New corporate cultures that motivate

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Title:

New corporate cultures that motivate

Author:

Haasen, Adolf.

ISBN:

9781567206425

Personal Author:

Haasen, Adolf.

Publication Information:

Westport, Conn. : Praeger, 2003.

Physical Description:

xi, 220 p. : ill. ; 25 cm.

Contents:

Preface / Gordon F. Shea -- Introduction: A Few Thoughts about Organizational Culture and Motivation -- I. The Power of Culture -- 1. TDIndustries: Practicing Servant-Leadership at a Plumbing and Air-Conditioning Contractor -- 2. U.S. Coast Guard: Culture Shift in Government -- 3. Having Fun at Work? - AES Corporation -- 4. A Closer Look at Culture -- II. Cultures with a Passion -- 5. M-Class: The Making of a New Mercedes-Benz -- 6. The Culture of "LUV": Southwest Airlines -- 7. A Different Perspective: Cultures with a Passion -- III. Facing the Challenge of Change: Cultures in Transition -- 8. Building the New Bellcore -- 9. Xerox Corporation: Violating Core Values -- 10. Mattel: Losing the Focus -- 11. Enron Corporation: What Went Wrong? -- 12. Job Withdrawal at European Manufacturing Company (EMC) -- 13. Why Do Cultures Fail? -- IV. A Model Corporate Culture -- 14. Science Applications International Corporation (SAIC): Entrepreneurial Spirit and Employee Ownership.

15. Summing It Up: The Essence of New Corporate Cultures -- 16. Conclusion: Poised to Motivate - The Power of One.

Subject Term:

Corporate culture -- Case studies.

Employee motivation -- Case studies.

Added Author:

Shea, Gordon F., 1925-

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168015739945	658.314 H112N 2003	1	Searching... Unknown

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Summary

This breakthrough analysis of several advanced, exceptionally productive, and motivating organizational cultures is based on interviews with employees--from shop floor workers to CEOs--to discover precisely what makes them so effective. These positive case studies, illuminated by the executive perspective in each situation, tell fascinating stories of how these exciting cultures were formed, developed, or evolved to meet the challenges created by the firms' growth and success. Haasen and Shea also examine the recent history of four negative examples of conventional organizations that have imploded, regressed, suffered from malaise, or been sidetracked by their executives.

A new concept of employee ownership emerges from the studies, one that is not primarily financial in nature but instead revolves around the idea of joint responsibility for decisions and actions. That basis leads to more collaborative teamwork, less reliance on hierarchy, and a greater sense of involvement in key strategy formulation. Managers are transformed from out-of-touch bosses into important resources to their people. The work environment of these new corporate cultures is characterized by mutual respect and support. The result is a stimulating, fun place to work, which in turn leads to greater productivity and lower turnover costs.