Richard Barrett
The Values-Driven Organization
Cultural Health and Employee Well-Being as a Pathway to Sustainable Performance
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Richard Barrett
The Values-Driven Organization
Cultural Health and Employee Well-Being as a Pathway to Sustainable Performance
- Broschiertes Buch
This book provides a compelling narrative about why values-driven organizations are the most successful organizations on the planet. According to Barrett, understanding employee's needs-what people value-is the key to creating a high performing organization. The text provides both a leadership approach and a language for organizational transformation and culture change that incorporates concepts such as cultural entropy, values alignment and whole system change.
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This book provides a compelling narrative about why values-driven organizations are the most successful organizations on the planet. According to Barrett, understanding employee's needs-what people value-is the key to creating a high performing organization. The text provides both a leadership approach and a language for organizational transformation and culture change that incorporates concepts such as cultural entropy, values alignment and whole system change.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis Ltd
- 2 ed
- Seitenzahl: 268
- Erscheinungstermin: 7. Juni 2017
- Englisch
- Abmessung: 232mm x 156mm x 18mm
- Gewicht: 472g
- ISBN-13: 9781138679160
- ISBN-10: 113867916X
- Artikelnr.: 47721124
- Verlag: Taylor & Francis Ltd
- 2 ed
- Seitenzahl: 268
- Erscheinungstermin: 7. Juni 2017
- Englisch
- Abmessung: 232mm x 156mm x 18mm
- Gewicht: 472g
- ISBN-13: 9781138679160
- ISBN-10: 113867916X
- Artikelnr.: 47721124
Richard Barrett is an author, speaker and internationally recognised thought leader on the evolution of human values in business and society. He is the Founder and Chairman of the Barrett Values Centre, a Fellow of the World Business Academy and former Values Coordinator at the World Bank.
