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.
Book Description
We all know that people--not cash, buildings, or equipment--are the lifeblood of any business enterprise. Yet, astonishingly, there has never been a reliable way to quantify the contribution of human capital to corporate profit...until now.
In THE ROI OF HUMAN CAPITAL, Jac Fitz-enz draws on years of quantitative and qualitative research by his prestigious Saratoga Institute to provide a breakthrough methodology for measuring the bottom-line effect of employee performance. A prolific author, whose previous work includes Human Value Management, named Book of the Year by the Society for Human Resource Management, Fitz-enz has also been called "the father of human performance benchmarking."
This new book offers a rare blend of management expertise and quantitative metrics, showing executives and HR professionals how to gauge human costs and productivity at three critical levels: * Organizational (contributions to corporate goals) * Functional (impact on process improvement) * Human resources management (value added by five basic HR department activities).
With today's employee costs often exceeding 40 percent of corporate expense, measuring the value of this human capital is essential. Here, at last, is a resource that reveals how to do it and that helps managers determine how to invest most effectively in human productive potential.
Customer Reviews:
Good read for HR..........2006-11-06
... but only an average read for a seasoned Leader. Although, if you are looking for another read for the month it has some valid reminders.
Highly Recommended!.......2003-03-19
Jac Fitz-enz presents a breakthrough approach to measuring your return on investment (ROI) in human capital. This book could have been dull, dry and dusty in someone else's hands, but instead is absorbing and a pleasure to read. Using studies done by the Saratoga Institute - his own facility - and drawing upon the work of other researchers as well, the author places this new methodology in the context of today's business challenges, including e-commerce. He pinpoints satisfaction as the baseline value employees pursue, and shows how you will profit by working toward employee fulfillment. We from getAbstract highly recommend this book to those in human resources, and to managers, executives and entrepreneurs who run their own businesses.
Neet to read before talk on HR practice review and goals.......2001-10-03
This book is one of the most interesting publication come across. As a BIG 5 Consultant to implement HUman Capital Solutions, its important to have a new world picture for Human Resource. Away from the traditional practices of reporting HR performance and standard set of reports, this book highlights the new views and ideas.
It is worth to have in your bag, when you are going for a HR assignment. It impress the HR professionals...
The Human Dimension of ROI.......2000-11-14
Perhaps you have already read The 8 Practices of Exceptional Companies. Fitz-enz adds substantially to his international renown with this more recent book in which he suggests all manner of ways to measure the economic value of human capital. In the Preface, he suggests that (in business terms) human capital be described as a combination of factors such as these:
* The traits one brings to the job: intelligence, energy, a generally positive attitude, reliability, commitment
* One's ability to learn: aptitude, imagination, creativity, and what is often called street smarts", savvy (for how to get things done)
* One's motivation to share information and knowledge: team spirit and goal orientation
As Fitz-enz then explains, Chapter 1 takes the first steps toward a methodology for measuring the return on investment (ROI) of human capital. Chapter 2 launches the process of finding the ROI of human capital from an unusual "starting point": rather than begin with process improvement at the lower organizational levels, focus at the highest possible levels on "the goals of the enterprise." Chapter 3 is the "bridge" between the enterprise and the human capital management levels. Chapter 4 brings us to "the drivers of all enterprise success": people." Chapter 5 integrates the three levels (enterprise, process or function, and people), combining them "in one end-to-end system of human capital valuation reporting." Chapter 6 moves to the next level: trending and predicting. Chapter 7 dissects five of the most common human resources and human capital initiatives, demonstrating HOW to find economic value in the workings of each. Chapter 8 reports on two of the longest-term, largest-scale studies of human capital management. Chapter 9 explains what is required for an organization to take a quantum leap" over its competition. Chapter 10 provides a "compilation" of eleven "guiding principles" which serve as "The Foundation Stones of the Human Capital Measurement Pathway." And then in the final chapter, Fitz-enz brilliantly sums up the basic measurement system. Note in particular Figure 11-1 ("Composite human capital scoreboard") which provides an excellent model to guide and inform the efforts of any organization, regardless of its size or nature.
With very few exceptions, an organization's greatest assets do indeed "walk out the door" at the end of each business day. For those who are eager to measure human capital more accurately, who then wish to create for their organization a much greater return on investments in its human resources, this is an absolutely indispensable resource to help achieve those objectives.
If we don't know how to measure, we can't manage........2000-07-21
"In the closing years of the twentieth century, management has come to accept that people, not cash, buildings, or equipment, are the critical differentiators of a business enterprise. As we move into the new millennium and find ourselves in a knowledge economy, it is undeniable that people are the profit lever. All assets of an organization, other than people, are inert. They are passive resources that require human application to generate value. The key to sustaining a profitable company or a healty economy is the productivity of the workforce, our human capital...Drucker claims that the greatest challenge for organizations today and for the next decade at least is to respond to the shift from an industrial to a knowledge economy...This shift toward knowledge as the differentiator affects all aspects of organizational management, including operating efficiency, marketing, organizational structure, and human capital investment...Since employee costs today can exceed 40 percent of corporate expense, measuring of the ROI in human capital is essential. Management needs a system of metrics that describe and predict the cost and productivity curves of its workforce" (pp.1-3).
Within this general framework, Jac Fitz-Enz argues that without measurement we cannot:
* communicate specific performance expectations.
* know what is going on inside the organization.
* identify performance gaps that should be analyzed and eliminated.
* provide feedback comparing performance to a standard or a benchmark.
* recognize performance that should be rewarded.
