The mission-driven organization : from mission statement to a thriving enterprise, here's your blueprint for building an inspired, cohesive, customer-oriented team

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Cover image for The mission-driven organization : from mission statement to a thriving enterprise, here's your blueprint for building an inspired, cohesive, customer-oriented team

Title:

Personal Author:

Wall, Bob

Publication Information:

Rocklin, CA : Prima Pub., 1999

ISBN:

9780761518815

Subject Term:

Organization

Organization effectiveness

Added Author:

Solum, Robert S.

Sobol, Mark R.

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000004941872	HD58.7 W25 1999	Open Access Book	Book	Searching... Unknown
Searching... SPACE KL Main Library	30000004941831	HD58.7 W25 1999	Open Access Book	Book	Searching... Unknown

The strength of a leader''s vision and the ability to communicate that vision to employees will be the measure of leadership in the 21st century. This book is designed to help business managers define a vision for their company.'

Author Notes

Bob Wall is president of Bob Wall and Associates, a management-consulting firm that focuses on the interpersonal challenges of organizations. Mark R. Sobol, principal of Leadership Strategies International, combines the insight of a senior executive with an extensive worldwide consulting background. Robert S. Solum was a recognized innovator in the areas of teamwork, change management, and the psychology of performance.

Acknowledgments	p. xv
Section I Understanding the Change	p. 1
Chapter 1 The New Organization	p. 3
Deming and Japan	p. 5
The Quality Revolution	p. 9
Take This Job and Love It!	p. 10
Some Profitable Reorganizations	p. 11
People Are the Priority	p. 13
Capturing Hearts and Minds	p. 16
A Tyrannosaurus, But Still a Dinosaur	p. 16
I'm OK, You're OK (But I'm Still the Boss)	p. 17
The New Vision	p. 19
Chapter 2 The Leader's New Role	p. 21
Understanding the Role	p. 22
Grasping the Vision	p. 24
The Culture Builder	p. 25
Section II Building the Vision	p. 29
Chapter 3 Drafting a Vision Statement: Your Mission Statement	p. 31
The Critical Variables	p. 32
Drafting Your Vision Statement	p. 33
The Mission Statement	p. 34
Shared Mission: A Foundation for Teamwork	p. 36
Safety Net and Creative Catalyst	p. 37
Speed and Clarity	p. 38
The Anatomy of a Mission Statement	p. 39
Leadership Action Plan: Drafting Your Team's Mission Statement	p. 42
Sample Vision Statement: Mission Statement, Glossary, and Guiding Principles	p. 53
Chapter 4 Drafting a Vision Statement: Your Guiding Principles	p. 57
The Need for Guiding Principles	p. 64
Common Values Allow for Change	p. 65
Leadership Action Plan: Drafting Your Team's Guiding Principles	p. 67
Chapter 5 Do Your Walking Before Your Talking	p. 75
A living Demonstration	p. 76
Senior Team Goals	p. 77
Leadership Action Plan: Senior Management Preparation	p. 80
Chapter 6 Cascading the Vision	p. 87
Natural Laws	p. 88
Natural Law 1 You Get What You Talk About	p. 88
Natural Law 2 The Culture of a Work Team Is a Reflection of Its Leader	p. 90
Natural Law 3 You Can't Walk Faster Than One Step at a Time	p. 91
Leadership Action Plan: Cascading the Vision Out to the Front Lines	p. 93
Chapter 7 Leadership After Cascading	p. 101
Carpe Diem! (Seize the Day!)	p. 101
Natural Law 4 Empowered Organizations Require Trust	p. 102
Creating Safety	p. 104
Demonstrating Integrity	p. 104
Leadership Action Plan: The Tasks of Leadership: Your "To Do" List	p. 106
Section III Managing the Change	p. 117
Chapter 8 Making the Change	p. 119
Relocation of Authority	p. 120
Problem 1 Managers Who Won't Let Go	p. 120
Problem 2 The Front Line Resists Greater Authority	p. 121
Problem 3 An Inappropriate Focus on the Boss	p. 122
Clash of Ideas	p. 122
Problem 1 Conflict	p. 122
Problem 2 Mistrust of Management	p. 123
Ambiguity	p. 123
The Change-Effort Curve	p. 125
Double Duty	p. 126
How Long Does This Change Take?	p. 127
Why Change Fails	p. 127
Chapter 9 Building Teams and Managing Conflict	p. 131
Working Together Is an Unnatural Act	p. 132
Personal and Professional Relationships	p. 133
The Sources of Conflicts in Teams	p. 134
The Three Areas of Disagreement	p. 134
"Personality Conflicts" That Aren't	p. 138
A Question of Velocity	p. 141
Leadership Action Plan: Understanding Conflict	p. 142
Chapter 10 Relocating Authority and Building Participation	p. 145
"D" The Decision-Making Function	p. 147
Sharing the "D"	p. 149
"C" The Consulting Function	p. 149
Increasing the "C"	p. 151
Guidelines for Making the Consulting Role Work	p. 152
"I" Informed After the Decision	p. 154
Making the Relocation of Authority Real	p. 155
Relocating the "D"	p. 155
Relocating Authority Works!	p. 156
Leadership Action Plan: The Issues List: Building Teams and Participation	p. 158
Chapter 11 The Three Stages of Change	p. 163
A Model of Personal Change	p. 164
The Ending	p. 165
The Middle Zone	p. 166
The New Beginning	p. 166
Be Prepared for All Three Stages	p. 166
Change in Organizations	p. 168
The Organizational Ending	p. 168
The Corporate Middle Zone	p. 171
Guidelines for Shortening--and Surviving--the Middle Zone	p. 174
Making Change Continual	p. 177
Leadership Action Plan: Understanding and Implementing Change	p. 178
Section IV Making It Permanent	p. 181
Chapter 12 Continuous Cultural Improvement (CCI)	p. 183
Measuring the Goose	p. 184
You Get What You Measure	p. 184
Measure the Right Things	p. 185
Use the Results	p. 185
CCI Leadership Skills	p. 186
Striking a Balance	p. 187
Avoiding the Pitfalls	p. 187
Measuring Your Vision	p. 187
CCI Action Plan	p. 190
CCI Action Plan	p. 191
I. CCI Measurement	p. 191
II. Management Team Action Planning	p. 192
III. Task Force Problem Solving	p. 195
Chapter 13 Building the Systems	p. 203
Hiring, Promoting, Firing	p. 204
Hiring	p. 205
Promoting	p. 206
Reassigning, Firing	p. 206
Performance Appraisal	p. 208
Salary and Incentives	p. 210
Career Paths	p. 211
Recognition	p. 212
New Employee Orientation	p. 213
Training	p. 214
Informal Communications	p. 214
Information Systems	p. 215
Continuous Quality Improvement	p. 216
No Overnight Changes	p. 216
Chapter 14 Staying in Action	p. 219
Develop Your Instincts	p. 220
Constant Renewal	p. 220
Create a Covenant with Your Company	p. 224
Follow a Higher Purpose	p. 226
A Decision of the Heart	p. 226
About the Authors	p. 229
Index	p. 231

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Summary

Summary

Author Notes

Table of Contents