Our present market system has evolved in line with capitalist philosophy. At the heart of capitalism is profit. Consequently, profit has become the main driver of society. And that's fine, because if we all make enough profit then things must be okay. Right? Wrong. Profit can be a powerful motive, but is not always used responsibly and, in the worst cases, this can have adverse effects at a wider level (think CFCs). The calls for a corporate conscience are growing louder, but no one has yet suggested an alternative to profit that the majority find anything like as compelling. Profit is here…mehr
Our present market system has evolved in line with capitalist philosophy. At the heart of capitalism is profit. Consequently, profit has become the main driver of society. And that's fine, because if we all make enough profit then things must be okay. Right?
Wrong. Profit can be a powerful motive, but is not always used responsibly and, in the worst cases, this can have adverse effects at a wider level (think CFCs). The calls for a corporate conscience are growing louder, but no one has yet suggested an alternative to profit that the majority find anything like as compelling. Profit is here and now. In this climate of confusion, the solution is to augment the profit motive, not replace it. To refine it so that it enriches society both materially and spiritually. To create The Value Motive.
We all value things. And we're all fired up by what we value. Value is personal and thus a powerful force for motivating people - who are the engine of any organization.If value could replace the profit motive, it could reconcile the interests of shareholders, CEOs, citizens and government. Everyone would pursue value as part of a whole. This book is a call to manage for maximum value, and offers an alternative to the profit motive without replacing it. Profits still rise using the value motive, but society gains more value.
The profit motive has served us well for many years; The Value Motive is the next step.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
ABOUT THE AUTHOR PAUL KEARNS started his career specializing in industrial relations management in 1978. He then moved into human resource management roles in engineering, construction and manufacturing businesses. His last corporate role in 1991 was sitting on the management team of an automotive business where he became acutely aware, for the first time, that managing value and managing profit were two entirely different objectives. He found, in particular, that managing the human aspects of organizations to create value had become probably the biggest management issue of modern times and one that had no easy solution and no single, coherent methodology. Since then he has been working in this field as a consultant, writer, teacher and business conference speaker. His writing has drawn a great deal of attention from both the business and academic worlds, although he has always regarded himself, first and foremost, as a pragmatic practitioner. As a consequence he regards his work as bridging the divide between academic theory and management practice. He teaches on MBA programmes and trains managers to understand the wealth creating opportunities presented by a more enlightened approach to people management. He has written eight books and is a regular, thought-provoking contributor to both academic and professional journals. Paul was born in 1955 in Leicester (UK) and has a degree in economics and economic history. He is married to Nuala and they have three grown-up children.
Inhaltsangabe
About The Author ix Preface xi Introduction xix 1 Profit Is Not a Dirty Word But Value Is Much Cleaner 1 Is profit the best way to allocate scarce resources? 1 Profit can be a very emotive word 7 The Microsoft Paradox 11 Not-for-profit? Does that mean not-for-value? 17 Profit is an increasingly unpopular king 22 2 Value - A Very Slippery Word Indeed 29 Defining value 29 A working definition of value 34 Basic value 37 Moving on to added value 41 Private equity partners - value adders or asset strippers? 44 The value motive already exists 47 Value as a distillation process 51 Declaring value in a public statement 54 The value agenda 62 A value statement for a commercial company 63 A value statement for a public sector organization 68 'Intangibles' confuse the issue of added value 71 3 This Powerful Motive Force We Call Value 77 Harnessing the power of motive 77 Value means output, not input 80 Defi ning value as an economic system 85 Does the capitalist system deliver the best value? 