The tone from the top: how behaviour trumps strategy
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Farnham, Surrey
Gower
[2015]
|
| Subjects: | |
| Item Description: | Online resource; title from PDF title page (Ebsco, viewed May 6, 2015). - Includes index |
| Physical Description: | 1 online resource |
| ISBN: | 9781472454188 1472454189 9781472454195 1472454197 |
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MARC
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| 505 | 8 | |a Cover; Contents; List of Figures; Acknowledgements; About the Author; About Ashridge Business School; Introduction; Part I The Research into The Tone from the Top; The Participants; Executive Summary of the Research: Boards Should Set a Tone from the Top; Ethical Risk Cannot Be Eliminated; A Good Tone Starts with a Good Board; Strong Governance is Part of Tone from the Top; The Tone Must Be Led by the CEO; The Levers of Tone from the Top; There Are No Silver Bullets; Key Messages for Each Stakeholder Group; The Responses and Findings; 1: The Vital Role of a Strong Board | |
| 505 | 8 | |a 2: Strong Governance is a Prerequisite3: Special Attention to Ethics is Increasing; 4: There is Growing Awareness of the Implications of Signalling; 5: Different Approaches May Be Relevant According to a Company's Stage of Development; 6: Reducing the Number of 'Bad Apples'; 7: Reducing the Number of 'Foolish Apples'; 8: Reducing the Number of 'Tempted Apples'; 9: What Gets in the Way; 10: Advice from the Participants; Conclusions and Reflections on the Research; Appendix 1: A Systematic Approach for Managing Ethical Risks; The Basics (Steps 1-3); Step 4: Signalling | |
| 505 | 8 | |a Step 5: Assurance: Reducing the Risk of 'Bad Apples'Step 6: Assurance: Reducing the Risk of 'Foolish Apples'; Step 7: Assurance: Reducing the Risk of 'pressured Apples'; Appendix 2: The Research Methodology; The Questionnaire; Part II Case Studies; Case Studies; The Vital Role of a Strong Board; Strong Governance is a Pre-requisite; Special Attention to Ethics is Increasing; There is Growing Awareness of theImplications of Signalling; Different Approaches May Be Relevant Accordingto a Company's Stage of Development; Reducing the Number of 'Bad Apples'; Reducing the Number of 'Foolish Apples' | |
| 505 | 8 | |a Reducing the Number of 'Tempted Apples'What Gets in the Way; Part III On Leadership; On Leadership; The Evolution of the Leader's Role ThroughOne's Career; 'The Three C Model' for Leadership Setting theTone from the Top; Leadership Pitfalls; Beyond Rationality; Dysfunctional Leadership; Situational Leadership; Challenge and Support to Build a HighPerformance Team; Leadership Through Engagement; The Business Life Cycle and the Tone from the Top; Turnarounds and the Will to Recover; The World Has Changed; The Role of Chairman; Executive Presence; Conclusions; Appendix 3: A Model Code of Conduct | |
| 505 | 8 | |a Code of ConductStandards of Behaviour; Obeying the Law; Shareholders; Employees; Customers; Business Partners and Suppliers; Communications; Business Integrity; Conflicts of Interests; Competition; Community Involvement; The Environment; Compliance -- Monitoring -- Reporting; Gift Policy; Appendix 4: An Ethics Audit; Auditing the Ethics of the Organisation; Input Measures; Output Measures; Appendix 5: Meeting Behaviour; Meeting Behaviour as a Means of Signalling the Tone from the Top; Start on Time; Finish on Time; Index | |
| 505 | 8 | |a Many companies have been criticised for weaknesses in their business ethics, and every year, new scandals and ethical breaches hit the media. The problem of ethical lapses however, is not confined to business and there are few sectors of society that can claim the moral high ground. In an increasingly transparent world, employee engagement is founded on trust - of their boss, their department, their whole enterprise.The Tone from the Top: How Behaviour Trumps Strategy will convince you that the behaviour of leaders and the signals they send are more important than strategy. In offering a model | |
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| 650 | 7 | |a Corporate culture |2 fast | |
| 650 | 7 | |a Executives / Conduct of life |2 fast | |
| 650 | 7 | |a Leadership / Moral and ethical aspects |2 fast | |
| 650 | 4 | |a Ethik | |
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Executives |x Conduct of life |a Leadership |x Moral and ethical aspects |a Business ethics |a Corporate culture | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Muir, Ian |t The Tone From the Top : How Behaviour Trumps Strategy |d Farnham : Ashgate Publishing Ltd,c2015 |z 9781472454171 |