* support decisions regarding resource allocation, projections, and schedules.
In short, he argues that "if we don't know how to measure our primary value-producing assets, we can't manage it".
On the other hand, in Chapter 1, he displays many of the management panaceas that have hit the market in the past fifty years as follows:
** 2000 ? ? ? ? ?
-Intellectual Capital-Learning Organization
-Rightsizing-Balanced Scorecard-EVA
** 1990 -TQM-Reenginering-7 Habits-Delayering
-Downsizing-Customer Service-Benchmarking
-Kaizen-Empowerment-Continuous Improvement
** 1980 -Corporate Culture-Change Management-MBWA
-Intrapreneuring-Relationship Marketing-Excellence
** 1970 -Quality Circles-Diversification-One Minute Managing
- Work Simplification-Needs Hieracchy-Statistical Process Control
- Organizational Renewal-Value Chain-Portfolio Management
** 1960 -Managerial Grid-Matrix-Hygienes and Motivators-Theory Z
-Theory X&Y-Plan-Organize-Direct-Control-Human Relations
** 1950 -Management by Objectives-Management Science-Decision Tree
I highly recommend this 'must' reading study to all executives and HR practitioners.
Book Description
In this landmark book, sociologist Viviana Zelizer traces the emergence of the modern child, at once economically "useless" and emotionally "priceless," from the late 1800s to the 1930s. Having established laws removing many children from the marketplace, turn-of-the-century America was discovering new, sentimental criteria to determine a child's monetary worth. The heightened emotional status of children resulted, for example, in the legal justification of children's life insurance policies and in large damages awarded by courts to their parents in the event of death. A vivid account of changing attitudes toward children, this book dramatically illustrates the limits of economic views of life that ignore the pervasive role of social, cultural, emotional, and moral factors in our marketplace world.
Customer Reviews:
A classic.......2006-05-07
When one begins reading about the history of childhood, one book is almost universally cited: this one. And with good reason -- it's a clear compelling study of a surprising change in the way children were viewed. Each chapter picks a particular topic (child labor, child burial, wrongful death) and amasses copious evidence to show a massive change in the way children were viewed, from purely economic actors (who aided with their parent's work) to priceless bundles of joy.
The evidence is artfully collected but hearing the same story again and again gets to be a little old. I wish that instead of simply amassing more evidence, Zelizer stepped back a little and investigated the causes of such a massive change or at least provided us with more details about her theory.
The shifting value of children.......2000-05-15
In this thoroughly researched and well-written book, Zelizer tackles a formidable and important subject: the shifting economic and social value of American children. Her point of entry into the discussion of the history of childhood rests on a clearly defined thesis: as the economic value of children decreased in the late nineteenth and early twentieth centuries, children's emotional and spiritual value gained ascendancy. Zelizar examines the vital roles of child labor and child work -- two very different, but related, concepts -- in the formation of the modern American child, neatly and compellingly charting the relationship between the nineteenth-century forebear and its twentieth-century counterpart. For example, the early twentieth-century child factory laborer represents the concept of child labor -- children who help to support their family by turning over their wages and working extra hours. The mid-to-late-twentieth-century child indulges in "child work" such as baby sitting or delivering papers, often earning an allowance he or she can keep since the object is to teach a child the values of money and responsibility. Zelizer offers explanations and rationales for such phenomena as the early twentieth-century rise of playgrounds in urban areas, the struggle of child actors to keep their hard-earned fortunes, and the history of the rise of black-market babies in the twentieth century. Zelizer's study is compelling for any reader and a must-read for anyone interested in children's history or children's literature.
Book Description
"Imagine what would happen in a work environment if people were given the freedom to act the way they really wanted to act-with courage, creativity, and independence from fear of criticism, or worse. And, when people are respected and appreciated, they want to contribute even more, to rise to their true potential. I call that kind of place-a place where people act heroically-a Heroic Environment."
It may sound impossible, but it's not. In A Journey Into the Heroic Environment, author Rob Lebow uses the simple story of two strangers meeting on a train journey to simply and comprehensively diagram the journey toward a new measure of transparency, communication and common focus in any work environment, regardless of size. Key to this vision is the concept of Shared Values, when individuals within an organization "agree to agree on what certain values mean to them personally." The openness, trust and respect that would follow would ensure greater job satisfaction and performance levels. The end result will be an increase in morale and productivity company-wide, and a clearer focus on the goals and outlook of your organization.
Already in its third edition, A Journey Into the Heroic Environment is a trusted and proven tool for providing satisfaction in the workplace and increasing overall productivity.
Customer Reviews:
Shows how anyone can influence an entire work environment.......2005-02-07
For twenty years Rob Lebow headed the Lebow Company in Bellevue, Washington, an organization dedicated to creating a people-based "operating system" as a new global standard for the work environment. In this newly revised and expanded third edition of A Journey Into The Heroic Moment: A Personal Guide To Creating A Work Environment Built On Shared Values, corporate mentor Rob Lebow shows how anyone from a line worker to a corporate CEO can influence and change the culture of an entire work environment. The key is in utilizing critical concepts (backed by academic research) that connect job satisfaction with performance. These concepts are what the author refers to as "shared values". Of special note is the new section on "Personal Workstyle Assessment". A Journey Into The Heroic Moment is wonderfully accessible reading and enthusiastically commended to the attention of anyone in a business environment, especially those charged with the responsibility for enhancing productivity and efficiency within the workforce.
