Strategic Human Resource Management (with InfoTrac )

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Strategic Human Resource Management

Strategic Human Resource Management (with InfoTrac )
Jeffrey A. Mello
Manufacturer: South-Western College Pub
ProductGroup: Book
Binding: Hardcover

General | Business & Investing | Subjects | Books
Human Resources & Personnel Management | Industries & Professions | Business & Investing | Subjects | Books
Entrepreneurship | Small Business & Entrepreneurship | Business & Investing | Subjects | Books
All Titles | Qualifying Textbooks - Fall 2007 | Stores | Books
Business & Investing | Qualifying Textbooks - Fall 2007 | Stores | Books
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ASIN: 0324290438

Book Description

Make Human Resources work for you. STRATEGIC HUMAN RESOURCE MANAGEMENT shows you how through its unique system of concept integration. Most Human Resources textbooks give you the theories without showing you the connections to real life. This textbook lets you see both sides of Human Resources: the theory and the application. That way, you'll not only get a great grade in class, you'll be on your way to success after college as well.

Customer Reviews:

Strategic Human Resource Management.......2006-11-04

The book covered a lot of ground. I believe it offered a lot of insight into the world of human resources, primarily, the challenges faced by HR today. Some highlights were the concept of valuing human assets, the implications of globalization, federal regulations, the importance of well-designed and applicable feedback systems, employee separation and compensation. Overall, it was a fairly easy read. I would recommend this book to professors, students, and entrepreneurs.

The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action

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This book Is The Best of The Best!
Effectiveness, honesty, simplicity
Overcoming Inertia - Uniting New Knowledge with Action
Packed with Knowledge!
Knowledge alone is a watseful Investment

The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action
Jeffrey Pfeffer , and Robert I. Sutton
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Hardcover

General | Organizational Behavior | Business & Investing | Subjects | Books

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ASIN: 1578511240

Amazon.com

Every year, companies spend billions of dollars on training programs and management consultants, searching for ways to improve. But it's mostly all talk and no action, according to Jeffrey Pfeffer and Robert I. Sutton, authors of The Knowing-Doing Gap. "Did you ever wonder why so much education and training, management consultation, organizational research and so many books and articles produce so few changes in actual management practice?" ask Stanford University professors Pfeffer and Sutton. "We wondered, too, and so we embarked on a quest to explore one of the great mysteries in organizational management: why knowledge of what needs to be done frequently fails to result in action or behavior consistent with that knowledge." The authors describe the most common obstacles to action---such as fear and inertia---and profile successful companies that overcome them.

Among the companies that Pfeffer and Sutton say do it right: General Electric, the Men's Wearhouse, SAS Institute, Southwest Airlines, Toyota, and British Petroleum. The book, based on four years of research, is broken into chapters with titles such as "When Talk Substitutes for Action," "When Fear Prevents Acting on Knowledge," "When Internal Competition Turns Friends into Enemies," and "Turning Knowledge into Action." Each chapter contains tips on what to do and what to avoid, and provides examples of how a lethargic company culture can be transformed. The Knowing-Doing Gap is a useful how-to guide for managers looking to make changes. Yet, as Pfeffer and Sutton point out, it takes more than reading their book or discussing their recommendations. It takes action. --Dan Ring

Book Description

The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education. Why, then, are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results.

Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear-firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place.

The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

Download Description

Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

Customer Reviews:

This book Is The Best of The Best!.......2007-07-26

This book hits the nail on the head. It's straight forward, easy to read format makes it a must read for every business leader who wants to get out from under knowing what to do and move to DOING the things that need to be done to move their organization forward!

Effectiveness, honesty, simplicity.......2006-10-24

Certainly in modern hi-tech work people need to be skilled, and know how to do their work well. But with all that knowledge, and people and systems concerned with knowledge management (and management in general), one may wonder at times why more work doesn't get done sooner. The authors of The Knowing-Doing Gap address this question. If you see parts of yourself or your work environment in these examples, it may be time to discuss it with others so you can get more work done with what you know already.

Overcoming Inertia - Uniting New Knowledge with Action.......2005-11-08

Two stellar professors use their experience and research to address the problem of organizational inertia in spite of our wide-spread and prevailing knowledge.

The premise is that a gap exists between our knowledge and the application of that knowledge in business... and that it can be closed. It cites that every year 1,700 business books are published, 60 billion dollars spent on training, 443 billion dollars spent on consulting and 80,000 new MBAs hit the business landscape... and still businesses are failing to apply the latest well-known and most viable principles and practices.

The authors break down the causes of this gap into five main reasons. After backing-up each reason with facts and examples, direct solutions are given to its remedy. Eight guidelines for action are then presented to fix this problem in your company. Case studies of business that have made huge turn-arounds using this appoach really amplify the authors' message.

This book is a great guide and loaded with ideas to getting the ball rolling in your business, non-profit organization... and dare I stretch to say your personal affairs. Knowing what to do, by itself is not enough... in businesses, churches or homes.

Application of this book's guidelines will make all of your other books, training, consulting, and manpower pay off. The tendency to just 'intellectualize' this information will be offset by your exposure to the real reasons knowledge hasn't lead to action in your experience. At least, that is the goal!

Five Stars

Packed with Knowledge!.......2005-06-20

Comedian Bill Cosby once sang a metaphorical ditty about a man who sat on the railroad tracks each day, only to be hit by a train. He knew when the train was coming, but he just couldn't apply that knowledge to get out of the way. That circumstance will sound hauntingly familiar to corporate consultants. Consider the experience of two consultants conducting deregulation research for a Latin American utility company. They stumbled over an excellent 500-page report completed years previously by a prior consultant. The document had all the information and analysis the company was seeking, but it had never been utilized. Authors Jeffrey Pfeffer and Robert I. Sutton expose the alarming gap between what senior managers know and what they actually implement. After four years of intensive research into this issue, they uncover valuable lessons on how to make sure your organization doesn't talk itself to death. Today's companies are struggling to overcome inertia and become more nimble. That's why we strongly recommend this book for managers at every level; if nothing else, you'll know what you ought to be doing.