Part I: Understanding values
1. Values-driven. What does it mean?
2. The impact of values on performance
3. What employees want
4. Whole system change
Part II: Values alignment and mission alignment
5. The model
6. The Cultural Transformation Tools
7. Building sustainable performance
8. Measuring Cultural Health
9. Types of culture
10. Industry reports
Part III: Personal alignment
11. The seven levels of leadership
12. Reducing Personal Entropy
13. Measuring Personal Entropy
14. Coaching the leader
15. The leader as a coach/role model
Part IV: Structural realignment
16. Choosing espoused values
17. Organizational democracy
18. Embedding the culture
19. The twenty-first-century organization
Annex 1: Short description of SDGs
Annex 2: The energy available to an organization
Annex 3: The top 40 publicly traded best companies to work for in North
America
Annex 4: Firms of Endearment
Annex 5: Good to Great Companies
Annex 6: The Trust Matrix Exercise
Annex 7: Theory U and Seven Levels of Consciousness
Annex 8: The Four Why's Process
Annex 9: Guidelines for choosing values and developing mission and vision
statements
Annex 10: A Brief Overview of the Origins of the Seven Levels of
Consciousness model
Annex 11: Defining consciousness
Annex 12: List of the Cultural Transformation Tools® for mapping the values
of organizations
Annex 13: Using the BNS to develop a balanced set of strategy indicators
Annex 14: CVA data plots and tables
Annex 15: Brief description of principal maladaptive schema
Annex 16: The personal mastery self-coaching process
Annex 17: Tools for mapping the vavlues of individuals and leaders
Annex 18: IVA, LVA, IDR and LDR data plots and tables
Annex 19: Values, beliefs and behaviours exercise
1. Values-driven. What does it mean?
2. The impact of values on performance
3. What employees want
4. Whole system change
Part II: Values alignment and mission alignment
5. The model
6. The Cultural Transformation Tools
7. Building sustainable performance
8. Measuring Cultural Health
9. Types of culture
10. Industry reports
Part III: Personal alignment
11. The seven levels of leadership
12. Reducing Personal Entropy
13. Measuring Personal Entropy
14. Coaching the leader
15. The leader as a coach/role model
Part IV: Structural realignment
16. Choosing espoused values
17. Organizational democracy
18. Embedding the culture
19. The twenty-first-century organization
Annex 1: Short description of SDGs
Annex 2: The energy available to an organization
Annex 3: The top 40 publicly traded best companies to work for in North
America
Annex 4: Firms of Endearment
Annex 5: Good to Great Companies
Annex 6: The Trust Matrix Exercise
Annex 7: Theory U and Seven Levels of Consciousness
Annex 8: The Four Why's Process
Annex 9: Guidelines for choosing values and developing mission and vision
statements
Annex 10: A Brief Overview of the Origins of the Seven Levels of
Consciousness model
Annex 11: Defining consciousness
Annex 12: List of the Cultural Transformation Tools® for mapping the values
of organizations
Annex 13: Using the BNS to develop a balanced set of strategy indicators
Annex 14: CVA data plots and tables
Annex 15: Brief description of principal maladaptive schema
Annex 16: The personal mastery self-coaching process
Annex 17: Tools for mapping the vavlues of individuals and leaders
Annex 18: IVA, LVA, IDR and LDR data plots and tables
Annex 19: Values, beliefs and behaviours exercise
Part I: Understanding values
1. Values-driven. What does it mean?
2. The impact of values on performance
3. What employees want
4. Whole system change
Part II: Values alignment and mission alignment
5. The model
6. The Cultural Transformation Tools
7. Building sustainable performance
8. Measuring Cultural Health
9. Types of culture
10. Industry reports
Part III: Personal alignment
11. The seven levels of leadership
12. Reducing Personal Entropy
13. Measuring Personal Entropy
14. Coaching the leader
15. The leader as a coach/role model
Part IV: Structural realignment
16. Choosing espoused values
17. Organizational democracy
18. Embedding the culture
19. The twenty-first-century organization
Annex 1: Short description of SDGs
Annex 2: The energy available to an organization
Annex 3: The top 40 publicly traded best companies to work for in North
America
Annex 4: Firms of Endearment
Annex 5: Good to Great Companies
Annex 6: The Trust Matrix Exercise
Annex 7: Theory U and Seven Levels of Consciousness
Annex 8: The Four Why's Process
Annex 9: Guidelines for choosing values and developing mission and vision
statements
Annex 10: A Brief Overview of the Origins of the Seven Levels of
Consciousness model
Annex 11: Defining consciousness
Annex 12: List of the Cultural Transformation Tools® for mapping the values
of organizations
Annex 13: Using the BNS to develop a balanced set of strategy indicators
Annex 14: CVA data plots and tables
Annex 15: Brief description of principal maladaptive schema
Annex 16: The personal mastery self-coaching process
Annex 17: Tools for mapping the vavlues of individuals and leaders
Annex 18: IVA, LVA, IDR and LDR data plots and tables
Annex 19: Values, beliefs and behaviours exercise
1. Values-driven. What does it mean?
2. The impact of values on performance
3. What employees want
4. Whole system change
Part II: Values alignment and mission alignment
5. The model
6. The Cultural Transformation Tools
7. Building sustainable performance
8. Measuring Cultural Health
9. Types of culture
10. Industry reports
Part III: Personal alignment
11. The seven levels of leadership
12. Reducing Personal Entropy
13. Measuring Personal Entropy
14. Coaching the leader
15. The leader as a coach/role model
Part IV: Structural realignment
16. Choosing espoused values
17. Organizational democracy
18. Embedding the culture
19. The twenty-first-century organization
Annex 1: Short description of SDGs
Annex 2: The energy available to an organization
Annex 3: The top 40 publicly traded best companies to work for in North
America
Annex 4: Firms of Endearment
Annex 5: Good to Great Companies
Annex 6: The Trust Matrix Exercise
Annex 7: Theory U and Seven Levels of Consciousness
Annex 8: The Four Why's Process
Annex 9: Guidelines for choosing values and developing mission and vision
statements
Annex 10: A Brief Overview of the Origins of the Seven Levels of
Consciousness model
Annex 11: Defining consciousness
Annex 12: List of the Cultural Transformation Tools® for mapping the values
of organizations
Annex 13: Using the BNS to develop a balanced set of strategy indicators
Annex 14: CVA data plots and tables
Annex 15: Brief description of principal maladaptive schema
Annex 16: The personal mastery self-coaching process
Annex 17: Tools for mapping the vavlues of individuals and leaders
Annex 18: IVA, LVA, IDR and LDR data plots and tables
Annex 19: Values, beliefs and behaviours exercise