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Managing by values: a corporate guide to living, being alive, and making a living in the 21st century

Author: Dolan, Simon L. ; Garcia, Salvador ; Richley, BonniePublisher: Palgrave Macmillan, 2006.Language: EnglishDescription: 236 p. : Graphs ; 24 cm.ISBN: 0230000266Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6953 .D65 2006
(Browse shelf)
001223407
Available 001223407
Total holds: 0

Includes bibliographical references and index

Digitized

Managing byValues A Corporate Guide to Living, Being Alive, and Making a Living in the 21st century Contents Foreword by Belmiro de Azevedo Foreword by John Abrams The Authors Acknowledgements Introduction Part I Management by Values: Logic and Content 1 Managing by Values: Its Foundation and Evolution The evolution of MBV: from MBI, through MBO, to MBV Triaxial model and key factors of MBV MBV as the means for integrating strategic management with 'people' policies and building commitment MBV and corporate ethics: two close, but disparate concepts Summary 2 Values: But, What Actually Are They? The meaning of the word 'value' Moving from beliefs to behavior, via values Beliefs and outcomes: the emergence of stress Value formation in an organization The power of values towards generation of knowledge and success in organizations Summary 3 Renew or Die: The Importance of Culture Change Understanding organizational culture and why it matters Why should an organization change? What should the change involve and how far should we go? The need for 'gearing' between strategy, structure, processes and people: the role of values More of the same or 'a change in the way of changing?' x xiv xviii xx xxii 3 6 14 17 22 24 27 27 36 39 43 46 49 50 50 51 60 61 64 viii When is the right time to change? Summary 4 The Logic of Two Different Cultures: Control versus Development The necessity to alternate and integrate control-oriented management with development-oriented management The meaning of values in control-oriented and learning and development-oriented organizations The rational-economic culture and why it fails The formal and bureaucratic structure: can it work forever? Revisiting the Hawthorne studies Revisiting the humanist beliefs The `socio-technical' approach to management Are organizations evolving? Summary Part II Practices Associated with Management by Values (MBV) 5 The Relationships Between Organization Development (OD) and MBV What is organization development? The innovative company: the learning organization The structures and processes to be re-designed for cultural evolution from control towards development Surviving and thriving in the 21st century Summary 6 Creating a Culture Shift: Roles and Managing Resistance to Change in Your Company Roles and responsibilities in implementing culture change Roles to be assumed by the change leader(s) The 3 phases of change Moving from 'doing things' and 'getting things done' to 'enabling things to happen' Resistance to change The role of communication in managing resistance to change Managing the political dynamics of cultural change Managing the emotional dynamics of cultural change Culture shift and MBV Summary CONTENTS 67 68 69 70 77 80 84 89 90 91 93 94 97 97 106 109 113 115 116 116 119 126 130 133 134 135 138 146 146 CONTENTS ix 7 A Step-by-Step Process for Putting MBV into Practice Phase 0: pre-change Phase I: distilling the essential values Phase II: we are actually changing! it's time to put the project teams to work Phase III: designing human resource policies based on values Phase IV: monitoring operational values via culture audits Summary 8 Putting MBV into Practice is Not Easy: 24 Likely Problem Areas, and Suggested Answers 9 Postscript: An MBV Voyage ­ Past, Present and Future The birth of MBV: a synergy based on the authors' experiences and beliefs The dynamics and evolution of MBV Culture, challenges and frontiers in MBV Living, being alive and making a living: 'pendulum' and `kaleidoscopic' perspectives of MBV A final word to the reader Driving your high-performance MBV organization to success 148 149 154 182 187 195 197 199 207 207 209 214 216 218 219 Appendices 221 On-line instrument for auditing and measuring value gaps and benchmarking in your organization (the MBVsuite ­ www.mbvsuite.com) 221 Instrument for measuring leadership readiness for championing culture change 222 References Index 228 234

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