Knowledge alone is a watseful Investment .......2004-10-10

The only book on the very important subject I know off. The authors share their views on the their a well researched topic.
The key issues in Knowing Doing gap are 1. Top management 2. The culture 3. Aura of being knowledgable 4. Focus on sounding great with less emphasis on performance 5. Faulty Measurements 6. Fear.

They also cite exeample of companies that have less of this gap by focussing on simplicity, communcation that is imlementation oriented, simple plans that work rather than complex issues such as balance score cards. They indirectly bring out the fact that Top management gap in understanding of the ground realities, has a direct bearing on knowing doing gap.

Going by their own emphasis to help readers in reducing the knowing doing gap, they could have reduced the descriptive nature of the book. They could have inserted an overview chart, showing the various symptoms of knowing doing gap in one column, ccauses, remedies, good co examples in another column. Subsequesnt revisions of this book may consider this feedback.

Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy - And Others Don't

Average customer rating:

Hot Spots is well worth a 'truffle'
The Power of Thermal Convergence
Creating a Supercharged Environment.
HOT SPOTS is key to building a strong, collaborative organization and shouldn't be missed.
How to stay "hot" in our "chilling" organizations

Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy - And Others Don't
Lynda Gratton
Manufacturer: Berrett-Koehler Publishers
ProductGroup: Book
Binding: Hardcover

Workplace | Organizational Behavior | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books
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ASIN: 1576754189

Book Description

Bestselling author Lynda Gratton?a world-renowned authority on business strategy?takes an extensive look at Hot Spots?places and times where cooperation flourishes, resulting in productivity and excitement. Now, these previously unexplained flares of ideas and innovation are thoroughly examined, as Gratton shows how to develop of Hot Spots within ones own environment.

Customer Reviews:

Hot Spots is well worth a 'truffle'.......2007-05-25

The fundamental equation "Hot Spots = (Cooperative Mindset x Boundary Spanning x Igniting Purpose) x Productive Capacity" is the organising principle of this book. All material is very well organised to illustrate and support this insight. The style is conversational and authoritative. There is a lack of pretension that is refreshing in business literature. The material is supported throughout by real life examples. My favourite is the `Truffles' initiative at OgilvyOne. There are many other examples across many industries.

Professor Gratton uses language in a way that reinforces the main messages and makes concepts memorable: `Signature Processes' describe activities that powerfully convey a company's character and passion; `Boundary Spanners' move in many worlds, share information and connect people. `Big Freeze' and `Country Club' describe sub-cultures unlikely to produce hotspots!

Appendix A contains some fabulous material to help readers interested in creating their own `hot spots' - including many diagnostic questions and ways to map your system. Go on......treat yourself....... you deserve it!

The Power of Thermal Convergence.......2007-04-21

In this volume, Lynda Gratton explains how and why "boundaryless cooperation fuels innovation...why some teams, workplaces, and organizations buzz with energy - and others don't." The business model she recommends is an "open" one. In fact, it is precisely what Henry Chesbrough brilliantly explains in Open Innovation and in his more recent book, Open Business Models. What is a "boundaryless" organization? GE is probably the most prominent example. (Curiously, there are no references in Hot Spots to Chesbrough, GE or its former CEO, Jack Welch.) According to Gratton, a "boundaryless organization" is one within which people are engaged in "purposeful conversation"; there are no barriers to communication, cooperation, and collaboration; and the organization has an ever-widening "net of involvement."

Those whom Gratton calls "boundary spanners" are very important because they break down the "walls" between in-groups and out-groups. They have a network of relationships that form a natural bridge between the two groups. (Chesbrough calls them "innovation intermediaries.") In a boundaryless organization, people feel energized and vibrantly alive. Their brains buzz with ideas as they share with others the joy and excitement of "exploiting and applying knowledge that is already known and genuinely exploring what was previously unknown." Relationships between and among those involved create a Hot Spot.

"One of the most profound insights about Hot Spots is that their innovative capacity arises from the intelligence, insights, and wisdom of people working together. The energy contained in a Hot Spot is essentially a combination of their individual energy with the addition of the relational energy generated between them." Hence the importance of (a) having a "cooperative mindset," (b) "boundary spanners," (c) "igniting purpose," and (d) sustaining sufficient "productive capacity." Gratton acknowledges that there is much of substantial value to be learned by examining best practices in exemplary companies (e.g. BP, PgilvyOne, Nokia, and Linux)but also other types of practices, notably what she characterizes as "signature processes" which embody a given organization's character. They arise from passions and interests within the organization. Whereas best practices "bring the outside in," signature processes "bring the inside out."

To Gratton's great credit, after identifying the "what" in the Introduction and Chapters 1 and 2, she focuses most of her attention on "how" and "why" in the remaining six chapters. I also appreciate the provision of information in three appendices, especially in the first ("Resources for Creating Hot Spots"). And I especially appreciate Gratton's decision to want until the final chapter before explaining how to design (or re-design) an organization in which Hot Spots "emerge." The process consists of five phases best revealed within Gratton's narrative (i.e. in context) but I do presume to suggest that Hot Spots are inevitable and can exist anywhere, both physically and electronically. The challenge is to encourage and support them without institutionalizing ("housebreaking") them. That is a very real danger, one which Bob Taylor obviously recognized when he insisted that the Xerox Corporation allow him to establish - with unlimited funding -- the Palo Alto Research Center (PARC) which those at Xerox's corporate headquarters (in Connecticut) viewed as a "renegade" think tank. In fact, Taylor and his associates conceptualized the very notion of the desktop computer, long before IBM launched its PC, and it laid the foundation for Microsoft Windows with a prototype graphical user interface of icons and layered screens. Even the technology that makes it possible for these words to appear on the screen can trace its roots to Xerox's eccentric band of innovators. It is possible but highly unlikely that any of this could have been achieved, had the research center been absorbed within the Xerox corporate culture in the 1970s.