Book Description
Many business books point to certain values or habits to be practiced and cultivated. But we need more than abstract principles to guide us in the pursuit of good business. More significantly, we need a genuine experience of the dynamic presence of God at work in our work.Businessman and CEO John Beckett calls us to the transformation of the workplace into a place where the kingdom of God is experienced. Through sharing his own story, as well as looking to biblical and modern-day examples, Beckett offers role models that serve as companions on the journey to faithful and fruitful work. Drawing on a lifetime of wisdom and business acumen, Beckett invites us to enter into the privilege of working in active partnership with God himself.Join the international movement of those whose faith is transforming their work. Master your Mondays by bringing them under the realm of the Master.
Customer Reviews:
Not Just Theory.......2007-03-11
I've read some great stuff on leadership, but "Mastering Monday" is one of my favorites.
John Beckett is not a theorist, but a practitioner. I've actually had the privilege of visiting his plant in Elyria, OH. I was deeply impressed with the way John interacts with his employees--they're family.
John is unashamed of his faith. The Bible is his source of inspiration. His use of biblical characters as examples of both success and failure doesn't come across as preachy, but prove that the Bible is still relevant for the world of work today. Ironically, John Beckett the `businessman' cites the Bible more than most preachers who attempt 'cross-over' books on leadership for the general public.
From personal observation I can confirm that John Beckett is the same person in and out of the marketplace. His godly character is particularly evident in the kind of family he and Wendy have raised. That's true success.
Surprisingly, for a man who is not a writer by profession, John Beckett communicates with remarkable clarity and creativity.
John Beckett has shown that integrating work with faith is possible---and the dividends are worth the investment.
I like "Mastering Monday" so much that I ordered a whole box!
A Must Read For Anyone Serious About Faith & Work Integration.......2007-02-25
John Beckett has a perspective of nearly 50 years in grappling with faith and work issues. His book, Mastering Monday, gives a remarkable perspective from a Biblical and contemporary setting to understand important issues. Beckett is well versed, well travelled, and has a thoughtful spirituality.
I know of few other marketplace leaders in the world as respected as John. His book should be a primer for every markteplace ministry and every church that understands the sacredness of vocational calling. Those of us who live in vocationally driven metropolitan areas will well appreciate the clarity with which John writes on the topic of calling.
We will encourage our church and marketplace networks here in New York City to make wide usage of this invaluable resource.
Dr. Mac Pier
President, Concerts of Prayer Greater New York
Chairman, Fulton Street Anniversary Congress
Excellent Perspective for those Struggling with the Marketplace.......2007-02-08
John Beckett has accurately captured many of the struggles and tensions Christians experience daily in the marketplace. Aspects of the author's journey are common to many Christians. His chapter "Integrating two Worlds" will be a help to any Christian in the marketplace -it is an issue that continually manifests itself. The phrase "I found that my growing faith was often relevant to work issues - but the reverse was also true. Workplace issues challenged and strengthened my faith, occasionally more than I anticipated." provides an encouraging perspective. The author shares his own experiences in this realm - in a transparent way that should be encouraging to all who read.
The section "Companions on the Journey" provides a number of biblical stories and characters from which much is to be learned and applied to our work world today. These are not one size fits all stories, but the characters and illustrations the author selects will provide much to think about. This is mixed in with some stories of contemporary business leaders and recent situations they have faced and their responses.
Finally, a discussion of God's workplace agenda and what theme's the author believes are critical in this discussion. In light of some recent business failures (more specifically failures of leadership) - this section does a good job of connecting the themes to "good business". It is a reminder of what really matters - and some encouragement to have the courage to do the right things.
This is a pretty quick reading book, but I don't think it is a read once and put it on the shelf. I'm sure I'll be referring back to it every year or so to remind myself of proper perspectives and to be encouraged in my work.
Sound Business Advice.......2007-01-29
How refreshing to find someone who has a positive, creative angle on business! Whether you are a CEO or simply in the work force "Mastering Monday" is essential study to help pave the way to a fruitful and fulfilling experience for those looking for a balanced family, community and business life.
From the outset "Mastering Monday" steps right into the nitty gritty work situations that regularly grab newspaper headlines tackling issues like .... personal conflict....union confrontation....attempted takeovers....global fall-out of bad business, etc. this leads into John Beckett focusing the reader on essential management policies and practices, the need to rethink relationships, as well as the balance between work and family, employee health, safety issues, and the bottom line in the balance sheet. This book sets out a corporate roadmap that spells out vision, mission, core values and principles essential to forge a balanced corporate character of your business.
"Mastering Monday" is designed to help businesses in the work place to bridge the gap between faith in God and everyday work bringing these two worlds together. John boldly relates some well known Biblical examples of godly personalities who set the highest standards of outstanding leadership from Noah to Jesus. There is a compelling chapter spelling out the end of business where God's principles of integrity and equity are ignored. John illustrates his point with some well known examples of corporate collapse due to business excess, pride, abusing influence in the workplace and devaluing people, with the subsequent impact on the business community and society in general.
In the final chapters John lays out five rock solid structural building blocks for a business based on sound Biblical principles that transcended time and circumstances. These principles cover areas such as....a sense of purpose....core values....the importance of people....stewardship in business and what it means to serve. Again John uses practical examples of these principles which have dynamically effected many spheres of today's business world and the benefits they have brought, not only to individuals but to the community by and large.
Momentum for change is touching hundreds of corporations and organisations as they rethink how they can live out sound Biblical principles in business in seeking to integrate faith and work. This is a genuine move of God potentially changing the whole landscape of work as an integrated part of living out a Christ-centered life naturally in the business world. I would highly reccommend "Mastering Monday" to every one involved in business and management.
