwellers may have found a tree hit by lightning and brought fire back to the cave. Somebody had to make sure it kept going because if it went out, there would be serious problems. That cave dweller was the most important person in the tribe. I said to our culture committee, `You are our fire watchers, who make sure the fire does not go out. I think you are the most important committee at Southwest Airlines.' I really do believe that to be the case." This is precisely what Eckes means by "culture" in this book. For everyone in any organization already embarked on a Six Sigma program or now considering one, this is a "must read."
Making Six Sigma Last Is The Best Of Strategic Excellence!.......2001-11-24
The new book: Making Six Sigma Last, by Mr. George Eckes, is the the most comprehensive and excellent road map to reach corporate cultural excellence.
The previous book by Mr. Eckes: The Six Sigma Revolution, successfully teaches us the way to implement the tactical component of Six Sigma: process management excellence.
The current book is the only book to date that offers a complete process to achieve the key strategic component of Six Sigma: corporate cultural excellence.
Mr. Eckes has again produced an enjoyable, very enlightening and important Six Sigma book that is easy to read and comprehend.
It is perfect for corporate executives, managers, employees, consultants, quality practitioners, and students of best business practice.
Thank you for the opportunity to express my high regard for the outstanding book: Making Six Sigma Last.
Regards,
Marc St.James
November 24, 2001
Highly Recommended!.......2001-08-08
No one knows Six Sigma, which seeks near perfect customer satisfaction, like George Eckes, the consultant who literally wrote the book on it (The Six Sigma Revolution: How General Electric and Others Turned Process into Profits). In his second book, Eckes emphasizes the importance of molding organizational culture to generate broad acceptance of a Six Sigma initiative, using illustrative examples from his workshops. He describes ways to overcome internal resistance to change, to sell the program's benefits and to get key people as well as the masses on board. If you are launching a Six Sigma program, Eckes provides many specific suggestions of strategies you can employ. But because much of Eckes' wisdom can be applied more generally to organizational change efforts, we [...] recommend this insightful book to any executive, whether or not Six Sigma is your strategy of choice.
Best Book On How To: Create & Sustain a Six Sigma Culture.......2001-06-22
Think about it. Seriously think about it. What was the downfall of your quality endeavor? Your performance improvement plan? Your Six Sigma initiative? Was the wrong strategy used or was it the wrong tactical approach? Mostly likely it was neither your strategy nor your tactical approach. The failure was most likely do to people. Most likely your people hadn't really bought in. Buy-in from your people is necessary for an initiative such as Six Sigma to be successful. The people in your organization create your organizations' culture. How do you get cultural buy-in? How can you sustain that buy-in?
In the book Making Six Sigma Last, the author, George Eckes shows us how. Through heart-felt stories, humorous personal examples, and real business illustrations the author takes us through the process needed to create and sustain a culture that supports Six Sigma.
First we learn about Q x A = E. This powerful formula shows us that: "Q" Quality, the technical and strategic elements of a Six Sigma initiative, times "A" Cultural Acceptance, of the technical and strategic elements of Six Sigma, determines "E" the success of the Six Sigma process. Then, the author addresses resistance. We are reminded that it's a natural process for people to resist change. Eckes describes four types of resistance and offers specific strategies for overcoming each. The next chapters show how to sell it and then manage it. Now it's time to ask did it work? Did you get the cultural buy-in you were attempting? How do you know? In Making Six Sigma Last, Eckes offers a model that is used to measure the cultural acceptance within the organization or as Eckes says, "how well Six Sigma has been baked into the organization". Five case studies are used to illustrate these concepts. Then through profiles of leadership, the author shares real business examples of what worked, what didn't and why. Finally we learn how to sustain the culture that will support Six Sigma initiatives with the chapter on pitfalls: 10 things to avoid.
Making Six Sigma Last is an informative and easy read. It's effective and efficient, hallmarks of Six Sigma. The book leaves you inspired and hopeful that this stuff really can work. Don't start without it!