Guided and informed by Gratton's observations and recommendations, senior-level executives will be well-prepared to provide the leadership needed to avoid or overcome barriers to innovation within their organizations by nurturing a cooperative mindset, encouraging and supporting those who are "boundary spanners," igniting purpose at all levels and in all areas throughout the given enterprise, and - as a result -- sustain sufficient "productive capacity."

Those who share my high regard for this book are urged to check out two of Gratton's earlier works, Living Strategy: Putting People at the Heart of Corporate Purpose and The Democratic Enterprise: Liberating Your Business with Freedom, Flexibility, and Commitment. Also When Sparks Fly: Harnessing the Power of Group Creativity by Dorothy Leonard-Barton and Walter C. Swap, Organizing Genius: The Secrets of Creative Collaboration by Warren G. Bennis and Patricia Ward Biederman, and Juice: The Creative Fuel That Drives World-Class Inventors by Evan I. Schwartz.

Creating a Supercharged Environment........2007-03-13

I've been involved in just a few of what Ms. Gratton calls Hot Sports. These were projects that somehow gathered together a group of people totally dedicated to success. They were good people, working at the limits of their capabilities and an amazing amount of work was accomplished in a very short time.

I had never realized that this would be the subject of academic study, or that it could be managed to occur as part of a regular business environment. Ms Gratton says that there are four criteria that must come together to make a Hot Spot work:

A cooperative mindset: when people are excited, willing, eager and able to work together
Boundary spanning: with people fromdifferent backgrounds, skill sets, and outlooks combine their expertise in new ways
Igniting purpose: there must be a question, task, vision that creates a shared goal
Productive capacity: people must be able to work together, resolve conflicts, and manage the rhythm and pace of their work.

HOT SPOTS is key to building a strong, collaborative organization and shouldn't be missed........2007-03-12

HOT SPOTS: WHY SOME TEAMS, WORKPLACES, AND ORGANIZATIONS BUZZ WITH ENERGY - AND OTHERS DON'T packs in details on what differentiates a thriving, busy organization from a stagnant one, and will find a special place in the busy manager's bookshelf as a basic reference to understanding organizational dynamics. Lynda Gratton has spent a decade uncovering and analyzing what contributes to Hot Spots: her research has uncovered four basic qualities and organization needs to support the creation of Hot Spots of excitement and cooperation. HOT SPOTS is key to building a strong, collaborative organization and shouldn't be missed.

Diane C. Donovan
California Bookwatch

How to stay "hot" in our "chilling" organizations .......2007-02-23

Lynda Gratton has done it again. An astute observer of high performing organizations, Dr. Gratton offers an alternative way to resolve the endless pursuit of the right answers to the challenging questions of business growth, employee engagement and enterprise sustainability.

Based on her rigorous research and thoughtful reflection, Hot Spots deliver a provocative message. The organizations that buzz with healthy energy and draw talent to themselves produce innovative solutions and deliver results. Those are the outcomes rather than goals. The innovative and sustainable cultures cannot be engineered; they have to be nurtured and let the hot spots "emerge." Dr. Gratton convincingly concludes that focusing on the right things such as collaborative ways of working, cultivating relationships, and motivating people through meaningful purpose, vision, and goals is what really matters.

There is a new art of leadership that is modelled in the study. It is the leadership that knows how to create the environments that become magnets of diverse talent and paradigm changing ideas.

The book is a must for those of us who want to stay relevant in the evolving 21 century organizations.

The HR Scorecard: Linking People, Strategy, and Performance

Average customer rating:

How to determine the ROI of your organization's human capital
A Wealth of Ideas
We All need it
This book is rapidly becoming an industry best practice framework
Workforce Score card

The HR Scorecard: Linking People, Strategy, and Performance
Brian E. Becker , and Mark A. Huselid
Manufacturer: HARVARD BUSINESS SCHOOL PRESS
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

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ASIN: 1578511364

Book Description

Introduces a new way of measuring and thinking about the contributions of individuals to business success.
Makes the case that the role of Human Resources is increasingly important, as company assets become more intangible and reliant on intellectual capital.
Provides a framework that focuses on identifying where Human Resources issues are performance drivers--or impediments--to strategy implementation.
Develops a measurement system that provides valid, reliable indicators of Human Resources' contribution to the success of strategy implementation, and ultimately to firmperformance.
Includes recommendations supported by clear and persuasive examples, as well as the authors' unique survey of 2,800 firms.

Customer Reviews:

How to determine the ROI of your organization's human capital.......2006-10-31

I recently re-read this book and have even higher regard for it now than I did I when I first read it soon after it was published in 2001. Becker and Huselid later co-authored The Workforce Scorecard with Richard W. Beatty. With rigor and eloquence, they examine three separate but related challenges: Perspective (with an emphasis on differentiation), Metrics (and their relationship to strategy execution), and Execution (which holds senior executives and line managers accountable for workforce success). They suggest that all organizations which successfully meet these three challenges (i.e. those which "do it right") have these six characteristics in common:

1. HR professionals spend less time on employee performance than they did five years ago

2. The relationship between workforce success and strategy implementation defines the ROI of new HR initiatives.

3. Creating a shared mind-set is not taken for granted.

4. The HR function has a staffing structure that effectively balances the tension between being a strategic partner and delivering efficient and effective HR services.

5. Strategic workforce measures are "owned" and coordinated by a single individual or task force.

6. Senior executives, line managers, and HR professionals consider the results of the measurement system worth the implementation effort.