Noel Bell.
Retired partner of Noel Bell Ridley Smith, Architects and Planners.
Help for Christians living in the Marketplace.......2007-01-27
As a sequel to John Beckett's interntionally acclaimed LOVING MONDAYS, we're now empowered with a practical handbook to help us engage the marketplace for Jesus Christ with enthusiasm and hope, doing so effectively and with significant impact for Him -- thanks to Beckett's tried-and-proved insights. Playing on words ('mastering" = serving the Master), the author speaks to practical issues related to various facets of daily Christian discipleship. But he does so from the unque perspective of his years of leadership as one of America's most successful Christian CEOs. Yet, he writes in such a gentle and winsome manner, that anyone seeking to live faithfully for God's Son in the weekly challenges of the business world will find great encouragement, while at the same time gaining key principles on how to integrate faith and work so as to doing nothing less than bring glory to God. As far as I know (and I've spent 30 years traveling the Church worldwide) there is not another book out there today that speaks so directly and forcefully to any follower of Jesus in the markeplace the way MASTERING MONDAYS does. I highly recommend it. And while you're at it, if you haven't done so already be sure to follow it up by reading LOVING MONDAYS. To be joyful citizens of God's Kingdom in today's world, you need to experience both: the "loving" and the "mastering". The Lord Jesus deserves both. Thankfully, Beckett shows us how.
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|
Land Value Taxation: An Applied Analysis
William J. McCluskey ,
Riel C. D. Franzsen , and
R. C. D. Franzsen
Manufacturer: Ashgate Publishing
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ASIN: 0754614905 |
Book Description
This book reclaims Marx's Capital from the myth of inconsistency. An accessible account written for non-specialist readers, it shows that the inconsistencies are actually caused by misinterpretation; the recent temporal single-system interpretation eliminates all of the alleged inconsistencies.
Customer Reviews:
it helps me to understand Marx on economics.......2007-08-21
I have read a fair amount of Marxist economics over the last 40 years. During this period, I have always been puzzled by issues of time and how the period between the use of capital in producing a commodity and the time at which it is sold affects its value. This has clearly been a key aspect of the issues around the rate of profit and the transformation problem, and previous discussions of this have left me puzzled at how the authors could write what they did.
Kliman's answers, by contrast, make sense. They convince me that much of what passes as Marxist economics is deeply flawed. As a bonus for the reader, the book is extremely clearly written--which is often a sign that the writer understands the subject matter very well indeed.
I recommend it to anyone who wants to understand and/or to change the world.
sam friedman
The myth of the transformation problem.......2007-03-23
Andrew Kliman's book seeks to reclaim Marx' "Capital" as a work of internal consistency and a valid, if not necessarily correct, exposition of the Marxist Law of Value. His main opponents in this, interestingly enough, are other Marxists, and the followers of Sraffa, both of which have done everything imaginable over the past century to propagate the myth that there is a "transformation problem" between prices and values in Marxist economic theory, and that Marx needs to be 'corrected' to fix this glaring oversight.
Kliman demonstrates irrefutably that these claims are false. He shows that, for each and every 'exposé' and each and every subsequent 'solution' proposed, the same errors are at the basis of the reasoning. All of the arguments about the transformation problem rest on either dualism between price and value, which Marx nowhere supports, or physicalism (which means that profit exists as physical surplus), which is false, or simultaneism (which means that input prices and output prices have to be equal during the same production period), which is also false, or usually a combination of these things. Even well-respected Marxist economists, such as Laibman and Moseley, have fallen into this trap, and this goes for non-Marxists who have written about Marxist economics equally (Robinson and Samuelson for example).
By destroying the basis of the physicalist, dualist, simultaneist critique of Marx, and substituting for it the temporal single system interpretation (TSSI) of Marx, which allows everything Marx says in "Capital" to make sense and to be internally valid and consistent, Kliman demonstrates that the "transformation problem" has been a problem on the part of some readers, not Marx, all along, and that the reports of the death of the Marxist theory of value have been greatly exaggerated.
All of this is done wonderfully and with iron logic. The one downside of this book, as with every book by Kliman and/or Freeman, is the pointless invective aimed at their opponents and the almost paranoid tone in which the lack of positive reception on the part of Kliman et al. is discussed. Even respected Marxist colleagues, who probably agree politically and scientifically with Kliman on 99.9% of all issues, are constantly portrayed as ignorant at best and malevolent and intellectually dishonest at worst, without any proof for this at all. Kliman and the other TSSI people would probably do better to be more respectful in their refutations of their opponents, because in that way they make it a lot easier for these opponents to change their stance without feeling humiliated about it. This would be beneficial for Marxism and all of economics as a whole, since the TSSI interpretation is most certainly correct.
A Conundrum Resolved.......2006-12-17
Andrew Kliman has done all those that have an interest in the question of value as presented by Marx a big favor. He has finally given us as close to a definitive proof as we are ever likely to get that all of those that have qualified their discussion of Marx's value and transformation problems as "internally inconsistent" are simply wrong. Professor Kliman makes it very clear that proving the detractors of Marx ;on this seminal issue; were wrong does not necessarily prove that Marx was correct; it merely shows that the near global acceptance of the view of "internal inconsistency" rests on nothing else by shifting sand.
We all owe Andrew Kliman a debt of gratitude for illuminating this issue in a clear and uncluttered style.In a sense this book is way overdue. Reclaiming Marx's Capital proved to be a much more delightful read than I would have anticipated. Once you finish the book the reader feels that s/he is finally in control of all the varied elements of this puzzle, including its history.