| 912 | |a ZDB-4-NLEBK | ||
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| author_facet | Muir, Ian |
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| contents | Cover; Contents; List of Figures; Acknowledgements; About the Author; About Ashridge Business School; Introduction; Part I The Research into The Tone from the Top; The Participants; Executive Summary of the Research: Boards Should Set a Tone from the Top; Ethical Risk Cannot Be Eliminated; A Good Tone Starts with a Good Board; Strong Governance is Part of Tone from the Top; The Tone Must Be Led by the CEO; The Levers of Tone from the Top; There Are No Silver Bullets; Key Messages for Each Stakeholder Group; The Responses and Findings; 1: The Vital Role of a Strong Board 2: Strong Governance is a Prerequisite3: Special Attention to Ethics is Increasing; 4: There is Growing Awareness of the Implications of Signalling; 5: Different Approaches May Be Relevant According to a Company's Stage of Development; 6: Reducing the Number of 'Bad Apples'; 7: Reducing the Number of 'Foolish Apples'; 8: Reducing the Number of 'Tempted Apples'; 9: What Gets in the Way; 10: Advice from the Participants; Conclusions and Reflections on the Research; Appendix 1: A Systematic Approach for Managing Ethical Risks; The Basics (Steps 1-3); Step 4: Signalling Step 5: Assurance: Reducing the Risk of 'Bad Apples'Step 6: Assurance: Reducing the Risk of 'Foolish Apples'; Step 7: Assurance: Reducing the Risk of 'pressured Apples'; Appendix 2: The Research Methodology; The Questionnaire; Part II Case Studies; Case Studies; The Vital Role of a Strong Board; Strong Governance is a Pre-requisite; Special Attention to Ethics is Increasing; There is Growing Awareness of theImplications of Signalling; Different Approaches May Be Relevant Accordingto a Company's Stage of Development; Reducing the Number of 'Bad Apples'; Reducing the Number of 'Foolish Apples' Reducing the Number of 'Tempted Apples'What Gets in the Way; Part III On Leadership; On Leadership; The Evolution of the Leader's Role ThroughOne's Career; 'The Three C Model' for Leadership Setting theTone from the Top; Leadership Pitfalls; Beyond Rationality; Dysfunctional Leadership; Situational Leadership; Challenge and Support to Build a HighPerformance Team; Leadership Through Engagement; The Business Life Cycle and the Tone from the Top; Turnarounds and the Will to Recover; The World Has Changed; The Role of Chairman; Executive Presence; Conclusions; Appendix 3: A Model Code of Conduct Code of ConductStandards of Behaviour; Obeying the Law; Shareholders; Employees; Customers; Business Partners and Suppliers; Communications; Business Integrity; Conflicts of Interests; Competition; Community Involvement; The Environment; Compliance -- Monitoring -- Reporting; Gift Policy; Appendix 4: An Ethics Audit; Auditing the Ethics of the Organisation; Input Measures; Output Measures; Appendix 5: Meeting Behaviour; Meeting Behaviour as a Means of Signalling the Tone from the Top; Start on Time; Finish on Time; Index Many companies have been criticised for weaknesses in their business ethics, and every year, new scandals and ethical breaches hit the media. The problem of ethical lapses however, is not confined to business and there are few sectors of society that can claim the moral high ground. In an increasingly transparent world, employee engagement is founded on trust - of their boss, their department, their whole enterprise.The Tone from the Top: How Behaviour Trumps Strategy will convince you that the behaviour of leaders and the signals they send are more important than strategy. In offering a model |
| ctrlnum | (ZDB-4-NLEBK)ocn908335780 (OCoLC)908335780 (DE-599)BVBBV044359278 |
| dewey-full | 174/.4 |
| dewey-hundreds | 100 - Philosophy & psychology |
| dewey-ones | 174 - Occupational ethics |
| dewey-raw | 174/.4 |
| dewey-search | 174/.4 |
| dewey-sort | 3174 14 |
| dewey-tens | 170 - Ethics (Moral philosophy) |
| discipline | Philosophie |
| format | Electronic eBook |
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| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:50:44Z |