If you like the psychology of business, read this book.......2001-06-13
What I enjoyed most about this book was the applied "psychology of business" in other words, how to get people (organizations)to do what you want them to do and like it!
The book gives you answers to the "what if" questions that anyone trying to succeed in changing their corporate culture has. The examples and the personal tone of the book make it a fast, informative and easy read.
Book Description
Knowledge has always resided in organizations-but it wasn't until the Information Age put a premium on ideas that intellectual capital was recognized as a critical resource. Now, forces like technology, globalization, and the rise of free agency and virtual workplaces are bringing another form of "hidden" capital to the forefront.
In Good Company is the first book to examine the role that social capital-a company's "stock" of human connections such as trust, personal networks, and a sense of community-plays in thriving organizations. Written by leading knowledge management experts Don Cohen and Laurence Prusak, this groundbreaking book argues that social capital is so integral to business life that without it, cooperative action-and consequently productive work-isn't possible. The authors help today's leaders understand the nature and value of social capital, suggest ways they can encourage and enhance it, and explore how they can protect this vital but increasingly vulnerable resource in a volatile, virtual world.
Drawing on major social and economic theories, and the experiences of organizations including the World Bank, Aventis Pharma, Alcoa, Russell Reynolds, and UPS,
In Good Company identifies the social elements that contribute to knowledge sharing, innovation, and high productivity. The authors convincingly show how almost every managerial decision-from hiring, firing, and promotion to implementing new technologies to designing office space-is an opportunity for social capital investment or loss. They also reveal the benefits that derive from investments in social capital, such as greater commitment and cooperation, increased talent retention, and more intelligent responses to customer needs.
A landmark book on the critical role that relationships play in organizational success,
In Good Company helps employees at all levels recognize the power of social capital to help people work better, and make organizations better places to work.
Don Cohen is a writer, consultant, and the editor of Knowledge Directions. Laurence Prusak is Executive Director of the IBM Institute for Knowledge Management and co-author of Working Knowledge: How Organizations Manage What They Know.
Download Description
In Good Company is the first book to examine and explain the role that social capital--the value inherent in human connections, including trust, personal networks, and a sense of community--plays in the successful running of organizations. Knowledge management experts Don Cohen and Laurence Prusak identify the social elements that contribute to knowledge sharing, innovation, and high productivity--and show how nearly every managerial action can enhance or diminish an organization's social capital. Drawing on the social sciences, economics, and engaging stories from organizations including the World Bank, IBM, the New York City Diamond Trade, and UPS, this book offers practical advice on how to recognize and develop this hidden resource for employee fulfillment and economic gain.
Customer Reviews:
Social Capital is the leading edge for HR measurement- pay attention.......2006-02-16
The Information Age has put a premium on ideas and intellectual capital is more valuable today than ever. Knowledge has always resided within organizations, therefore the very sought after intellectual capital is a critical resource that resides within the employees of a company. Although these employees possess intellectual capital, with the emergence of technology, globalization, and the rise of free agency, another resource has emerged: social capital. This social capital is made-up of human connections, such as trust, networks, and a sense of community. In this book the authors share how to:
· Recognize social capital for what it is and what it is not. Understand that social capital is not about everyone liking everyone else, nor accepting everyone. It is not about being nice, or being forced to share tales of their personal lives. It is important to stay focused on what is truly social capital.
· Develop a sense of trust among employees and build trust between the employees and the firm. Learn how all social capital starts from a sense of trust.
· Allow networks and communities to develop naturally. Within networks, the authors show that social capital is strongest. Allow employees the space and time to connect.
· Encourage talk and storytelling. This is the voice of social capital. The art of conversation is discussed at some length by the authors.
· Meet the challenge of an increasing virtual world. The authors stress the importance of balancing both the virtual and real world experiences.
Work as Social Process.......2002-08-03
Why do new CEOs staff the company with their men?
Why are women under-represented un the business world?
Why could some succeed in launching and establishing new enterprises while other couldn¡¯t manage do so?