Book Description
"I loved this simple, powerful book. You can learn how to humanize your whole organization and turn everyone into a winner. Buy it!"—Harvey Mackay, author of Swim with the Sharks Without Being Eaten Alive
Imagine what would happen in a work environment if people were given the freedom to act the way they really wanted to act—with courage, creativity, and independence from fear of criticism, or worse. Productivity, quality, job satisfaction, and company morale would all reach levels beyond expectation.
Is it possible for an individual to create such a work environment? By taking
A Journey into the Heroic Environment, anyone from the company president down to a shop-floor employee can learn the principles and practices for creating just such a setting.
A Journey into the Heroic Environment chronicles the extraordinary trip taken by a young man caught in the rut of middle management. What began as just a train ride home from a job interview turned into an incredible learning experience when he shares a compartment with a mysterious older man who shows him the secret to job satisfaction. This stranger describes the concept of shared values and the Eight Principles of the Heroic Environment®. He shows this young man how universal respect, trust, and a genuine desire to attain a goal can unify an organization and make any job the perfect one.
In this fully revised and updated edition of the book that introduced shared values to the world of business, author Rob Lebow expands this business novelette to encompass many more aspects of business life. New topics include working through disputes and differences, balancing the four corporate personality types, and the basic law of business physics. At the end of this new edition, readers can take a quiz to help them determine if they work in a Heroic Environment®.
The lessons both the young man and the readers learn along the journey are designed to serve as a road map for creating a successful organization. By following the principles presented in this book, readers can effectively turn their current job into the job of their dreams.
Customer Reviews:
20th Century Rosetta Stone for Unlocking Organizational Performance.......2006-01-12
Living in what Alan Greenspan called an era of "infectious greed" with corporate titans facing serious jail time, Ex-WorldCom CEO, Bernard Ebbers, leading the way facing life behind bars, and sobering laws in place such as the Sarbanes-Oxley Act making ethics and values increasingly important components in every organization, it would do well to learn how to help organizations create heroic environments based on higher standards of excellence. Mr. Rob Lebow, former Director of Corporate Communications for Microsoft, with over twenty years experience helping companies implement his Shared Values Process to create what he calls, a Freedom-Based Workplace, attempts to do just that for readers in his book, A Journey into the Heroic Environment.
Resurrecting an abandoned, `failed,' 1972 study, undertaken by graduate students from the social psychology department of a major United States university, with over 17 million survey responses from workers and managers in 40 countries and over 32 Standard Industrial Codes, that was not able to reveal any conclusive connection between job satisfaction and individual or organizational performance, Mr. Lebow's research team started their own investigation. Bringing a fresh perspective to the study, Lebow realized that the key to solving the mystery of overcoming cultural challenges to create exceptional levels of performance, was not going to be found in the hard numbers and statistics of the survey, but in the actual, literal comments of all the participants. Using this creative intelligence, Lebow indexed the most often addressed topics in all the discarded surveys by country. And the revelation was that all the surveys from the different countries mentioned the same subjects. This became the Lebow Company's 20th Century Rosetta Stone that finally cracked the code to the secrets of unlocking high performance that were embedded in the previously undecipherable 17 million worldwide surveys that the original research missed.
Under the scrutiny of this new lens, the Lebow research group discovered that it was Values, not job satisfaction issues, which resided at the core between performance and what managers and workers were really looking for. Lebow's research suggested that there were eight values that all people respected throughout the world regardless of race, religion, nationality, industry, gender, educational level, or organizational status. Furthermore, the Lebow research group concluded: "that these eight Shared Values...represent the major factors that contribute not only to job satisfaction and employee morale, but to an organization's performance, competitiveness, speed to change, innovation at every level, willingness to learn new things, and overall operational success. [That] this was the universal Cultural Return On Investment (ROI) linking people to performance." While the author does not mention exactly how he came to this revolutionary conclusion, he claims that the correlation between organizational performance and these Shared Values has been tested and validated with over 2,300 organizational sites. These universal Shared Values which Lebow calls The Eight Principles of the Heroic Environment ® are as follows:
1. Treat others with uncompromising truth.
2. Lavish trust on your associates.
3. Mentor unselfishly (and be open to mentoring from anyone).
4. Be receptive to new ideas, regardless of their origin.
5. Take personal risks for the organization's sake.
6. Give credit where it's due.
7. Do not touch dishonest dollars. (Be honest and ethical in all matters).
8. Put the interests of others before your own.
So that's the Big secret? Sounds like the everyday sage advice that a Corporate Yoda would give to his executive team of Jedi knights. Admittedly, this is something we all know and have heard before. They are timeless principles - psychic energy patterns memorialized in the collective unconscious - embedded in human experience itself. But how many of us actually practice these principles?
What makes this work significant is not the list of values which are bandied about at boardroom meetings and showcased on fancy plaques, but the Process ("acting Heroically is a process") that the Lebow research group has engineered in implementing these Shared Values company-wide through stories, examples, illustrations, charts, graphs, ways of communication, and sequential steps to follow. Lebow provides readers with practical tools they can use to actually practice these principles in transforming their corporate culture into a heroic environment.
So what does a `heroic environment' look like? Lebow gives us a model, a vision, to look forward to: "Imagine what would happen in a work environment if people were given the freedom to act the way they really wanted to act - with courage, creativity, and independence from fear of criticism, or worse. And when people are respected and appreciated, they want to contribute even more, to rise to their true potential. I call that kind of place - a place where people act heroically - a Heroic Environment."