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| spelling | Muir, Ian Verfasser aut The tone from the top how behaviour trumps strategy Ian Muir Farnham, Surrey Gower [2015] 1 online resource txt rdacontent c rdamedia cr rdacarrier Online resource; title from PDF title page (Ebsco, viewed May 6, 2015). - Includes index Cover; Contents; List of Figures; Acknowledgements; About the Author; About Ashridge Business School; Introduction; Part I The Research into The Tone from the Top; The Participants; Executive Summary of the Research: Boards Should Set a Tone from the Top; Ethical Risk Cannot Be Eliminated; A Good Tone Starts with a Good Board; Strong Governance is Part of Tone from the Top; The Tone Must Be Led by the CEO; The Levers of Tone from the Top; There Are No Silver Bullets; Key Messages for Each Stakeholder Group; The Responses and Findings; 1: The Vital Role of a Strong Board 2: Strong Governance is a Prerequisite3: Special Attention to Ethics is Increasing; 4: There is Growing Awareness of the Implications of Signalling; 5: Different Approaches May Be Relevant According to a Company's Stage of Development; 6: Reducing the Number of 'Bad Apples'; 7: Reducing the Number of 'Foolish Apples'; 8: Reducing the Number of 'Tempted Apples'; 9: What Gets in the Way; 10: Advice from the Participants; Conclusions and Reflections on the Research; Appendix 1: A Systematic Approach for Managing Ethical Risks; The Basics (Steps 1-3); Step 4: Signalling Step 5: Assurance: Reducing the Risk of 'Bad Apples'Step 6: Assurance: Reducing the Risk of 'Foolish Apples'; Step 7: Assurance: Reducing the Risk of 'pressured Apples'; Appendix 2: The Research Methodology; The Questionnaire; Part II Case Studies; Case Studies; The Vital Role of a Strong Board; Strong Governance is a Pre-requisite; Special Attention to Ethics is Increasing; There is Growing Awareness of theImplications of Signalling; Different Approaches May Be Relevant Accordingto a Company's Stage of Development; Reducing the Number of 'Bad Apples'; Reducing the Number of 'Foolish Apples' Reducing the Number of 'Tempted Apples'What Gets in the Way; Part III On Leadership; On Leadership; The Evolution of the Leader's Role ThroughOne's Career; 'The Three C Model' for Leadership Setting theTone from the Top; Leadership Pitfalls; Beyond Rationality; Dysfunctional Leadership; Situational Leadership; Challenge and Support to Build a HighPerformance Team; Leadership Through Engagement; The Business Life Cycle and the Tone from the Top; Turnarounds and the Will to Recover; The World Has Changed; The Role of Chairman; Executive Presence; Conclusions; Appendix 3: A Model Code of Conduct Code of ConductStandards of Behaviour; Obeying the Law; Shareholders; Employees; Customers; Business Partners and Suppliers; Communications; Business Integrity; Conflicts of Interests; Competition; Community Involvement; The Environment; Compliance -- Monitoring -- Reporting; Gift Policy; Appendix 4: An Ethics Audit; Auditing the Ethics of the Organisation; Input Measures; Output Measures; Appendix 5: Meeting Behaviour; Meeting Behaviour as a Means of Signalling the Tone from the Top; Start on Time; Finish on Time; Index Many companies have been criticised for weaknesses in their business ethics, and every year, new scandals and ethical breaches hit the media. The problem of ethical lapses however, is not confined to business and there are few sectors of society that can claim the moral high ground. In an increasingly transparent world, employee engagement is founded on trust - of their boss, their department, their whole enterprise.The Tone from the Top: How Behaviour Trumps Strategy will convince you that the behaviour of leaders and the signals they send are more important than strategy. In offering a model BUSINESS & ECONOMICS / Business Ethics bisacsh Business ethics fast Corporate culture fast Executives / Conduct of life fast Leadership / Moral and ethical aspects fast Ethik Führung Wirtschaft Executives Conduct of life Leadership Moral and ethical aspects Business ethics Corporate culture Erscheint auch als Druck-Ausgabe Muir, Ian The Tone From the Top : How Behaviour Trumps Strategy Farnham : Ashgate Publishing Ltd,c2015 9781472454171 |