88 When we say value we should really mean it 92 A holistic value system for everyone 96 4 Value Has to Be The Raison D'être For Every Type of Organization 101 All value is good 101 Value is the raison d'être of all organizations 103 Corporate social responsibility (CSR) and the 'triple' bottom line 106 Social enterprise 117 Is the public sector an obsolete construct? 120 5 Organizational Performance Measurement Has to Measure Value 127 Turning human activity into value 127 The advent of the scorecard 130 The EFQM business excellence model 134 Agreeing value priorities using the 3 Box System 136 The gulf between performance measurement theory and practice 142 Activity, performance and added value measures 150 Taking a fresh perspective on the purpose of performance measurement 153 Measuring and managing 'intangibles' 156 E-valu-ation 161 6 Value Is Essentially A People Thing 167 A fresh approach to people management 167 Measuring the value of people 171 Debunking the employee-customer-profit chain theory 176 Replacing performance management with value management 178 Managing value holistically 185 Valuing people 'intangibles' 187 7 The People Measurement 'Box' 193 Only meaningful measures count 193 People measurement is a really serious matter 199 Does diversity add value? 205 Human capital management, a revolution in management thinking 210 People - are they personnel, human resources, assets or capital? 214 Human capital measures and indicators of value 216 8 How The Value Motive Could Upstage The Profit King 223 The value motive is leadership 223 The politician's definition of value 231 The first, second and third sectors have to become one 236 Value special cases and dead losses 241 Value management education 245 Auditing the value motive 249 A new management discipline - valuing the human contribution 252 Index 259
About The Author ix Preface xi Introduction xix 1 Profit Is Not a Dirty Word But Value Is Much Cleaner 1 Is profit the best way to allocate scarce resources? 1 Profit can be a very emotive word 7 The Microsoft Paradox 11 Not-for-profit? Does that mean not-for-value? 17 Profit is an increasingly unpopular king 22 2 Value - A Very Slippery Word Indeed 29 Defining value 29 A working definition of value 34 Basic value 37 Moving on to added value 41 Private equity partners - value adders or asset strippers? 44 The value motive already exists 47 Value as a distillation process 51 Declaring value in a public statement 54 The value agenda 62 A value statement for a commercial company 63 A value statement for a public sector organization 68 'Intangibles' confuse the issue of added value 71 3 This Powerful Motive Force We Call Value 77 Harnessing the power of motive 77 Value means output, not input 80 Defi ning value as an economic system 85 Does the capitalist system deliver the best value? 88 When we say value we should really mean it 92 A holistic value system for everyone 96 4 Value Has to Be The Raison D'être For Every Type of Organization 101 All value is good 101 Value is the raison d'être of all organizations 103 Corporate social responsibility (CSR) and the 'triple' bottom line 106 Social enterprise 117 Is the public sector an obsolete construct? 120 5 Organizational Performance Measurement Has to Measure Value 127 Turning human activity into value 127 The advent of the scorecard 130 The EFQM business excellence model 134 Agreeing value priorities using the 3 Box System 136 The gulf between performance measurement theory and practice 142 Activity, performance and added value measures 150 Taking a fresh perspective on the purpose of performance measurement 153 Measuring and managing 'intangibles' 156 E-valu-ation 161 6 Value Is Essentially A People Thing 167 A fresh approach to people management 167 Measuring the value of people 171 Debunking the employee-customer-profit chain theory 176 Replacing performance management with value management 178 Managing value holistically 185 Valuing people 'intangibles' 187 7 The People Measurement 'Box' 193 Only meaningful measures count 193 People measurement is a really serious matter 199 Does diversity add value? 205 Human capital management, a revolution in management thinking 210 People - are they personnel, human resources, assets or capital? 214 Human capital measures and indicators of value 216 8 How The Value Motive Could Upstage The Profit King 223 The value motive is leadership 223 The politician's definition of value 231 The first, second and third sectors have to become one 236 Value special cases and dead losses 241 Value management education 245 Auditing the value motive 249 A new management discipline - valuing the human contribution 252 Index 259
Rezensionen
"â? readable and thought-provokingâ? " (CPO Agenda, June 2007) "...this book should be compulsory for all HR Professionals" (Personnel Today, Tues 3rd May)
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