I was skeptical at first with this rather rosy picture - feeling that employees given too much freedom would slack-off or go into their own little dream-world. But after finishing the book, I felt Lebow had pulled it off, in terms of providing tools that managers, employees, and consultants can use in transforming corporate culture for the better. After all, people don't get up in the morning wanting to fail; they want to feel significant - knowing they've done a job well-done.
One of the main tenets of the book is that the traditional corporate approach of solving problems from the top down is the kiss-of-death. Frontline workers need to be given autonomy, responsibility, and accountability to solve problems themselves, letting the customer's needs, rather than the company's policies, drive each transaction. To accomplish this, `only hire people you trust, but once you've hired them, trust them.' Management's role is simply to encourage people on the frontlines to experiment and explore new ideas on their own. The best way to manage is to let go and let great, not stepping in to fix problems or criticizing, but to examine the breakdown of the workflow and empowering frontline workers to make their own decisions and changes by providing them with the necessary resources.
According to Lebow, this is the only way to bring back respect to the phrase, "Made in America." He recounts how Toyota's plant workers average 50 changes every two and a half shifts, which would give most American managers a nosebleed. In America, Lebow states, fixing problems is management's job! In contrast, by empowering its frontline people to experiment, fix problems, and make continual proactive changes without fear of failure, Toyota is now financially worth more than Ford, General Motors, and Chrysler-Mercedes all put together. To put things in perspective, Lebow goes on to point out that it took Ford about nine months to make a change to their production line, while it only took Toyota three and one-half hours!
Overall, A Journey into the Heroic Environment, accomplishes its main purpose in serving as a guide to creating a Freedom-Based work environment built on Shared Values. This is not an academic book or scholarly read, nor is it a scientific journal. Use the information and The Personal Work Style Assessment (included in the book) to formulate your own hypotheses and come up with your own conclusions. The book itself, from start-to-finish, can be considered a case study in corporate transformation told in the form of a business story with a chance meeting between John, a disgruntled assistant plant manager of a telecommunications company, and Kip, a mysterious, senior executive mentor figure. The book is simple in its approach, but not simplistic; easy-to-read, but certainly not easy to implement. I highly recommend this book as a path to a rewarding journey that will open up the soul to a brave new heroic world.
ABOUT THE REVIEWER:
Sharif Khan (http://www.herosoul.com; sharif@herosoul.com) is a freelance writer, speaker, and coach. He is author of, Psychology of the Hero Soul, an inspirational book on awakening the hero within and developing people's leadership potential. Khan provides inspirational keynotes and leadership seminars to help people live heroically.
A wonderful lesson on the soul of business; and life.......2004-09-08
=Treat others with uncompromising truth.
=Lavish trust on your associates.
=Mentor unselfishly.
=Be receptive to new ideas, regardless of their origin.
=Take personal risks for the organization's sake.
=Give credit where credit is due.
=Do not touch dishonest dollars.
=Put the interest of others before your own.
Ron Lebow's highly underrated HEROIC ENVIRONMENT is a wonderful allegory that goes beyond both moralism and psychology to teach great lessons about character and true, lasting success in life. While reading his chapter on the four dominant personality traits, in fact, I found myself in a rather ironic way.
The hero is, of course, the central character/protagonist in this allegory. However, it was when I noticed an existential disagreement with the author's definition of a dissident--and how dissidents should be in essence dealt with in an organization--that I realized that my dominant personality trait is that of a Maverick. Ron Lebow (as his nom de plume character in the book Kip) describes the dissident as being "an integral part of almost every organization (page 90)." He then proceeds, however, to describe the aspects of the dissident's character and personality traits as being those that are essentially, and wholeheartedly, counterproductive to the growth and development of the organization. For him a dissident is more of, really, a codependent. While I don't know the actual etymology of the term, I do know that the word dissident comes out of the lexicon of politics, and has been historically tied to the intellectual structures of the revolutionary minded heroes that follow in their wake. Thomas Paine, Thomas Jefferson, et. al. were very much the dissidents of King George III's colonists; Gandhi's Satyagraha--philosophy of non-violent resistance--was perhaps the most dissident theology of the modern era, influencing America's great 20th century dissident Dr. Martin Luther King, Jr. With that kind of company (to say nothing of what's his name from the New Testament [smile]), it is obvious to me that when Lebow is being uncomplimentary he is not actually referring to a dissident but to a set of personality traits that are reflective of someone who exists somewhere between the dissident and his (badly used metaphor, considering the times we live in) terrorist. I would call them the wanna-be dissidents.
Like paparazzi or simple groupie narcissists are to actual movie stars, the disgruntled wanna-be dissidents, whose intuitions do pick up on the structural integrity failures of an organization but focus on it only in order to avoid looking at themselves, are always in the company of real dissidents. They use the dissident's unique set of insights, awareness and profound courage as a technique to cover up their own character failings that they'd rather not be confronted with. As far as the negative impact on an organization however-in terms of both morale and actual profits and structure, etc.-though the natural inclination would be to say the terrorist is the most destructive, with perhaps my definition of the wanna-be dissident coming next on the food chain, I would venture to say that the very philosophy of management that would cause superiors to quite easily mistake a wanna-be dissident for an actual dissident is by far more destructive than any individual. Because that philosophy and confused method of perspective is what would also cause a governing body to almost instantly confuse wanna-bes and actuals in ANY of the dominant personality traits carefully described. For example, the Hero (Jeckyll) can easily be confused with a Charlatan (Hyde), who may know how to look like a hero in an organization he has studied carefully for an undisclosed agenda. Indeed, the most repressive political regimes in the world have always been those whose governing bodies structure their security forces, propagandists and militaries to consistently go after what could otherwise be called wanna-be terrorists, as well as the actual terrorists, both away from and within their borders. Before you know it, more time and attention is given to the wanna be terrorists than the actual ones...and virtually anyone, even the hero and 9 to 5-er, can be labeled a wanna-be terrorist in the fearful climate that that produces...and usually is, while the pretender hero with charisma calls the shots. Hence, WWII Germany.
