- Inbunden (Hardback)
- Antal sidor
- Stanford Business Books,US
- 231 x 157 x 28 mm
- Antal komponenter
- 522 g
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Organizations for People
Caring Cultures, Basic Needs, and Better Lives
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"Leaders are looking for simple, impactful practices that they can implement-and this book is filled with them. The authors target areas of true value for organizations and present actionable examples that can transform business. By demanding better leadership, this timely work lays out human-centered processes and practices that leaders at all levels can use to meet business goals." -- Donna M. Rapaccioli, Dean of the Gabelli School of Business * Fordham University * "Organizations are only as good as the people who work there. In Organizations for People, Michael O'Malley and Bill Baker show once more that we need to treat people with respect and kindness-because they deserve it. If you do so, good things follow, such as superior economic results and sustainable and harmonious integration in the larger fabric of society. A really important topic and a must-read." -- Franz Heukamp, Dean * IESE Business School * "Far too many leaders fail, not because they are without talent, but because they are without caring or concern for the people they lead. In Organizations for People, O'Malley and Baker elegantly introduce readers to a brand of leadership that never goes out of style: one that will improve your life, the lives of those you lead, and the members of the communities you serve." -- Thomas A. Kolditz * Brigadier General, author of <i>In Extremis Leadership</i>, and Founding Director of the Ann & John Doerr Institute for New Leaders, Rice University * "[An] upbeat volume that encourages organizations to shift their focus toward making employees' lives better while still meeting economic goals....the narrative is compelling, and the message that kindness and caring will serve organizations better in the long run than will competition and cutthroat policies is refreshing and important. Highly recommended." -- L. B. Jabs * <i>CHOICE</i> * "In a refreshing anecdote to incivility and self-interest, O'Malley and Baker showcase 21 kind companies that have placed people and community at the center of their profit-making endeavors. In their psychologically incisive work, the authors provide countless examples of how humanity and capitalism can co-exist. Organizations for People is a timely reminder of how business can positively affect the lives of people inside and outside of the organization." -- Steven Rattner * Chairman and CEO of Willett Advisors LLC and Economic Analyst on MSNBC's <i>Morning Joe</i> * "O'Malley and Baker challenge their readers to build successful organizations based on 'people-centric' principles and, by extension, evolve from 'unvarnished capitalism' toward a refined system that still benefits from the advantages of innovation and competitive urgency while maintaining a serious commitment to a culture of ethical wellbeing. A thoughtful message for all leaders at this time of national reflection on the equity of our foundational economic system." -- Edward Reilly * 17th President and former CEO of the American Management Association *
Bloggat om Organizations for People
William F. Baker directs the Bernard L. Schwartz Center for Media, Public Policy, and Education at Fordham University. He is also the Distinguished Professor of media and entertainment at IESE Business School, Barcelona, Spain, and President Emeritus of WNET-Thirteen, New York's public television station. For ten years, he taught a business class at the Juilliard School in New York.Michael O'Malley is Managing Director at Pearl Meyer, a leading consultancy to executives and boards, where he is responsible for a broad range of talent management initiatives centered around compensation design, leadership development, and organizational effectiveness. He is also a Lecturer in Yale University's School of Medicine.
Contents and Abstracts1Mo chapter abstractThis chapter establishes the basic conditions for productive social living and work. The foundation is mutual respect, achieved by putting people first and through cultural decree. The companies in the sample regard themselves as people-centric, meaning that if a decision is in the employees' best interest and harmonious with an organization's values, the company will take action-even if, in the short run, that decision defies the profit motive. By putting people first, companies uphold each individual's value and integrity. The chapter goes on to explain how a culture of respect is maintained and lived every day. First, companies adhere to basic courtesies, in which they celebrate meaningful life transitions and events and are quick to aid employees in need. Second, they enforce a set of relational principles that are designed to foster emotional control and norms of politeness necessary for top performance in a communal work environment. 2Vergonnen chapter abstractThis chapter discusses how a mutually rewarding climate, one in which employees cooperate and promote one another's success, can be established in companies. Such a climate has three preconditions. One is to establish a sense of abundance versus scarcity, primarily by providing a wide variety of career options to people so that by helping others, no employees need to feel deprived of their own opportunities. A second condition communicates that employees are wanted for the long term and that while there may be ups and downs, in the long run they can expect to grow and thrive with dedication and hard work. The last condition is one of charity: through companies' orientations toward charitable activities in which employees actively participate, people become less egocentric and more accustomed to thinking about others, seeing themselves as part of a larger fabric in which they play a vital role. 3Kindness chapter abstractThis chapter reveals that incivility in the workplace has reached epidemic proportions as kindness has been chased out. Once a core social virtue, kindness is seen as out of place in the modern, hard-knuckled workplace. Yet kindness is extremely valuable in the workplace. Kind relations heighten employees' moods and stimulate greater job satisfaction and performance. The problem with admitting kindness into organizations is that leaders frequently associate kindness with "niceness" or "permissiveness." The chapter explains the fallacy of that point of view: kindness toward others means wanting the best for them so that they mature and succeed. In turn, that means applying standards of conduct and performance and stretching people's capabilities to facilitate growth. Indeed, companies in the sample of organizations speak of themselves as caring meritocracies that depict the balance they want to achieve through the imposition of limits and standards while remaining encouraging and supportive. 4Unruly chapter abstractThis chapter explains how uncivil behaviors are able to infiltrate organizations, spread, and persist. Unless tightly controlled, untoward behaviors have a way of taking hold in decent organizations and transforming them into cesspools. Indeed, the chapter highlights how easily incivility can take over a company. The chapter discusses five ways that uncivil behaviors take hold: leaders do not believe such behaviors occur in their companies; uncivil behaviors are overlooked because of a person's contributions; victims are believed to deserve ill treatment; uncivil behaviors rarely get reported; and bad managers have enablers who allow them to perpetrate their harms. The effects of these abuses are significant. First, they spread: uncivil behaviors beget more uncivil behaviors. Second, these behaviors cause substantial stress, which results in greater absenteeism, turnover, and retributive acts that are harmful to companies' reputations. Finally, uncivil behaviors disrupt int