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開本:16開 紙張:膠版紙 包裝:精裝 是否套裝:否 國際標準書號ISBN:9781595620545 作者:Tom 出版社:Perseus 出版時間:2011年08月 
" 內容簡介 This book takes the reader through a journey of how fear ofloss progressively creates barriers and bureaucracy that inevitablycause companies to fail, and what leaders needs to do to overcomethese seemingly impenetrable walls. The greatest threat to anorganisation's success is not always the competition. Often, it iswhat a company does to itself. Because of fear, companies becomeplagued with barriers and bureaucracy that limit success, crushemployees, and infuse frustration and a sense of futility acrossthe enterprise. It starts with a narrowing of focus, which leads tothe first level of bureaucracy: parochialism. Parochialism existswhen managers and departments begin to view the world through thefilter of their own little silo, and build walls make of rules andpolicies to protect their turf. As businesses grow and become morecomplex, the second level of bureaucracy is reached:territorialism. While parochialism is about protecting a departmentfrom outsiders, territorialism is about controlling those insidethe silo. The third and final level of bureaucracy is empirebuilding, which is a response to perceived threats to adepartment's ability to be self-sufficient. These barriers costorganizations a fortune in inefficiency, turnover, waste, anddemoralization. Tearing down these barriers is difficult, but itcan be done. Parochialism can be eliminated by resetting rules andpolicies, and refocusing on the ultimate mission of theorganization. Territorialism can be eliminated by creating trueempowerment, along with appropriate levels of accountability.Empire building can be addressed through shared goals and a set ofguiding principles to help act as a referee in decision making. Butthat's not enough. Managers must also create a culture of courage,to enable employees to take advantage of these new freedoms andaccountabilities. Courage killers must be rooted out, and dealtwith swiftly and strongly. Finally, leadership must refocus onmission success rather than just checking off their part of theprocess, manage reference points, and engage employees. By doingall of these things, an organization can become fearless, andunstoppable.This book takes the reader through a journey of how fear of loss progressively creates barriers and bureaucracy that inevitably cause companies to fail, and what leaders needs to do to overcome these seemingly impenetrable walls. The greatest threat to an organisation's success is not always the competition. Often, it is what a company does to itself. Because of fear, companies become plagued with barriers and bureaucracy that limit success, crush employees, and infuse frustration and a sense of futility across the enterprise. It starts with a narrowing of focus, which leads to the first level of bureaucracy: parochialism. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo, and build walls make of rules and policies to protect their turf. As businesses grow and become more complex, the second level of bureaucracy is reached: territorialism. While parochialism is about protecting a department from outsiders, territorialism is about controlling those inside the silo. The third and final level of bureaucracy is empire building, which is a response to perceived threats to a department's ability to be self-sufficient. These barriers cost organizations a fortune in inefficiency, turnover, waste, and demoralization. Tearing down these barriers is difficult, but it can be done. Parochialism can be eliminated by resetting rules and policies, and refocusing on the ultimate mission of the organization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Empire building can be addressed through shared goals and a set of guiding principles to help act as a referee in decision making. But that's not enough. Managers must also create a culture of courage, to enable employees to take advantage of these new freedoms and accountabilities. Courage killers must be rooted out, and dealt with swiftly and strongly. Finally, leadership must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. By doing all of these things, an organization can become fearless, and unstoppable. 作者簡介 Tom Rieger is a Senior Practice Expert with Gallup Inc. He is an expert in identifying and correcting barriers to success, both for companies and societies. Rieger has built a number of frameworks that apply behavioral economic principles to a variety of complex problems, across both boardrooms and battlefields. Tom received an MS in Industrial Administration from Carnegie-Mellon in 1986. 目錄 INTRODUCTION GLOSSARY Chapter One: FEAR OF LOSS Joe's Fall From Grace Chapter Two: PAROCHIALISM Chapter Three: TERRITORIALISM Chapter Four: EMPIRE BUILDING Chapter Five: THE COST OF FEAR Chapter Six: OVERCOMING PAROCHIALISM Chapter Seven: OVERCOMING TERRITORIALISM Chapter Eight: OVERCOMING EMPIRE BUILDING Chapter Nine: COURAGE ENABLERS Chapter Ten: BEWARE OF COURAGE KILLERS Chapter Eleven: THE LEADERSHIP IMPERATIVEINTRODUCTION
GLOSSARY
Chapter One: FEAR OF LOSS
Joe's Fall From Grace
Chapter Two: PAROCHIALISM
Chapter Three: TERRITORIALISM
Chapter Four: EMPIRE BUILDING
Chapter Five: THE COST OF FEAR
Chapter Six: OVERCOMING PAROCHIALISM
Chapter Seven: OVERCOMING TERRITORIALISM
Chapter Eight: OVERCOMING EMPIRE BUILDING
Chapter Nine: COURAGE ENABLERS
Chapter Ten: BEWARE OF COURAGE KILLERS
Chapter Eleven: THE LEADERSHIP IMPERATIVE
Chapter Twelve: THE FEARLESS COMPANY
Joe's Redemption
ACKNOWLEDGEMENTS
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