When such a fearful environment is created regarding organizations that have lost their way by those in power, you can usually bet on a few things: that a) they don't want to hear anyone tell them about it or why (what Mavericks do very well), b) they want people to create miracles within a dysfunctional paradigm that all but prevents miracles from occurring (overworking and exhausting the Heroes) and c) they are already ready to blame all of the hard working underlings for their bad executive decisions when crises occurs (why most 9 to 5-ers get downsized). The Dissident perspective, when this atmosphere has rolled in like storm clouds before a hurricane and people start worshipping false "economy" gods, is really the only one worth listening to.
The Dissident is the one in any organization who is fundamentally aware of the paradigm shift that has taken place for the worse in the organization, and also knows the one that needs to take place for its betterment--and how it should be implemented. And he/she usually figures this out sometimes as much as years before everyone else does. The true dissident, far from being an angry, jealous troublemaker, is the one who teaches the Maverick the new music; the music that he/she then plays for the hero to dance the new dance.
The dissident is the patron saint, or spiritual barometer, of the Maverick. Where the Hero of an organization may be the Heroic environment's heart, the dissident is its soul.
Ron LeBow perhaps purposely dropped the ball here, to create the Zen experience of figuring this out for yourself. Either way, HEROIC ENVIRONMENT as a whole is very refreshing and worth the half day it will take to read and soak in. Highly recommended.
A workplace reality check.......2003-09-08
An easy and non-threatening read, "Journey" outlines an approach to creating a work environment which is inspiring and built to last.
The book presents a fairly detailed model of the workplace, and some suggestions on how to transform the workplace into the Heroic variety. It should come as no great surprise that the book also recommends consulting services by the author.
I generally found the book envigorating, and came away from it with a renewed committment to a high level of personal integrity at work.
I read this book in about 4 hours, and it was worth that level of effort. I suspect that enacting the types of changes in the workplace this book describes would require quite a bit more effort.
Reads like a novel. Applications of a managment text........2000-09-24
This book is easy and fun read like one of Ken Blanchard's books.
Contains lot's of practical applications for businesses, organizations, and families living in the fast paced, changing enviroment of the 21st Century.
Although it can be read in 2-3 hours, you will probably want to re-read often.
Contains an excellent self-evaluation quiz at the end of the book.
How to make the time you spend at work worthwhile.......2000-08-10
This is a great book for anyone who's tired of office politics and petty bickering in the workplace. One of the positives about the book is that it assumes people want their work, and the time they spend at work, to mean something. The dialogue in the book is based around this optimistic foundation, and is refreshing reading for any individual or team working in today's business world. I recommend getting a copy for yourself, and talking your manager into buying one for each member of your workplace. The idea of shared values discussed in this quick read can strengthen the bonds between members of a workgroup, and make work an enjoyable experience rather than drudgery.
Book Description
Values at Work is an analysis of organizational dynamics with wide- ranging implications in an age of market globalization. It looks at the challenges businesses face to maintain people-oriented work systems while remaining successful in the larger economy. George Cheney revisits the famous Mondragón worker-owned-and-governed cooperatives in the Basque Country of Spain to examine how that collection of innovative and democratic businesses is responding to the broad trend of "marketization."
The Mondragón cooperatives are changing in important ways as a direct result of both external pressures to be more competitive and the rise of consumerism, as well as through the modification of internal policies toward greater efficiency. One of the most remarkable aspects of the changes is that some of the same business slogans now heard around the globe are being adopted in this set of organizations renowned for its strongly held internal values, such as participatory democracy, solidarity, and equality. Instead of emphasizing the special or unique qualities of the Mondragón experience, this book demonstrates the case's relevance to trends in all sectors and across the industrialized world.
Customer Reviews:
Values at Work?.......2000-06-17
With Values at Work George Cheney has made a timely and significant incursion into a number debates, including the nature of empowerment, the current infatuation with teamwork, and the social and economic effects of globalization. This is no mean feat as the subject matter of the book, ostensibly at least, addresses a limited area of specialized interest: the recent activities of the Spanish Basque region's Mondragón cooperative network. Using Mondragón as his focus, however, Cheney skilfully and persuasively comments on many issues that face us all in the early twenty first century, whether we be students of organizations or employees subject to the effects of "downsizing," teamwork, or corporate mission statements. In doing this he also neatly interweaves other secondary material from the US, New Zealand, and other parts of Europe.
