Transforming company culture: getting your company from where you are now to where you want to be
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
McGraw-Hill
1992
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 299 S. graph. Darst. |
| ISBN: | 0077076605 |
Internformat
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| 100 | 1 | |a Drennan, David |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Transforming company culture |b getting your company from where you are now to where you want to be |c David Drennan |
| 264 | 1 | |a London [u.a.] |b McGraw-Hill |c 1992 | |
| 300 | |a XIV, 299 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Organisatiecultuur |2 gtt | |
| 650 | 7 | |a Organisatieverandering |2 gtt | |
| 650 | 4 | |a Corporate culture | |
| 650 | 4 | |a Industrial management | |
| 650 | 0 | 7 | |a Unternehmenskultur |0 (DE-588)4131484-0 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
| _version_ | 1804125242872823808 |
|---|---|
| adam_text | Contents
Foreword xi
1. What Culture Is 1
What we mean by culture Culture is changeable
2. Where Culture Comes From 5
Influence of a dominant leader Company history
and tradition Technology, products and services
The industry and its competition — Customers —
Company expectations — Information and control
systems Legislation and company environment
Procedures and policies Rewards system and
measurement Organization and resources Goals,
values and beliefs — Key points summary
3. Where Are You Now? 30
Knowing where you are starting from — Conducting
an internal audit — Asking the right questions —
Using outside help Good audits will point the way
Discovering the pattern of your culture Differing
perceptions — Understanding the facts and the
feelings — Key points summary
vi TRANSFORMING COMPANY CULTURE 4. Being Clear On Goals 46
Mission statements — The laugh factor — The value of
goals Goal credibility Getting the goals right
Key points summary
5. Visible Management Commitment 69
Action is all that counts Commitment under
pressure — Devoting time to your goals — Giving your
goals constant attention The Hawthorne effect
Making visible extra effort Putting your money
where your mouth is It takes passion and dedication
Grabbing attention The parables of the company
Using Symbols — Taking risks — All the way
through management commitment Getting middle
managers on board Key points summary
6. Blackpool Rock: The Role of Communications 89
Getting the message all through the business Clear
messages, oft repeated — The benefits of a common
new language Two points of caution Selling the
changes Communications brochures Using all
your media to carry the message — Communications
Manager or not? Getting managers to live the
messages New era/old era signals The key role of
front line managers — The preferred communicator —
Encouraging upward communication Active
listening Fostering cross company communication
Using cross functional teams Looking to the
outside Employees as the company s best
ambassadors Key points summary
7. Train Employees To Help You 110
Signing on to the changes — Making the training
relevant Start at the top How two companies
CONTENTS vii
started Touching everyone in the business
Training middle management A potent form of
feedback Training first line managers Pointers on
training first line managers Training front line
employees Pointers on training employees in
manufacturing companies Training service
employees Pointers on service training Getting
new employees to fit the culture from day one
Training to a standard — Creating a learning culture —
Your only appreciating asset Key points summary
8. Trust Employees To Help You 134
Trusting some but not others Spending the grey
stamps of frustration The trust antidote
Managers cannot do it all — Employees can put it
right early Pushing responsibility down in
manufacturing Empowering employees to help you
Key points summary
9. Measuring Performance and Progress 157
Fear of measurement What measurement does
Setting company wide measures Departmental
measures Setting measures at job level Visible
feedback measures Rules on using visible feedback
systems Some simple but effective shop floor
measures Customer measures Supplier measures
Measuring the soft factors Measuring the
unmeasurable The dangers in measurement
Key points summary
10. Rewarding the Behaviour You Want To See 184
The fundamentals Ownership changes behaviour
Better performance with profit sharing Better
attitudes with profit sharing The do s and don ts of
viii TRANSFORMING COMPANY CULTURE profit sharing Rewarding employees imaginatively
(Jelling everyone to search out excellence The
power of visible recognition — Publish and make
heroes Celebrate success Look for opportunities
to celebrate success Distinctive ways of celebrating
success Making people feel good about their work
Back to the fundamentals Key points summary
11. Getting Started 207
The drastic approach The systematic approach
Getting the facts on where you are now Making the
company s goals clear and specific Steering Group
role — Getting middle management commitment —
Team Objectives Meetings — Cascading down the
organization Making structural changes Breaking
with the past Multidisciplinary project teams
Benefits of project teams Rules for project teams
Key points summary
12. Involving The Whole Organization 230
Getting the rest of the company on board — Create
impact with a launch event Get employees involved
in problem solving Encourage employee suggestions
Create visible new era signals — Foster champions
Issue a challenge or two Create some presidential
importance Learn from outside the company
Learn from inside the compa ny — Congratulate and
celebrate Bringing people together Some final
words of advice Key points summary
13. The Most Likely Reasons for Failure—and the
Antidotes 252
Looking for quick fix answers Goal setting
problems Problems at top management level
CONTENTS ix
Lack of top management control Middle
management resistance Employee resistance
Lack of structure shift Training problems
Problems of company size — Lack of persistence —
Key points summary
14. What It is Like In Companies Who Know Their
Goals 272
The distinguishing factors Kwik Fit Mars
Confectionery — Linn Products — Key points
Summary
Index 294
|
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| illustrated | Illustrated |
| indexdate | 2024-07-09T17:58:27Z |
| institution | BVB |
| isbn | 0077076605 |
| language | English |
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| spelling | Drennan, David Verfasser aut Transforming company culture getting your company from where you are now to where you want to be David Drennan London [u.a.] McGraw-Hill 1992 XIV, 299 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisatiecultuur gtt Organisatieverandering gtt Corporate culture Industrial management Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007187678&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Drennan, David Transforming company culture getting your company from where you are now to where you want to be Organisatiecultuur gtt Organisatieverandering gtt Corporate culture Industrial management Unternehmenskultur (DE-588)4131484-0 gnd |
| subject_GND | (DE-588)4131484-0 |
| title | Transforming company culture getting your company from where you are now to where you want to be |
| title_auth | Transforming company culture getting your company from where you are now to where you want to be |
| title_exact_search | Transforming company culture getting your company from where you are now to where you want to be |
| title_full | Transforming company culture getting your company from where you are now to where you want to be David Drennan |
| title_fullStr | Transforming company culture getting your company from where you are now to where you want to be David Drennan |
| title_full_unstemmed | Transforming company culture getting your company from where you are now to where you want to be David Drennan |
| title_short | Transforming company culture |
| title_sort | transforming company culture getting your company from where you are now to where you want to be |
| title_sub | getting your company from where you are now to where you want to be |
| topic | Organisatiecultuur gtt Organisatieverandering gtt Corporate culture Industrial management Unternehmenskultur (DE-588)4131484-0 gnd |
| topic_facet | Organisatiecultuur Organisatieverandering Corporate culture Industrial management Unternehmenskultur |
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