| 內容介紹 | |
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
REFERENCES | | |
|