Of course, in the past there has been a great deal of interest shown in cooperatives in general and in Mondragón in particular, most famously the pioneering urban ethnographer and sociologist William Foote Whyte's long-term study (Whyte and Whyte 1991). For many the heyday of cooperatives in Western capitalist economies where the 1960s and 1970s when they became identified with radical politics and workers' control movements. As studies of that period have shown (for example, Landry 1985), many of these experiments in workers' control descended into financial unviability and self-exploitation. Cheney shows us that this "degeneration thesis" was recognised by the Fabian Socialists Sidney and Beatrice Webb as early as the 1890s but he also notes that degeneration is not the inevitable destiny of all cooperatives. Indeed, the continued viability of Mondragón is testimony to this. In fact, it is Mondragón's very longevity that makes it so interesting because it is a cooperative that has lasted long enough not only to find itself emeshed in an increasingly globalized economy but also to live through the recent explosion of interest in "participation," "commitment," and the creation of corporate "values." This observation actually makes it doubly interesting because participation, commitment and a strong value system are the very features that have always sustained Mondragón's constituent firms. The basic question Cheney wishes to address is: How have these features been transformed in the face of recent social, economic, and managerial developments?
Not unexpectedly, the straightforward nature of Cheney's basic question belies a much more complex range of contextual and explanatory issues. In this respect it is much to Cheney's credit that he has done such a good job of organizing his response to the question in a clear and comprehensible manner. As a writer Cheney is an adept stylist who works through what is sometimes difficult and diverse source material in a way that renders it intelligible to the uninitiated without ever selling it (or the reader) short. No doubt, his background in communication studies has been something of an asset here, both practically and conceptually, and he brings to the field of management and organization studies a refreshing breadth of knowledge and experience.
The main device that Cheney deploys to make sense of Mondragón's recent experiences is to separate matters into sets of internal and external pressures. Thus, external pressures relate, among other things, to the rise of consumerism and need to compete in globalized markets whilst internal pressures now include the search for greater productive efficiency through contemporary management techniques such as total quality management and teamwork. One of Cheney's key arguments is that internal pressures, formerly characterised by collectivity and democracy, have yielded to external competitive pressures and, in the process, been transformed in some way. This framework is posed against a backdrop where "values at work" (a nice double-message) are taken to have important material and ideational effects. As Cheney succinctly puts it, "When we say that someone practices what he preaches, we don't really mean that the preaching itself isn't a type of practice" (p.25).
Cheney's theoretical interests squarely lie within what the sociologist Poitr Sztompka calls the "culturalist turn" of social science where the study of axiological, normative, and cognitive matters is prioritized. In Chapter 1 Cheney provides a useful summary of previous relevant studies of values at work for readers unfamiliar with this approach as it pertains to organizations. The first problem he addresses is how to attribute "values" to an organization without committing an act of anthropomorphization. His response is to argue for (and undertake) an ethnography that examines how values are produced and reproduced, not by faceless and monolithic organizations, but by the very people who make them what they are. Take one of Mondragón's foundational ideals, that of "participation." According to Cheney we can only understand what this means in an organization if we study, "... who's in the 'loop', what people in meetings are saying, how much they're saying, how they're saying it, who's talking and who's not, what's not being said, what options are not being considered, and so on." (p.25). Although Cheney's focus is primarily culturalist in Sztompka's terms, the chapter closes by outlining the ways in which the internal and external pressures facing Mondragón intersect along social and economic dimensions in three main ways: (1) the "rational" market that is frequently used to legitimate value systems is not quite so rational as many suppose; (2) some organizations, especially cooperatives, have internal limits to growth that are not necessarily explicable using economic principles; and, (3) those very economic principles are ultimately mere stories themselves, a socially constructed discourse that is based on nothing more concrete than "values" like trust, obligation, and the sanctity of contracts.
Chapter 2 provides the main historical and contextual discussion of the book. Cheney presents the reader with an outline of what is a fascinating and salutary story of an alternative approach to successful business. Perhaps most interesting are the local cultural, social, and political factors operating in the Basque region after World War Two. Unlike many cooperative movements in other countries, Mondragón had no direct link with the organized labor movement. This is because, under General Franco's particular brand of Fascism, free and independent labor unions were effectively banned until his death in 1975 when Spain began to emerge as a modern European democracy. In the case of Mondragón this vacuum was filled by the members of the Catholic Church. Add to this particular context the politics of Basque separatism and what you have, as Cheney points out, is a situation where values at work are closely aligned with a broader system of strong cultural values. Indeed, he attributes the longevity of Mondragón to a sense of solidarity that had dual roots in regional opposition to Franco and the "liberation theology" of certain sections of the Church. The issue that Mondragón now faces, however, is how to sustain a strong value system given that Spain has become a modern secular state operating in an increasingly globalized economy. In Chapter 3 (with assistance from Yudit Buitrago) Cheney takes individual sets of values at Mondragón and looks at how they have been transformed. Thus he examines how internationalization has created pressures for growth and increased competitiveness. He then goes on to look at how Mondragón's sense of solidarity has been affected (especially as it relates to matter of equality and autonomy) before going on explore the impact that management practices like TQM and HRM have had. Finally, he assesses the changing meaning of participation at Mondragón. In the light of these developments, according to Cheney, the important question Mondragón now faces "... is not Can they keep their core social values intact? but Do they want to?" (p.112). I think that this question is worth asking about all organizations that espouse strong value systems.
Cheney concludes his book by seeking out the practical lessons of Mondragón's recent experiences. Although he concedes that Mondragón's context is singular he also points to some more general implications for other organizations in other settings. For my money one of the most interesting is the emergence of a dual loyalty system that has accompanied the introduction of team-based working at Mondragón. Here we see a situation where the values developed by teams (cf. Barker 1999) could potentially reinforce or undermine broader value systems of the organization. It is Cheney's ability to draw out these issues and make them relevant to a wider audience that makes his book so valuable. Ultimately, it also a hopeful book: Cheney shows us that things like participation and autonomy are not unquestionably "good" things but, then again, they need not be a Troja
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Books Index
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