Although it may seem to some who read this brief commentary that will be of substantial value only to large organizations, I hasten to reassure them that, after appropriate modifications, what Huselid, Becker, and Beatty recommend in The Workforce Scorecard can help any organization (regardless of size or nature) to improve the quality of their strategy execution by developing the right perspective on the contributions of its workforce to its success, and, by developing the right execution strategy to ensure that its managers are ready, willing, and able to use workforce metrics to drive business success.

It is important to keep these points in mind when reading The HR Scorecard and I strongly recommend that, if possible, The Workforce Scorecard be read in combination with it, preferably but not necessarily afterward.

Robert Kaplan and David Norton wrote three articles for Harvard Business Review ("The Balanced Scorecard," "Putting the Scorecard to Work," and "Using the Balanced Scorecard as a Strategic Management System") which led to a series of books in which their insights were developed in even greater depth. According to Norton who wrote the introduction to The HR Scorecard, in the New Economy, human capital is the foundation of value creation and that up to 85% of an organization's value is based on intangible assets. "This presents an interesting dilemma: The asset which is most important is the least understood, least prone to measurement, and, hence least susceptible to management." He goes on to commend the co-authors of The HR Scorecard for three specific contributions: their development of causal models which illustrate the relationship of HR value drivers with business outcomes and thereby take the Balanced Scorecard to the next level of sophistication; their research on the drivers of high-performance organizations to provide a framework to decision-makers with which to formulate and implement strategies for human capital growth; and finally, their insights into the competencies required by HR professionals, competencies which can enabler an organization to deliver on the promise of its measurement system.

In essence, the co-authors of The HR Scorecard identify and explain linkages - indeed the interdependence -- between and among people, strategy, and performance. Only by understanding these linkages and their independence can decision-makers in any organization (regardless of size or nature) accurately measure the nature, value, and impact of human capital on the bottom line.

Moreover, decision-makers can then make much more accurate measurement of each individual in terms of the value she or he adds to the organization and, more importantly, to those on whom that organization depends for revenue. Customers who purchase products, of course, and clients who purchase services but also members who purchase members and benefactors to contribute donations.

Here are two other substantial benefits of establishing and then maintaining a HR scorecard:

1. It can guide and inform hiring decisions which ensure that an organization increases its human capital with those to add new value

2. It can also guide and inform decisions concerning the allocation of tangible resources, especially when there are unexpected major developments (either threatening or promising) in the given organization's competitive marketplace.

When concluding their brilliant volume, the authors observe that while much of the work of an HR scorecard is technical, the delivery of the Scorecard is personal. "It requires that HR professionals design to make a difference, align their work to business strategy, apply the science of research to the art of HR, and commit to learning from constant experimentation. When you create the HR Scorecard, using the approach we describe, you are actually [begin italics] linking HR to firm performance [end italics]. But you will also develop a new perspective on your HR function, practices, and professional development. In measurement terms, the benefits will far outweigh the costs."

I presume to add two concluding suggestions of my own. First, that HR professionals use the Scorecard initially to measure their own performance so they can determine how, as individual executives, they can add greater value to their organization. Next, that all others in senior management also read this book as well as The Workplace Scorecard to increase their own understanding of (a) how and why to link people, strategy, and performance enterprise-wide and (b) how to manage human capital much more effectively (also enterprise-wide) when executing strategy.

A Wealth of Ideas.......2006-05-28

If you're in HR and need to establish measures for the value you add, this book contains a huge array of options for measurement. As a resource for "brainstorming" it's unparalleled.

Where the book breaks down is focus. As Jerry McAdams says, measure many things but reward a few. If HR were honestly to establish and maintain 100 measurements, how could even an airline pilot monitor that many gauges on the the dashboard?

It would have been much better if the authors had said, "These are the half-dozen key, even 'universal' measures of HR value-added." As it is, the reader has to wade through the enormous number of options furnished and hope that they've gotten it right.

Worse yet: with all these measures, HR takes "the easy way out" and suboptimizes, picking only those measures which make HR look good. If measures of self-aggrandizement is all we've accomplished, we've not helped our businesses at all.

We All need it.......2006-05-16

This book should be read by all HR Professionals.
I wont waste your time in reading the review, just order it, and do not hesitate.
I read it twice

This book is rapidly becoming an industry best practice framework.......2006-02-28

It has always been difficult to capture the impact of Human Resources on the company's performance. Unfortunately, most of the measures in use currently do not capture the HR contributions to a company's success. The authors argue that anew approach is necessary. One that captures the vital role that HR plays along with providing real measures that can show what contributions HR is making to the company's success.
This new approach involves reversing the traditional bottom-up method with a more comprehensive top-down approach. The implementation of strategy is the key. The authors submit that a company must develop an assessment system that measures HR contribution to the company's strategies and profitability. The authors developed a seven-step approach to implementing HR's strategic role:

Step 1: Clearly define business strategy
Step 2: Build a business case for HR as a strategic asset
Step 3: Create a strategy map
Step 4: Identify HR deliverables within the strategy map
Step 5: Align HR architecture with HR deliverables
Step 6: Design the strategic HR measurement system
Step 7: Implement management by measurement

In order to create the HR scorecard a company must measure: HR: deliverables, policies, processes, practices, system alignment, and efficiency. This represents one-part of the HR scorecard. Developing the scorecard is one part, implementing the scorecard is the other part. The authors recommend seven guidelines for implementing a scorecard:

· Lead Change
· Create a shared need
· Shape a vision
· Mobilize commitment
· Build enabling systems
· Monitor and demonstrate progress
· Make it last

Workforce Score card.......2006-02-14

The book has built on the key philosophy underlying the earlier book, The HR Scorecard: Linking People, Strategy, and Performance by Brian Becker, Mark Huselid, and Dave Ulrich, which was written with a view to align human resource activities with business strategy. The present book is a follow up of that one. In nutshell, it seeks to introduce a metric system that deals with behaviours, competencies and mindsets and culture necessary for workforce success, as also the way it influences the organizational performance.

