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E-grāmata: Culture Engine: A Framework for Driving Results, Inspiring Your Employees, and Transforming Your Workplace

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  • Formāts: PDF+DRM
  • Izdošanas datums: 02-Sep-2014
  • Izdevniecība: John Wiley & Sons Inc
  • Valoda: eng
  • ISBN-13: 9781118947333
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  • Formāts: PDF+DRM
  • Izdošanas datums: 02-Sep-2014
  • Izdevniecība: John Wiley & Sons Inc
  • Valoda: eng
  • ISBN-13: 9781118947333
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An organizational "North Star," codifying valued behaviors for optimal performance The Culture Engine shows leaders how to create a high performing, values aligned culture through the creation of an organizational constitution. With practical step-by-step guidance, readers learn how to define their organization's culture, delineate the behaviors that contribute to greater performance and greater engagement, and draft a document that codifies those behaviors into a constitution that guides behavior towards an ideal: a safe, inspiring workplace. The discussion focuses on people, including who should be involved at the outset and how to engage employees from start to finish, while examples of effective constitutions provide guidance toward drafting a document that can actualize an organization's potential.

Culture drives everything that happens in an organization day to day, including focus, priorities, and the treatment of employees and customers. A great culture drives great performance, and can help attract and retain great talent. But a great culture isn't something that evolves naturally. The Culture Engine is a guide to strategically planning a culture by compiling the company's guiding principles and behaviors into an organizational constitution.





Decide which behaviors and attitudes are desired in the organization Secure leader commitment to planning, drafting, and implementing the document Learn the most effective way to socialize the draft statement and get everyone on board Model desired behaviors to boost employee engagement throughout the process

Organizational culture is not an amorphous thing it comes down from the top, inspired and exemplified by the leadership. It can steer a company up or down, keep it on mission or force it off-course. For an organization to fulfill its potential, the culture must be on-point, truly reflecting the heart of the company from leaders to team members across the company. The Culture Engine helps leaders define the playing field, pushing performance to the next level.
Foreword xi
Acknowledgments xiii
Introduction xv
How Did I Learn about Organizational Constitutions? xvii
How Is the Book Structured? xix
Chapter 1 What Is an Organizational Constitution and Why Do You Need One?
1(38)
What Is the Condition of Your Team or Company's Culture, Right Now?
3(5)
The Concept of Perfection
8(2)
How Civil Is Your Workplace?
10(2)
Who Is in Charge of Culture?
12(2)
Create a Pocket of Excellence
14(2)
An Organizational Constitution Is a "Disruptive Technology" in Your Workplace
16(4)
The Performance-Values Matrix
20(3)
The Costs of Measuring Only Performance
23(7)
How Does an Organizational Constitution Help Your Company, Department, or Team?
30(2)
Client Impact
32(2)
Your Leadership Legacy
34(5)
Chapter 2 It Starts with You
39(32)
Clarify Your Personal Purpose
43(3)
Clarify Your Personal Values and Aligned Behaviors
46(2)
Define Your Values
48(3)
Add Observable, Tangible, Measurable Behaviors to Each Value
51(3)
Your Values, Definitions, and Behaviors
54(2)
Formalize Your Leadership Philosophy
56(4)
Key Elements (Present Day)
60(1)
Desirable Outcomes (Future State)
61(2)
Live Well to Serve and Lead Well
63(4)
Servant Leadership Is the Foundation
67(4)
Chapter 3 Clarify Your Organization's Purpose
71(18)
What Is an Effective Purpose Statement?
74(4)
Communicating Your Company's Reason for Being
78(1)
What Is Your Team or Company's Actual Purpose?
79(2)
Humans Are Drawn to and Inspired by Great Purpose
81(1)
Crafting a Compelling, Inspiring Purpose Statement
82(7)
Chapter 4 Define Values in Behavioral Terms
89(24)
Why Do You Need Values Defined in Behavioral Terms?
91(2)
Your Beliefs May Not Be Aligned
93(1)
Build Your Values Foundation on Behaviors
94(3)
Step-by-Step Guidelines for Creating Valued Behaviors
97(5)
Define Your Values
102(3)
Include Observable, Tangible, and Measurable Behaviors for Each Value
105(3)
Your Values, Definitions, and Behaviors
108(5)
Chapter 5 Outline Strategies and Goals for the Coming Fiscal Year
113(20)
Five-Point Strategic Planning Wheel
120(3)
Who Is in Charge of Communicating Your Business Strategies and Goals?
123(2)
Measure the Right Things
125(2)
Build a Draft of Your Team or Company's Strategic Plan and Goals
127(6)
Chapter 6 Your Organizational Constitution Must Be LIVED
133(30)
Engage All Leaders in Your Organizational Constitution's Implementation
135(6)
Describe the Way
141(6)
Model the Way
147(3)
Align the Way
150(1)
Contribution Management instead of Performance Management
151(3)
The Values-Aligned Tribe Culture at WD-40 Company
154(9)
Chapter 7 Gathering Formal Feedback on Valued Behaviors
163(26)
Is it Responsibility or Accountability?
171(3)
Crafting Your Custom Values Survey
174(8)
Leaders Must Be Rated on Their Values Alignment First
182(7)
Chapter 8 Dealing with Resistance
189(14)
What Does Resistance Look Like?
196(2)
How Must a Leader Address Resistance?
198(5)
Chapter 9 Hiring for Values Alignment
203(16)
How Do You Hire Today?
205(2)
Before the Hire---Recruiting, Interviewing, and Assessing
207(4)
After the Hire---Orientation and Integration
211(5)
What if the New Hire Just Doesn't Fit?
216(3)
Chapter 10 Don't Leave Your Organizational Culture to Chance
219(10)
Long-Term Alignment versus Short-Term Results
222(1)
Scoring Your Culture Effectiveness Assessment
222(3)
Implementing an Organizational Constitution Is an Ongoing Project
225(2)
Keep Me Informed
227(2)
Notes 229(6)
About the Author 235(2)
Index 237
S. CHRIS EDMONDS is the founder and CEO of The Purposeful Culture Group, an organizational culture consulting firm. Since 1995, he has also served as a senior consultant with the Ken Blanchard Companies. Over the course of his career, Chris has delivered over 100 keynote speeches, authored or coauthored 6 books, and consulted for clients in almost every industry. He is an adjunct professor at the University of San Diegos School of Business.