The values-driven organization : unleashing human potential for performance and profit

著者

書誌事項

The values-driven organization : unleashing human potential for performance and profit

Richard Barrett

Routledge, 2014

  • : pbk
  • : hbk

大学図書館所蔵 件 / 全4件

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

Based on significant new research from multiple sources, Richard Barrett creates 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. When you support employees in satisfying their needs, they respond with high levels of employee engagement and willingly bring their commitment and creativity to their work. This book updates and brings together in one volume, two of Richard Barrett's previous publications, Liberating the Corporate Soul (1998) and Building a Values-Driven Organisation (2006), to provide a reference manual for leaders and change agents who wish to create a values-driven 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. With an updated set of cultural diagnostic tools and a wide range of new and exciting case studies on culture and leadership development, The Values-Driven Organization will be essential reading for students, researchers and practitioners in the fields of organizational change, leadership and ethics.

目次

Foreword 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: Mapping Organizational Values 5. The Model 6. The Cultural Transformation Tools 7. Two Longitudinal Case Studies 8. More Case Studies Part III: Mapping Leadership Values 9. Leadership Performance 10. Measuring Leadership Performance 11. Leadership Case Studies 12. The Leader as a Coach Part IV: Structural Alignment 13. Choosing Espoused Values 14. Organizational Democracy 15. Embedding the Culture 16. The 21st Century Organization Annexes Annex 1. The Seven Stages of Psychological Development Annex 2. The Six Modes of Decision-Making Annex 3. Values, Beliefs and Behaviours Exercise Annex 4. Best Companies to Work for in North America Annex 5. Firms of Endearment Annex 6. Good to Great Companies Annex 7. The Energy Available to an Organization Annex 8. The Four Why's Process Annex 9: Guidelines for Developing Vision and Mission Statements Annex 10. The Trust Matrix Exercise Annex 11. Origins of the Seven Levels of Consciousness Model Annex 12. Defining Consciousness Annex 13. Tools for Mapping the Values of Organizations Annex 14. Using the BNS to Develop a Balanced Set of Strategy Indicators Annex 15. CVA Data Plots and Tables Annex 16. Brief Description of Maladaptive Schema Annex 17. Personal Mastery Self Coaching Process Annex 18. Tools for Mapping the Values of Individuals and Leaders Annex 19. IVA and LVA Data Plots and Tables

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