The book helps differentiate workforce into various categories which necessitates reliable standards and measures. Developing these will help employees know as to what is expected of them.

The book is undoubtedly a fine contribution towards improving the effectiveness of operations and other managers; it will provide them potent ideas for better delivery of results. It even has the potential of raising the stature of the discipline of strategic HRM. It is well known that HR is presently in an hour of crisis as it has been subjected to tremendous pressure for outsourcing of its activities. The book's hallmark lies in its practical utility to managers. It offers specific guidelines for ensuring that effective measures are identified, accepted and used. The HR managers are bound to give regards for the metrics that have been suggested in this book. It will become one of the widely-read, used and referenced books in the time to come. The book is free from any jargon; yet its conceptualization is powerful. The central line of reasoning flows very well throughout the text. The illustrations and tables are extremely interesting. The book should be an essential reading for line as well as HR managers as they are jointly responsible for executing strategy. All those who are striving to build high-performance organizations must read this book.

Debi S. Saini
MDI, Gurgaon, India

Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation

Average customer rating:

Documented and thoughtful
Knowledge Enabling not KM !!
Highly Recommended!
Sustainable advantage through knowledge enabling
Focus on knowledge creation, but what about integration?

Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation
Georg von Krogh , Kazuo Ichijo , and Ikujiro Nonaka
Manufacturer: Oxford University Press, USA
ProductGroup: Book
Binding: Hardcover

General | Business & Investing | Subjects | Books

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All Titles | Qualifying Textbooks - Fall 2007 | Stores | Books

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ASIN: 0195126165

Book Description

When The Knowledge-Creating Company (OUP; nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book. Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce knowledge enabling--the overall set of organizational activities that promote knowledge creation--and demonstrate its power to transform an organization's knowledge into value-creating actions. They describe the five key "knowledge enablers" and outline what it takes to instill a knowledge vision, manage conversations, mobilize knowledge activists, create the right context for knowledge creation, and globalize local knowledge. The authors stress that knowledge creation must be more than the exclusive purview of one individual--or designated "knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization--from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where knowledge is created, exchanged, and used for sustained, competitive advantage. This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.

Customer Reviews:

Documented and thoughtful.......2004-04-16

This book made me discover knowledge management. It is very well documented, very thougthful, easy to read... An excellent starting point.

Knowledge Enabling not KM !!.......2002-06-18

I had a pleasant surprise when a friend of mine decided to gift me "Enabling Knowledge Creation" by Georg Von Krogh, Kazuo Ichijo and Ikujiro Nonaka. It forms a sequel to "the Knowledge Creating Company" co-authored by Nonaka and Takeuchi published in 1995 . The first book was a seminal work which has profoundly influenced my views on Knowledge Creation (Nonaka refuses to entertain the concept of KM , resolutely denying that Knowledge
can ever be managed!) along with writers like Tom Davenport and Larry Prusak. However, the first book was open to a lot of criticism saying that it was just too "theoretic", "vague" and "generalised" ...Nonaka et al try and get more hands on, and tool bookish with this book.

However, this book is likely to disturb people who have read and formed ideas about KM by reading works of the American thought leaders.

In the start of the book the authors try and make the difference explicit.

In a passage titled "what's wrong with knowledge management?" they spell it out :

Pitfall I: KM relies on easily detectable, quantifiable information.
Pitfall II: KM is devoted to the manufacture of tools.
Pitfall III: KM depends on a Knowledge Officer.

While the premises of Knowledge Enabling and Creation are:

Premise I: Knowledge is justified true belief, individual and social, tacit and explicit.
Premise II: Knowledge depends on your perspective.
Premise III: Knowledge Creation is a craft , not a science.

The authors reiterate that organizational Knowledge Creation involves five main steps :

1. Sharing tacit knowledge
2. Creating concepts
3. Justifying concepts
4. Building a prototype
5. Cross-leveling knowledge.

To facilitate this the following 5 enablers need to be in place :

1. instill a knowledge vision
2. manage conversations
3. mobilize knowledge activits
4. Create the right context
5. Globalize local knowledge

The book is rich in case studies which show how different companies that follow these concepts are growing in leaps and bounds and innovating over others who remain stuck in the KM paradigm.

The authors note that in the Knowledge journey companies can be mapped in 3 phases, which might or might not be sequential.

1. The Risk Minimisers , whose focus is capturing and locating knowledge. The tools they use are data warehousing, datamining, Yellow pages, IC-Navigator, Balanced Scorecard, Knowledge Audits, IC-Index, Business Information Systems, Rule-based systems [these firms still view knowledge as a resource that needs to be collected and managed]

2. The Efficiency Seekers, who focus on transferring and sharing knowledge. The tools they use are internets, intranets, Lotus Notes/Groupware, Networked organization, knowledge workshops, knowledge workbench, Best Practice Transfer, Benchmarking, Knowledge-gap analysis, Knowledge sharing culture, Technology transfer units, Knowledge transfer units, Systems Thinking

3. The Innovators who enable Knowledge creation are typically those who embrace a knowledge vision, managing conversations, creating the right context, mobilize knowledge activists, globalize local knowledge, professional innovation networks, new organizational forms, New HRM-systems, new corporate values, project management systems, corporate universities, communities and storyboards.

Highly Recommended!.......2001-03-21

Dust off those liberal arts degrees before opening this challenging treatise on knowledge management, written by a trio of academics who call themselves "constructionists," quote Sartre and speak passionately of "post-modernism." Their work explains how to gain initiative and constructive input from workers by modifying traditional command structures - a grounded approach that is much more realistic than the revolutionary conversions called for by other experts. Managers who balk at the thought of granting autonomy or increased access to their employees may well be converted away from their hierarchical dogma here. We at getAbstract particularly recommend the lively knowledge-creation case histories and the wonderful section explaining how companies can create valid, imaginative futures. (What if IBM had imagined a world in which software was more important than mainframes?)