Why are the MBA degree craved, while there is no link between MBA results and future salary?
Social capital is supposed to be the answer to these questions. Social capital is widely exploited to emphasize the social nature of work: the work is the social process. Previously, corporate culture is used to point out such a nature. Organization¡¯s culture means the set of rites and rituals that give it its unique character. Culture is the ¡®way things are done around here.¡¯ The HP way, for example, the open-plan, walkabout management style laid down in the 1950s, by Bill Hewlett and Dave Packard, a style that still imbues the company today. But culture is a elusive concept. It¡¯s too soft to be managed. One executive asserted that ¡®the only culture round here is in the yoghurts in the canteen.¡¯ Nevertheless, though too soft to grasp, it¡¯s very real one. So many M&As have been botched for clashes between corporate cultures. It¡¯s real but too elusive to manage and grasp. Social capital is introduced to ground it on tangible material base. Then what is social capital? Social capital refers attributes like trust, commitment, attachment and so forth which belongs to active connections among people, in other word, network and community.
When the God decided to put a stop to human-being¡¯s first great collective enterprise, he confused their language so they could no longer understand one another, and could not carry out the joint project, Tower of Babel. Carry a heavy stone could be done without words. The real problem was the loss of understanding that cannot be mimed or diagrammed. Without common speech, the tower¡¯s planners could not have inspired others to join the project, workers could not have learned to trust each other¡¯s judgment, resolve unexpected problems together, or count on each other¡¯s help in dangerous situations. In other words, what they lost was not just common language, but the social capital which was probably more critical than the failure of information exchange.
Some schools in economics of organization characterized the firm as the flow of information. It¡¯s hard to deny. In this regard, however, corporate culture is no more than each company¡¯s idiosyncratic frame to each processing info: the firm is no more than a cybernetic system. But the firm is a social process built on community and network. Culture is what resides in community and network within personnel.
Moreover, organization¡¯s knowledge and capabilities lies not in official hierarchy but in unofficial community of practice. Most job training occurs after workers join a firm. They learn by dong on the shop floor. There is always a manual that describes how to operate a particular machine or conduct a job. As times passes, however, workers are apt to devise better ways to do the job and surpass the manual. And this is the collective process. As they work together, knowledge slowly moves from person to person. Network and community are not only the repository of corporate knowledge and capacities, but also the incubator of collaboration, especially voluntary collaboration that does not rely on external incentives. They help create and sustain our personal identities, the intrinsic satisfactions of praise, respect, and gratitude from fellow members. Those have more meaning and power than little prizes or even monetary rewards.
Now, I think, you¡¯ve got what is social capital. Above, I followed the style of the book which does not burden the reader with abstract concepts, but illustrate the picture of social capital with real world examples, to enlighten readers to the practical meaning of social capital in their own workplace. With closing the last page. I bet you get the crux and import of social capital.
I was glad someone noticed!.......2002-06-19
This is a good and helpful read. While Cohen and Prusak do tend to say a lot of things that one has a gut feeling of but has never read or heard someone say aloud about working relationships, some of it was really fascinating. They have a particularly interesting chapter on chat and storytelling and the functions those activities serve at work. The theme of the book is that organizations should invest in social capital the way they invest in other kinds of capital, but that such investments can't be faked. Workers know when the love is real, so to speak.
The writers address particularly cogent trends of telecommuting and volatile industries and how those can cause stress in organizations because they lower social capital. They had some interesting points. One thing I particularly responded to was the chapter on trust. They wrote that when someone says their organization is particularly political, what they are saying is
that there is very low trust. Another thing they wrote that really interested me is that the virtual office isn't going to succeed - and hasn't as predicted - because work is an inherently social activity. That's one of the reasons people like it and are dedicated to it. Not that many people are ever going to want to work at home in their pajamas - every single day. They also suggest that money isn't the only effective lure for new talent or retainer of current employees. They write that if talent can just be bought, it will be, but if you create high social capital in your organizations, money alone won't be able to suck the talented people from your offices.