| spellingShingle | Muir, Ian The tone from the top how behaviour trumps strategy Cover; Contents; List of Figures; Acknowledgements; About the Author; About Ashridge Business School; Introduction; Part I The Research into The Tone from the Top; The Participants; Executive Summary of the Research: Boards Should Set a Tone from the Top; Ethical Risk Cannot Be Eliminated; A Good Tone Starts with a Good Board; Strong Governance is Part of Tone from the Top; The Tone Must Be Led by the CEO; The Levers of Tone from the Top; There Are No Silver Bullets; Key Messages for Each Stakeholder Group; The Responses and Findings; 1: The Vital Role of a Strong Board 2: Strong Governance is a Prerequisite3: Special Attention to Ethics is Increasing; 4: There is Growing Awareness of the Implications of Signalling; 5: Different Approaches May Be Relevant According to a Company's Stage of Development; 6: Reducing the Number of 'Bad Apples'; 7: Reducing the Number of 'Foolish Apples'; 8: Reducing the Number of 'Tempted Apples'; 9: What Gets in the Way; 10: Advice from the Participants; Conclusions and Reflections on the Research; Appendix 1: A Systematic Approach for Managing Ethical Risks; The Basics (Steps 1-3); Step 4: Signalling Step 5: Assurance: Reducing the Risk of 'Bad Apples'Step 6: Assurance: Reducing the Risk of 'Foolish Apples'; Step 7: Assurance: Reducing the Risk of 'pressured Apples'; Appendix 2: The Research Methodology; The Questionnaire; Part II Case Studies; Case Studies; The Vital Role of a Strong Board; Strong Governance is a Pre-requisite; Special Attention to Ethics is Increasing; There is Growing Awareness of theImplications of Signalling; Different Approaches May Be Relevant Accordingto a Company's Stage of Development; Reducing the Number of 'Bad Apples'; Reducing the Number of 'Foolish Apples' Reducing the Number of 'Tempted Apples'What Gets in the Way; Part III On Leadership; On Leadership; The Evolution of the Leader's Role ThroughOne's Career; 'The Three C Model' for Leadership Setting theTone from the Top; Leadership Pitfalls; Beyond Rationality; Dysfunctional Leadership; Situational Leadership; Challenge and Support to Build a HighPerformance Team; Leadership Through Engagement; The Business Life Cycle and the Tone from the Top; Turnarounds and the Will to Recover; The World Has Changed; The Role of Chairman; Executive Presence; Conclusions; Appendix 3: A Model Code of Conduct Code of ConductStandards of Behaviour; Obeying the Law; Shareholders; Employees; Customers; Business Partners and Suppliers; Communications; Business Integrity; Conflicts of Interests; Competition; Community Involvement; The Environment; Compliance -- Monitoring -- Reporting; Gift Policy; Appendix 4: An Ethics Audit; Auditing the Ethics of the Organisation; Input Measures; Output Measures; Appendix 5: Meeting Behaviour; Meeting Behaviour as a Means of Signalling the Tone from the Top; Start on Time; Finish on Time; Index Many companies have been criticised for weaknesses in their business ethics, and every year, new scandals and ethical breaches hit the media. The problem of ethical lapses however, is not confined to business and there are few sectors of society that can claim the moral high ground. In an increasingly transparent world, employee engagement is founded on trust - of their boss, their department, their whole enterprise.The Tone from the Top: How Behaviour Trumps Strategy will convince you that the behaviour of leaders and the signals they send are more important than strategy. In offering a model BUSINESS & ECONOMICS / Business Ethics bisacsh Business ethics fast Corporate culture fast Executives / Conduct of life fast Leadership / Moral and ethical aspects fast Ethik Führung Wirtschaft Executives Conduct of life Leadership Moral and ethical aspects Business ethics Corporate culture |
| title | The tone from the top how behaviour trumps strategy |
| title_auth | The tone from the top how behaviour trumps strategy |
| title_exact_search | The tone from the top how behaviour trumps strategy |
| title_full | The tone from the top how behaviour trumps strategy Ian Muir |
| title_fullStr | The tone from the top how behaviour trumps strategy Ian Muir |
| title_full_unstemmed | The tone from the top how behaviour trumps strategy Ian Muir |
| title_short | The tone from the top |
| title_sort | the tone from the top how behaviour trumps strategy |
| title_sub | how behaviour trumps strategy |
| topic | BUSINESS & ECONOMICS / Business Ethics bisacsh Business ethics fast Corporate culture fast Executives / Conduct of life fast Leadership / Moral and ethical aspects fast Ethik Führung Wirtschaft Executives Conduct of life Leadership Moral and ethical aspects Business ethics Corporate culture |
| topic_facet | BUSINESS & ECONOMICS / Business Ethics Business ethics Corporate culture Executives / Conduct of life Leadership / Moral and ethical aspects Ethik Führung Wirtschaft Executives Conduct of life Leadership Moral and ethical aspects Business ethics Corporate culture |
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