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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010225534 | HD58.8 B434 2009 | Open Access Book | Book | Searching... |
Searching... | 30000010225533 | HD58.8 B434 2009 | Open Access Book | Advance Management | Searching... |
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Summary
Summary
How to create the high-performance, high-commitment organization
Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations.
Author Notes
MICHAEL BEER is Cahners-Rabb Professor of Business Administration, Emeritus at Harvard Business School and chairman of TruePoint, a research-based consultancy. Beer is the author or coauthor of nine books including Managing Human Assets and the award-winning The Critical Path to Corporate Renewal.
Table of Contents
| Preface |
| 1 Introduction |
| Part I The High Commitment, High Performance Organization |
| 2 Pillars of High Commitment and Performance Organizations |
| 3 Principled Choice and Discipline Are Essential |
| 4 Building the High Commitment, High Performance System |
| Part II What Stands in the Way |
| 5 Hidden Barriers to Sustained High Commitment and High Performance |
| Part III Leadership and Learning Change Levers |
| 6 Change Lever 1: Lead a Collective Learning Process |
| 7 Change Lever 2: Enable Truth to Speak to Power |
| Part IV Organization Design Change Levers |
| 8 Change Lever 3: Manage Organizational Performance Strategically |
| 9 Change Lever 4: Organize for Performance and Commitment |
| 10 Change Lever 5: Develop Human and Social Capital |
| Part V Transforming the Organization |
| 11 Embrace E and O Change Strategies |
| 12 Epilogue |
| Endnotes |
| Acknowledgments |
| The Author |