[The book made me want to read more by Chris Argyris, who is an organizational pyschologist at Harvard, and the book "The Social Life of Information."]
Pointing Out the Intangible Values of Positive Connection.......2001-09-25
"Social capital consists of the stock of active connections among people, the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible." What is new about this book is that it applies this sociological concept to business enterprises.
As the authors point out, having more social capital inside an organization is good, but it is not sufficient to create a successful enterprise. Digital Equipment is used as an example of this point. Also, organizations can have social capital and be serving harmful ends (the Nazis are used as an example).
The authors feel that there are important limits to what free agency, telecommuting, virtual organizations, and hoteling offices can accomplish because their basis in social capital will be weaker.
On the positive side, they argue for hiring and encouraging people who fit the values and culture of the organization, and creating an environment in which social capital will build. To do this, companies should actively take steps that build trust, networks and communication through making appropriate spaces and time available, and help people learn through effective story telling.
The benefits of this approach will be better knowledge sharing, lower transaction costs, lower turnover of key employees, better coherence of action due to organizational stability and more shared understanding. You may also see more creativity if people are allowed to experience the intrinsic pleasures of making the future.
I thought that the best part of this book was in the detailed look at the various kinds of stories that organizations tell and what their purposes are. This book extended my understanding of that subject, which is an important one for communications.
The main drawback of the book is that it does not address social capital in terms of the connections between the individuals in the organization and most stakeholders (like customers, suppliers, partners, owners, lenders, and the communities the company serves). These connections are more important in those dimensions discussed in the book than the equivalent connections within the company. So this omission is a pretty significant limitation of the book.
The major secondary drawback of the book is that those who work in organizations like the ones described here with lots of social capital (UPS, SAS Institute, and J & J) will probably find little that is new. For those who are insensitive to the importance of social connections, this book will seem too amorphous and nonquantitative to change minds. If the target is to make those with low emotional intelligence become more effective and supportive, this book won't make the grade. It's preaching to the choir, without enough discipline in defining its prescriptions. For example, the book argues that cubicles with lots of sight lines are great for improving communications. But those who need quiet time and places to work for extended periods will tell you that cubicles drive them up the wall and reduce certain kinds of productivity. What's the best way to encourage both more communications and quiet thinking time when it's needed?
If you are interested in seeing lots of case histories on these subjects, you would probably enjoy the parts of The Dance of Change that focus on improving communication, trust, and connection.
After you finish this book, think about where your organization needs more trust, where you need more connections within and without the company, and how you can create a more cohesive creativity on the significant opportunities that face you.
Be open to the positive potential of the new, and help others to see it also!
Common sense, uncommon insight.......2001-05-01
If I could inflict one book on business executives this year, this would be it. In arguing that social capital within organisations has a value, and that there are ways to encourage it, the authors will not surprise most corporate infantry. But they draw together the human strands of this topic - trust, networking, the office environment, gossip - in an elegant and compelling way, and turn an insightful lens towards everyday facets of employee interaction. While the approach is scholarly, there's enough case study and anecdote to give their case a grounded authenticity. It's extremely well written, and the ideas it brings together beg for enlargement and further research.
Book Description
A practical approach to eliminating Blame, Victim Thinking, and Procrastination from our organizations and our lives. Since the answers are in the questions, this content helps each of us ask The Question Behind the Question - the QBQ.When we do this, we get better answers. By walking the high road - the path to Personal Accountability - we can achieve greater levels of excellence and leadership in our lives, both at work and at home.The ideas presented in this book are pragmatic and readily applied. Enjoy!
Customer Reviews:
Splash of cold water in the face!.......2007-09-10
This well-written book can be a smack in the face if you are not ready to face some of your own failures. It smacked me good!
The author has a concise way of writing that makes this fit his audience very well. Most readers are probably "drivers" that want to get to the point. The author does that - his bottom line is - "Shut up and take responsibility for your own actions." He didn't say that, I am paraphrasing.