Sustainable advantage through knowledge enabling.......2000-06-05

In the many publications on Knowledge Management, the writings by Von Krogh and Nonaka (and, in this case, Ichijo) stand out in a number of aspects: 1) their emphasis of knowledge "management" as an essentially human and social process 2) their emphasis on linking knowledge management with strategic focus and business results 3) the inspiring examples and writing style.

This book is a clear showcase of these elements. It provides a profound yet pragmatic guidance on the road to becoming a learning organisation. Where capturing & locating, and transferring & sharing knowledge are essential in achieving competitive advantage through knowledge, the real source of sustainable advantage is, as the authors claim, the continuous creation of new knowledge, as a result of developing a strategic vision and an enabling organisation and culture to realise that (evolving) vision.

Being involved in implementing a number of the concepts in our organisation, I am convinced this book provides many ideas and tools that will help today's corporate world in reshaping our business for the knowledge economy.

Highly recommended!

Focus on knowledge creation, but what about integration?.......2000-05-30

The author's of this book are leading thinkers in the KM field. Perhaps the best way to describe this book is as a sequel to Nonaka's earlier 1995 book. But, we all remember what happened to Scarlett, again a much touted sequel. Although this book was a slight disappointment since Nonaka has set reader's expectations a little too high with his earlier groundbreaking title "The Knowledge Creating ompany" that, for the most part, defined KM as we know it. An academic reader will appreciate they theoretical insights provided and extensive references to supporting literature. But there are some aspects that this book underplays: 1. Knowledge creation is fine, but knowledge integration is perhaps as important---an issue to which the authors pay little attention. 2. Excellent ideas aside, this book underplays the significance of empirical evidence and most cases tend to be descriptive qualitative analyses. 3. The role of technology is highly underplayed. 4. The book has "sufficient" overlap with the authors' research papers in the uropean Management Journal. For academic readers who have read those, this might be a little disappointing. 5. The concept of KM and it's relationship with innovation at architectural and component levels is not described in much detail.

On the positive side, you will find that: 1) Lots of issues that were barely touched upon in Nonaka's preceding book are described in further detail. 2) The book is very well written and the tone is accsible to both academic and non-academic readers. 3) the concept of BA is elucidated in further detail Readers who do not follow academic research journals might find that an interesting extension. 4) A link between strategy and KM is well illustrated. For businesses, KM is of little value if there are no results. The authors describe how to look for those results (or in lay terms, ROI). Academic readers will also find Nonaka's recent paper in a recent issue of Organization Science (2000) to be of much interest. Academic readers must also realize that the approach here seems to be "post modern," and indeed quite qualitative in the European research tradition.

Book Description

Spiritual Capital presents a new vision of capitalist society that transcends the greed, materialism, and meaninglessness so rampant today. It offers an idea of wealth, profit, and capital that's about more than simply money. "Profit," under this system, would be not merely for private gain but would be used in part for public good. "Wealth" would be that which enriches the deeper aspects of our lives, gained by drawing upon our most fundamental purposes and highest motivations and finding a way to embed these in our work. "Capital" is amassed by serving - in corporate philosophy and practice - the pressing concerns of our world. The author's dream of getting a critical mass of people and organizations to act for what's right rather than for self-serving reasons. Ideally, spiritual capital would reflect a values-based business culture. Instead of emphasizing shareholder value, it would promote "stakeholder value," where stakeholders include the whole human race and the planet itself.

Customer Reviews:

A Wealth of Good Ideas.......2005-09-11

This review is an adaptation of my review published in Personnel Psychology, Summer Issue, 2005.
Zohar is broadly trained and thus taps into diverse resources such as classical literature, physics, religion, and psychology. Marshall is a Jungian-oriented psychiatrist and psychotherapist. Married to each other, the authors would make, I think, engaging conversationalists at my imaginary dinner party, provided that at the table they didn't repeat from their book the following tale by Ovid.
The Greek poet's tale is about Erisychthon, pronounced Erisyathon for any name droppers, a mythological character who, because he was so greedy, was cursed to eat everything in sight including him self after all else had been consumed. He symbolizes, the authors believe, the essence of materialistic capitalism, an insatiable "monster devouring itself."
The authors' main theme is that a "critical mass" of individuals can make a positive difference. This theme seems to have been influenced by Jung's philosophy that "great transformations" in history are a summation of positive changes in individuals.
The authors argue that material capitalism, the kind that predominates in Corporate America and Wall Street, is unsustainable and thus "in a state of crisis." It's depleting our natural resources, creating political and social instability, eroding our moral standards, and degrading the very meaning of life in terms of its deepest values and aspirations. Rather than reject this conventional capitalism altogether, however, the authors advocate transforming it into a more positive, sustainable economic system that they call "spiritual capitalism" in the secular, non-religious sense.
It's defined as the amount of knowledge and expertise available about "meaning, values, and fundamental purposes." It produces not material wealth that ultimately consumes itself but a self-sustaining wealth "that enriches the deeper aspects of our lives." The authors list 12 qualities that companies "high in spiritual capital" would possess. For example, they would be "self-aware," "vision and value-led," and "compassionate" and would "have a sense of vocation."
Are there any companies high in spiritual capital? The authors don't cite any companies that possess all 12 qualities or even most of them, which is an opportunity missed because they developed a set of descriptors that could have been built into a good survey instrument.
The auhors argue that material capitalism is in a state of crisis, which they say is one of negative motivations, with the four primary ones being self assertion or competitiveness, anger, craving or greed, and fear. Most of the book, therefore, is devoted to explaining Marshall's "Scale of Motivations" and in speculating on how it, along with emotional and spiritual intelligence, can be used to raise motivation to a sufficient level among a sufficient number of business leaders to produce a "great transformation" first in their own companies and then for capitalism as a whole.
For his scale, which he has been using in his clinical practice for some 40 years, Marshall expanded Maslow's hierarchy of six needs to eight positive and eight negative motivations. The highest positive motivation is "enlightment," and the lowest negative one is "depersonalization." A person needs to be emotionally intelligent enough, the authors say, to be aware of their own motivational level. This is necessary in order to be able to raise motivations to a higher level. When two persons interact, the authors contend that if one is at a higher level on the scale, then that person can raise the level of the other person. The authors speculate that 2-5 percent of the leadership of any company need to be "knights" at Level 6 and an additional 10 percent need to be "masters" at Levels 4 and 5 in order for the company to start acquiring spiritual capital. It would be rare and impractical to expect anyone to reach the two highest levels, the authors say. This, I have just given you, is a small sample of the authors' very elaborate speculations.
There is much about this book that appeals to me. I agree with their view that the capitalism prevailing today is unsustainable and thus needs to be transformed, not totally dismantled. The authors are creative thinkers who forced me repeatedly to think outside my own relatively narrow paradigms. Some of their ideas are interesting enough to warrant further exploring their possible application throughout business. I've already mentioned the missed opportunity. Another possibility, for instance, would be to do more applied research on their measure of spiritual intelligence beyond a small pilot test that the authors conducted.
Now that I've read the book, I would like to learn more from the authors over a glass of wine and gourmet dinner.

