Imagine a management philosophy based not upon serving a company's customers, but on serving the company's employees. Vineet Nayar, CEO of HCL Technologies in India, has put such a philosophy into practice with remarkable results. His "employee first, customer second" mantra has been recognized globally as an example of organizational innovation, and was deemed a "new and radical management philosophy" ripe for the picking in the Western world by Business Week. In this book, Nayar himself describes his blunt refusal to treat the flesh and blood of HCL--its people--as "human resource" or as "intellectual capital" or even as an asset like all its other assets-and how his unique perspective led to an holistic transformation of his organization. By putting employees on top of the organizational pyramid, he argues, your company can fully realize the value created in the interface between customers and employees. This book leads managers and executives through the five core aspects of Nayar's approach, demonstrating how to create a sense of urgency, overhaul incentives and reporting structures, foster transparency in communications and feedback, provide platforms for achievement and personal growth, and finally recognize the potential of every individual in the organization. The "Employee First" philosophy should be the fulcrum of the transformation journey of any organization.
The moment of truth—that instant when consumers experience and judge service quality—is often a deciding factor in business success. Designing Service Excellence: People and Technology provides practical information on the design, management, and organization of many different types of service industries, such as hotels, restaurants, banks and financial institutions, retail, and the public sector. The authors investigate the consumers’ experience and judgment on service quality, which ultimately determines the success or failure of the service. They then consider people, usability, and technology in the automation of high-quality service. This research-driven book identifies service—in a variety of forms—as an area of business and management where rapid change is taking place. The authors examine how service has become a balance between people and technology and explore this relationship as one of the key drivers of change. They discuss how social, cultural, and technological developments influence the ways in which customers contact, negotiate, and purchase services from their chosen service providers. These same developments are also driving communications between customers relating to the services they buy and are willing to recommend to others (or otherwise). Intermingled, these features of our current-day lives have changed the nature of service provision and service use. When your organization has its moment of truth, how will it measure up? Organizations whose business has service at its core and whose activities focus mainly on service design, management, and delivery are likely to find increasingly that, for survival, service is a matter of life or death. This book provides a deep understanding of the relationship between people and technology along with an ergonomic approach to the design and management of service delivery that helps you deliver the value and benefits that customers not only want, but increasingly come to expect.
Effective sustainability communication can deliver business value. Get it wrong, however, and the reputational damage will be costly. Stakeholders, and the general public as well as activists, are unforgiving of companies whose products, services, business practices or culture fall short of their socially responsible rhetoric. Based on close to one hundred in-depth interviews with leading experts, Christian Conrad and Marjorie Thompson's The New Brand Spirit helps corporate communications and marketing professionals tackle this conundrum by providing a first-hand view of eight distinct and relevant stakeholder perspectives. Nineteen comprehensive and well-researched best practice cases from sustainability leaders like IBM, Unilever, Marks & Spencer and Puma will inspire all those tasked with communicating sustainability with practical and applicable tools and lessons learned. The result is a book that will enable senior executives, corporate communication professionals and brand managers to decide when, to whom and how to communicate sustainability related messages - and when not to.
Every organization is like a delicate ecosystem. It needs to be nurtured with care and concern just as a natural ecosystem is ecologically nurtured. For this, organizational behavior is the instrument. Organizational behavior is the study of human behavior in organizational settings including the interface of human beings among themselves, the interface of human beings with their and other external organizations, and the behavior of organizations with respect to individuals and other organizations. Individual behavior is an integral part of organizational behavior. As individuals and organizations devote the needed attention to the subject, the challenging issue of work–life balance is resolved. This major work on organizational behavior, with its ninety chapters, is divided into fifteen sections, each of which deals with a specific theme relating to factors impacting and is impacted by organizational behavior. This book provides multiple constructs that facilitate optimal work–life balance. This book will serve as a companion text for students and faculty specializing in organizational behavior and general management. Academicians, industry managers, and leaders as well as administrators and policy makers will find this book a useful thought-primer and guide for effective organizational management. More importantly, the several propositions made in the book would help individuals and institutions achieve competitive strength, emotional stability, and self-actualization through optimal work–life balance.
Powerful stories from the world’s top CEOs to help prepare you for the hard decisions ahead. The essays in How I Did It teach and inspire. Pulled directly from the pages of one of the most popular columns in Harvard Business Review, these essays offer firsthand accounts of the most difficult management challenges faced by the men and women who occupy the corner office. It’s the next best thing to sitting down and talking face-to-face with these corporate leaders. You’ll hear from renowned global leaders including: Kevin Ryan, Gilt Groupe Mindy Grossman, HSN Kevin Plank, Under Armour Daniel P. Amos, Aflac Pramod Bhasin, Genpact Eric Schmidt, Google Ellen Kullman, DuPont Patrizio Bertelli, Prada Pierre Omidyar, Omidyar Network Jorge Cauz, Encyclopaedia Brittanica Richard Gelfond, IMAX Let these potent stories of strategic thinking—and often bold and unconventional action—be your guide as you step into your own future as a leader.
This e-book innovatively explores: * Stories that every change leader needs to read * The often unexamined role of the "ordinary" person in change * How stories can help you be a more engaging coach, facilitator, trainer, leader, ... * The power of story as a tool for influence * How archetypes provide a way of interpreting stories * The different meaning of first, second and third-person stories * The deeper meanings behind "All stories are true but some actually happened" * Ways of effective story listening and interpreting * Understanding that "What's not said" is as important, or more so, than what is said * How story helps us work more intuitively with organisational systems
Why can some organizations innovate time and again, while most cannot? You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may help—but there’s only one way to ensure sustained innovation: you need to lead it—and with a special kind of leadership. Collective Genius shows you how. Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization. Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires. Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.