What I found fascinating was the thinking process this book will send you on. You may think you are contributing mightily to your organization - and you MIGHT be. But it is also your responsibility to raise the caliber of work among everyone around you. Raise your expectations of yourself and everyone else and watch what happens.
The author does a good job of getting you to look inward and then outward. Just a very well done book.
This Book Was a Real Eye Opener.......2003-06-27
This book is worth its weight in gold. I have read many books in the area of self-improvement, and I must say this one is of the top. The author gets very personal and talks openly about his own personal accountability. Even though it was lengthy read, I did not find this book repetitive. The book is written in a style that it sounds like John is talking to you one on one. It's contains very powerful ideas, while at the same time it is extremely practical. I fully endorse this book.
Zev Saftlas, Author of Motivation That Works: How to Get Motivated and Stay Motivated &
Founder of www.CoachingWithResults.com
Powerful stuff!.......2001-05-19
Enjoyed it! Our management team has studied this book a chapter at a time for months now. It provokes great discussion and has helped us learn as individuals what responsibility is REALLY all about. There are many stories that encourage personal application. We have now switched to Miller's new book titled "QBQ! The Question Behind the Question." We're using this one for staff throughout the firm. Same powerful core content on personal accountability but a quicker read at only 115 pages. It's his "Who Moved My Cheese Version?" and is right on target with its message, speed, and impact.
Are you asking the right question?.......2000-08-22
The author assists the reader in identifying key words that may imply that the wrong question is being asked. He then provides learning steps to consider the real issues and questions in accountability. I found the book somewhat ponderous at times but also convicting. This book is suitable for management team book chapter reviews.
It's the stories that make it work!.......2000-04-16
This book is loaded with terrific stories that convey the content of Personal Accountability. Not one story is wasted. It's conversational style is a plus. The author's humor and delightful outlook on life come through, while the material is easy to read and life changing. It also applies to all people, both at work and at home. If you enjoy great sories and real life ideas, buy it.
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The Living Organization: Transforming Teams into Workplace Communities
John Nirenberg
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- Corporate Culture and the Quality Organization
- "Corporate Culture and the Quality Organization"
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Corporate Culture and the Quality Organization:
James W. Fairfield-Sonn
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Building a Total Quality Culture (50-Minute Series)
ASIN: 0899309038 |
Book Description
Most quality management programs focus on the tools that can be employed to improve quality, but the long-term results of these efforts have been mixed. The only way to ensure that quality improvement will have lasting consequences for a firm is to change the corporate culture. Having the appropriate level of technical knowledge to address quality problems is a necessary, but not sufficient, condition for realizing the hoped-for improvement. Only when the entire culture of the corporation, starting with a visionary leader and senior management, is receptive to the adoption of new tools will any substantial progress be made. Fairfield-Sonn, a management consultant and professor of management, argues that success in this endeavor depends not only on mastering the components of a quality corporate culture but on understanding how to put those components together. He describes not only what must be done to establish a quality culture but how to stage a rollout of a quality program to enhance the likelihood of the effort's long-term success. Four in-depth case studies--Fidelity Investments, General Electric, Torrington Supply Company, and Connecticut Renaissance--are presented for illustration and instruction by way of example. Geared toward executives and consultants as well as those teaching courses in production and operations management, process management, total quality management, and corporate culture.
Customer Reviews:
Corporate Culture and the Quality Organization.......2001-09-22
This book is great!! it is easy to read and makes some information that could be presented in a very complex way very understandable and applicable to managing a quality organization. This should be required reading in management courses!
"Corporate Culture and the Quality Organization".......2001-05-25
In "Corporate Culture and the Quality Organization," James Fairfield-Sonn leads readers through a journey on quality. To understand the roots of thinking on the topic of quality, the book begins with a historical perspective including the views of the early writers on quality improvement - Deming, Juran, and Crosby. Dr. Fairfield-Sonn then provides a big picture perspective on the importance of creating a quality culture as well as specifics on making quality happen. Dr. Fairfield-Sonn also discusses the emerging challenges organizations face, including nurturing a learning environment. Written in a logical, easy to follow format, the book includes relevant examples from Dr. Fairfield-Sonn's work as a management consultant.