Reconnecting our needs and business imperatives.......2005-02-23

Danah Zohar is still probably best known as an author for her 1990 book The Quantum Self. She is also very well-known as a speaker and is one of the select group of people who has driven forward our understanding of ourselves, our organizations and our society as complex adaptive systems. With her holistic view of the world, she is very sensitive to the connections or failures of connection that have such an impact on society and the lives of individuals. This book has as its primary focus the disconnection between the deepest needs and aspirations of humans and acceptance of the single-minded pursuit of profit as the sole imperative on business other than staying within the law.

She argues that maintenance of this disconnect is ultimately unsustainable both for society and for business. She sets out to show why, and how it is possible to move toward sustainability by accepting the creation of 'spiritual capital' as a parallel goal with building material capital.

The basic concepts on which the book rests include:

People, society and business form a system made up of interconnected sub-systems. For such a system to be sustainable requires that the elements cooperate in producing a balanced environment that nourishes the whole. They are holistic ... self-organizing, and exploratory.

Sustainable capitalism and a sustainable society depend on recognition and nurture of higher motivations:
* We need a sense of meaning and values and a sense of fundamental purpose (spiritual intelligence) in order to build the wealth that these can generate (spiritual capital).
* People, organizations and cultures that have spiritual capital will be more sustainable because they will have developed qualities that include wider, values-based vision, global concern and compassion, long-term thinking, spontaneity (and hence flexibility), an ability to act from their own deepest convictions, an ability to thrive on diversity, and an ability to learn from and make positive use of adversity.

She identifies three forms of wealth and three kinds of associated intelligence:

* Material capital, associated with thinking and rational intelligence, the wealth expressed in money;

* Social capital, associated with feeling and emotional intelligence, the wealth that makes our communities and organizations function effectively for the common good;

* Spiritual capital, associated with being and spiritual intelligence, the wealth contained in our shared meanings, values and ultimate purposes.

Much of the book is concerned with identifying the states of being in which a person or an organization can find itself and the principles required for transformation to a state in which higher values can be met and higher needs satisfied and the system remains sustainable. The principles are based on observation of the behavior of (non-human) complex adaptive systems plus principles for human sustainability taken from spiritual thought through the ages.

The qualities that the author identifies as central to a sustainable organization will be familiar to most readers - self aware, vision and value led, holistic, celebrating diversity and similar qualities. She argues that these are the qualities necessary to maintain a system in the dynamic but self-sustaining state we describe as a complex adaptive system - neither stuck in steady-state inflexibility nor falling over the edge into chaos.

Maintenance of this state requires particular behaviors on the part of enough individuals acting as leaders to induce the organization as a whole to behave in that way. Her belief is that, in spite of the system pressures (such as those from the financial markets) to behave otherwise, a sufficient minority of aware people can bring about the necessary changes.

Presented charge for people to make a difference.......2004-08-08

The collaboration of Danah Zohar and Ian Marshall, Spiritual Capital: Wealth We Can Live By offers a highly critical view of the business and ethical practices of capitalism as it is practiced today, with its amorality vested in short-term self-interest, reaping profits, obsession with shareholder value, isolationist thinking, and reckless disregard of long-term consquences. Arguing for the need for a radical new philosophy for corporate governance that adjusts the meaning and purpose of wealth creation, and using the principles of "spiritual capital" and "spiritual intelligence" to define the needs of humanity and human government, Spiritual Capital is a passionately presented charge for people to make a difference

The Strategic Management of Intellectual Capital and Organizational Knowledge

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Outstanding!
An Essential Compendium for the Serious Strategist

The Strategic Management of Intellectual Capital and Organizational Knowledge

Manufacturer: Oxford University Press, USA
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Binding: Hardcover

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Comprehensive Intellectual Capital Management: Step-by-Step
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Knowledge Management (Harvard Business Review Paperback Series)
Knowledge Management in Theory and Practice
Working Knowledge

ASIN: 019515486X

Book Description

Increasingly, the challenge of management is to create and supply knowledge in order to sustain organizational performance. However, few books on management strategy have been written using this concept as a foundation. This unique volume adopts a knowledge-based approach that will complement
and perhaps supplant other perspectives. Editors Nick Bontis and Chun Wei Choo look at the literature through the lens of strategic management and from the vantage point of organizational science. The thirty readings have been carefully selected and commissioned to provide the best literature
available--from articles newly written for this book and from existing publications.

