Values-driven organizations are the most successful organizations on the planet. This book explains that understanding employees' needs-what people value-is the key to creating a high performing organization. When you support employees in satisfying their needs, they respond with high levels of engagement and willingly commit their energies to the organization, bringing passion and creativity to their work. This new edition of The Values-Driven Organization provides an updated set of tools to assess corporate culture, new case studies on cultural transformation and additional materials on…mehr
Values-driven organizations are the most successful organizations on the planet. This book explains that understanding employees' needs-what people value-is the key to creating a high performing organization. When you support employees in satisfying their needs, they respond with high levels of engagement and willingly commit their energies to the organization, bringing passion and creativity to their work. This new edition of The Values-Driven Organization provides an updated set of tools to assess corporate culture, new case studies on cultural transformation and additional materials on sustainability, measuring cultural health at work and the specific needs of the millennial generation. The Values-Driven Organization is essential reading for students, researchers and practitioners of organizational change, leadership, HRM and business ethics.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsangabe
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
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
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