Book Description
Reorganizing for Customer Care in Healthcare includes an overview of basic concepts in administering a customer care program, evaluating your corporate culture, encouraging your employees, using surveys, and using the internet.
Book Description
This digital document is an article from Behavioral Health Management, published by Medquest Communications, LLC on January 1, 1998. The length of the article is 2292 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Corporate compliance/corporate culture: a way to avoid having "the lawyers" run the healthcare organization.
Author: William Nolan
Publication:
Behavioral Health Management (Magazine/Journal)
Date: January 1, 1998
Publisher: Medquest Communications, LLC
Volume: v18
Issue: n1
Page: p34(4)
Distributed by Thomson Gale
Average customer rating:
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Understanding the Many Faces of the Culture of Higher Education
Manufacturer: Edwin Mellen Press
ProductGroup: Book
Binding: Hardcover
General
| Education
| Nonfiction
| Subjects
| Books
General
| College & University
| Education
| Nonfiction
| Subjects
| Books
School Management
| Education Theory
| Education
| Nonfiction
| Subjects
| Books
College
| By Level
| Education
| Professional & Technical
| Subjects
| Books
ASIN: 0773493174 |
Average customer rating:
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Organizational Culture
Peter J. Frost
Manufacturer: Sage Publications, Inc
ProductGroup: Book
Binding: Hardcover
General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Management & Leadership
| Business & Investing
| Subjects
| Books
| Business Ethics
| Consolidation & Merger
| Decision-Making & Problem Solving
| Distribution & Warehouse Management
| Industrial
| Information Management
| Leadership
| Management
| Management Science
| Motivational
| Negotiating
| Operations Research
| Planning & Forecasting
| Pricing
| Production & Operations
| Project Management
| Quality Control
| Risk Assessment
| Statistics
| Strategy & Competition
| Systems & Planning
| Systems Analysis
| Teams
| Total Quality Management
| Training
Social Psychology & Interactions
| Psychology & Counseling
| Health, Mind & Body
| Subjects
| Books
Organizational Behavior
| Business Management
| Professional & Technical
| Subjects
| Books
Social Situations
| Sociology
| Social Sciences
| Nonfiction
| Subjects
| Books
ASIN: 0803924593 |
Book Description
This five-part volume has two purposes: to explore the connections between culture inside and outside organizations, and to focus on a diverse range of methodologies useful in understanding organizational symbols, rituals, language, and distribution of power. Part One focuses on theoretical discussions and analyses of organizational culture. In Part Two, the contributors distinguish the process of cultural change from the deliberate management of that process. Part Three confronts the problem of how to conduct and manage research. Part Four places organizational culture in a wider social context. Part Five looks at the future of this area of organizational study.
Books:
- Risk Management Handbook for Health Care Organizations, 3 Volume Set (American Society for Healthcare Risk Management)
- SAP(R) R/3(R) Plant Maintenance: Making It Work for Your Business
- SAS Applications Programming: A Gentle Introduction (Duxbury Series in Statistics & Decision Sciences)
- Schools That Learn: A Fifth Discipline Fieldbook for Educators, Parents, and Everyone Who Cares About Education
- Secrets of the Millionaire Mind: Mastering the Inner Game of Wealth
- Spreadsheet Modeling and Decision Analysis (with CD-ROM and Microsoft Project 2003 120 day version)
- Spreadsheet Modeling and Decision Analysis (with CD-ROM and Microsoft Project 2003 120 day version)
- Spreadsheet Modeling and Decision Analysis (with CD-ROM and Microsoft Project 2003 120 day version)
- Statistics for Business: Data Analysis and Modeling (Duxbury Series in Business Statistics and Decision Sciences)
- Statistics for Management and Economics (with CD-ROM and InfoTrac )
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