Customer Reviews:

Outstanding!.......2005-08-15

Everytime I open this book I learn something powerful to help make sense of the organizational environment around me. The book has a huge price, but it also offers huge value.

An Essential Compendium for the Serious Strategist.......2003-05-26

Not a faddish management consultant recipe book. This reference tome contains an important selection of the latest thinking on organizational management. The authors' various perspectives on managing from a knowledge perspective lead the reader to do some serious thinking. I find myself returning to it again and again for further insights.

People-Focused Knowledge Management: How Effective Decision Making Leads to Corporate Success

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People-Focused Knowledge Management: How Effective Decision Making Leads to Corporate Success
Karl Wiig
Manufacturer: Butterworth-Heinemann
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Binding: Paperback

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Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation

ASIN: 0750677775

Book Description

The business environment has changed. Sharper competition requires organizations to exhibit greater effectiveness in their operations and services and faster creation of new products and servicesall hallmarks of the knowledge economy. Up until now, most of the knowledge management literature has focused on technology, systems, or culture. This book moves to the next stage, to focus on the peoplethe knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and actin general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage.

· First book to connect cognitive science with knowledge management
· Karl Wiig has worldwide name recognition as thought leader
· Clearly written for professionals with charts and checklists

Download Description

The business environment has changed. Sharper competition requires organizations to exhibit greater effectiveness in their operations and services and faster creation of new products and services-all hallmarks of the knowledge economy. Up until now, most of the knowledge management literature has focused on technology, systems, or culture. This book moves to the next stage, to focus on the people-the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act-in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage.

In Good Company: How Social Capital Makes Organizations Work

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Social Capital is the leading edge for HR measurement- pay attention
Work as Social Process
I was glad someone noticed!
Pointing Out the Intangible Values of Positive Connection
Common sense, uncommon insight

In Good Company: How Social Capital Makes Organizations Work
Don Cohen
Manufacturer: Harvard Business School Press
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Binding: Hardcover

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ASIN: 087584913X

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.

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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.

Special Events: Proven Strategies for Nonprofit Fund Raising

Average customer rating:

Give this book to your next special event chair.

Special Events: Proven Strategies for Nonprofit Fund Raising
Alan L. Wendroff
Manufacturer: John Wiley & Sons
ProductGroup: Book
Binding: Hardcover

General | Organizational Behavior | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Nonprofit Organizations & Charities | Industries & Professions | Business & Investing | Subjects | Books

Raising Capital | Small Business & Entrepreneurship | Business & Investing | Subjects | Books

Running Meetings & Presentations | Skills | Business & Investing | Subjects | Books

Fundraising for Nonprofits: How to Build a Community Partnership
Event Planning : The Ultimate Guide to Successful Meetings, Corporate Events, Fundraising Galas, Conferences, Conventions, Incentives and Other Special Events
Effective Fundraising For Nonprofits: Real World Strategies That Work

ASIN: 0471249912

Book Description

A practical and accessible guide to organizing and producing special events "Special Events: Proven Strategies for Nonprofit Fund Raising is a clear guide for staff and volunteers planning and staging special events. But its most significant contribution may be Alan Wendroff's discussion of the role that special events play in the organizations's total development program and the various contributions special events make to a nonprofit organization in addition to fund raising." —Eugene R. Temple, Executive Director Indiana University Center on Philanthropy "Many organizations have learned the art of successful special events from Alan through his classes—now many more organizations can get the full training through this comprehensive and practical book. Alan shows us that special events are no mystery. They succeed with consistent planning, follow-through, and lots of heart. This book puts us on the path to making an event achievable, creative, and memorable." —Jan Masaoka, Executive Director Support Center for Nonprofit Management "Special Events is a practical, step-by-step guide that takes the mystery and risk out of event-based fund raising. For the novice or seasoned professional alike, this ready reference is sure to become a trusted companion, chock-full of scribbled margin notes and folded page corners. Alan Wendroff's wit and wisdom make for engaging reading, revealing the many financial and organizational rewards that accrue from well-planned special events." —Richard S. Hirschhaut, Director Greater Chicago/Upper Midwest Region, Anti-Defamation League "Charitable events can be very, very good, as they can be horrid. Alan Wendroff's book provides sound advice and practical tools that should ensure both donor satisfaction and nonprofit financial success. The easy-to-read text plus the attached disk provide all you'll ever need to hold impressive winning events." —Claude Rosenberg, author, Wealthy and Wise founder and Chairman, The Newtithing Group

Customer Reviews:

Give this book to your next special event chair........1999-06-07

From NSFRE- Golden Gate Chapter Newsletter

"Biblio Tech" by Skip Henderson

"Use Alan -

You're planning a gala. The Chair has been selected. You want to establish a meaningful bond early in the process. Here's what you do. Buy an inexpensive brass trophy plaque. Engrave it with the Chair's name and proper motivational sentiments. Glue the plaque on a copy of "Special Events - Proven Strategies for Nonprofit Fund Raising." Present the book to the Chair and the bonding is complete. "Special Events" by Alan Wendroff, published by John Wiley & Sons, 1999, $29.00, provides the answers to what appear to be any questions that might arise in your event planning and management. The catch phrase, tossed out when any problem or question arises, will become the event committee's password

Use Alan.

"Special Events" is structured around four key special event elements; goals, planning, organization, and administration. Each element is analyzed with strategies and worksheets guiding organizational decisions. If you want to know how to clarify an event's objectives, estimate attendance, market the event, recruit volunteers, manage with only one committee meeting (!), even properly assign seating -

Use Alan.

"Special Events" comes with a disk providing work sheets and checklists you can adapt to your particular event's style and scope. These utilitarian tools complement Wendroff's all-inclusive organizational tool, the "Master Event Timetable." As questions arise and problems occur you won't be bothered. You will be remembered fondly as the Chair gratefully reflects on the plague and reaches to -

Use Alan.&quot

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