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Author: Mark Royal
Publisher: AMACOM/American Management Association
ISBN: 0814417957
Category : Business & Economics
Languages : en
Pages : 241
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Book Description
Includes bibliographical reference and index.
Author: Mark Royal
Publisher: AMACOM/American Management Association
ISBN: 0814417957
Category : Business & Economics
Languages : en
Pages : 241
Get Book Here
Book Description
Includes bibliographical reference and index.
Author: Alessandra Cavalluzzi
Publisher: Wise Ink
ISBN: 9781634891035
Category :
Languages : en
Pages : 144
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Book Description
Is it possible to change the world one company at a time? Absolutely, and this book will show you how. Whether you're a CEO, a human resources professional, or a leader dedicated to making a difference, A Million Dollars in Change will show you how to help make your company a great place to work by making your community a better place to live. A guide to corporate giving that goes beyond checkbook philanthropy, the book provides a step-by-step plan for creating a giving program that engages employees and attracts talent to your company while at the same time forging measurable, impactful partnerships with nonprofits that serve your broader community. Drawing on the author's personal experience in creating a groundbreaking program at her own company, this accessible, easy-to-implement guide to corporate social responsibility proves that creating a million dollars in change doesn't have to cost a mint. A Million Dollars in Change highlights the win-win nature of CSR programs: community organizations get much-needed support while companies grow employee engagement and brand visibility. Corporations have an opportunity--and a responsibility--to make an impact on the communities where their employees live and work, but many business leaders, fearing that the process will be expensive and antithetical to their company's bottom line, are deterred from creating community partnerships. A Million Dollars in Change reveals how even small companies with limited budgets can make a measurable difference in their communities and energize their company's culture at the same time. Alessandra Cavalluzzi has over a decade of experience in Human Resource management, Corporate Social Responsibility (CSR), Corporate Communications, Public Relations, Event Planning, and Employee Engagement. Over the years she's advised both corporate funders and nonprofits, and is a sought-after guest speaker and panelist at HR and nonprofit events. In 2005, Alessandra presented a plan for a corporate giving program to the executive leadership of her company. It was the first program of its kind at the company, and was centered mainly at their headquarters. The program was launched on a very small budget, leveraging existing resources and finding creative ways to support the community through fundraising and volunteerism. Under Alessandra's leadership, over the years the program has flourished and expanded to her company's locations across the country, making it a key driver of engagement among employees. AUTHOR HOME: Bethpage, NY
Author: W. Earl Sasser
Publisher: Simon and Schuster
ISBN: 1439108307
Category : Business & Economics
Languages : en
Pages : 343
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Book Description
In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.
Author: Gallup
Publisher: Gallup Press
ISBN: 9781595622082
Category : Business & Economics
Languages : en
Pages : 0
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Book Description
Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low? There are many reasons — but resistance to rapid change is a big one, Gallup’s research and experience have discovered. In particular, organizations have been slow to adapt to breakneck changes produced by information technology, globalization of markets for products and labor, the rise of the gig economy, and younger workers’ unique demands. Gallup’s 2017 State of the Global Workplace offers analytics and advice for organizational leaders in countries and regions around the globe who are trying to manage amid this rapid change. Grounded in decades of Gallup research and consulting worldwide -- and millions of interviews -- the report advises that leaders improve productivity by becoming far more employee-centered; build strengths-based organizations to unleash workers’ potential; and hire great managers to implement the positive change their organizations need not only to survive – but to thrive.
Author:
Publisher:
ISBN:
Category : Employee motivation
Languages : en
Pages : 64
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Book Description
Author: David Ulrich
Publisher: McGraw Hill Professional
ISBN: 007174424X
Category : Business & Economics
Languages : en
Pages : 305
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Book Description
THE NEW YORK TIMES, WALL STREET JOURNAL, AND USA TODAY BESTSELLER! ADVANCE PRAISE FOR THE WHY OF WORK: "Principled, timely, and engaging, The Why of Work teaches that building a culture of abundance and common purpose is essential to organizational success." --Stephen R. Covey, bestselling author of 7 Habits of Highly Effective People "Will have a major impact on how individuals shape their attitude to work, how organizations create abundant cultures, and how leaders turn personal meaning into public good." --Jigmi Y. Thinley, Prime Minister of Bhutan "The Why of Work shows a better, different way to build and lead organizations. It is an insightful guide to how leaders can infuse meaning into their organizations." --Jeffrey Pfeffer, Professor, Stanford Graduate School of Business and author of Power: Why Some People Have It—and Others Don't "This book brings the question 'why' to the place in which we spend most of our adult lives, giving us insightful tools to help make a meaningful difference in people's lives." --Don Hall, Jr., president and CEO, Hallmark Cards, Inc. "This is a must read for anyone who works, leads others at work, or works to build a supportive environment." --Beverly Kaye, founder/CEO, Career Systems International, and coauthor of Love 'Em or Lose 'Em: Getting Good People to Stay "The Why of Work opens the door to significant employee engagement. The alignment between company values and those of customers and communities can indeed give employees a sense of purpose while delivering great results to customers!" --Paula S. Larson, Chief HR Officer, Invesys "Blackstone has proved that finding superior leaders produces superior results. Dave Ulrich has brought this thinking to a new level at Blackstone. Every private equity investor and senior manager must read this book." --James Quella, Senior Operating Partner, The Blackstone Group According to studies, we all work for the same thing--and it's not just money. It's meaning. Through our work, we seek a sense of purpose, contribution, connection, value, and hope. Digging down to the meaning of work taps our resilience in hard times and our passion in good times. That's the simple but profound premise behind this groundbreaking book by renowned management expert Dave Ulrich and psychologist Wendy Ulrich. They've talked to thousands of people--from rank-and-file workers to clients and customers to top-level executives--and synthesized major disciplines to identify the "why" behind our most successful experiences. Using the model of the "abundant organization," they provide you with the "how" to create meaning and value in your own workplace. Learn how to: Ask the seven questions that drive abundance Understand the needs of your customers and staff Personalize the work to motivate your employees Build and grow your business in any economy By following the Ulrichs' step-by-step guidelines, you will set off a chain reaction of positive and enduring effects. Employees who fi nd meaning in their work are more competent, committed, and eager to contribute—and their contribution will result in increased customer commitment, which delivers a winning performance on the bottom line. The Why of Work includes targeted checklists, questionnaires, and other useful tools to help you turn aspirations into action. Using the proven principles of abundance, you can coordinate your needs with those of your employers, your employees, and your customers--and create a vision that resonates for years to come. When you understand why we work, you know how to succeed.
Author: Marcus Buckingham
Publisher: Simon and Schuster
ISBN: 1595620419
Category : Business & Economics
Languages : en
Pages : 368
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Book Description
Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Gallup presents the remarkable findings of its massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup’s research were invariably those who excelled at turning each employee’s talent into performance. In today’s tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The authors explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her — they define the right outcomes rather than the right steps; how they motivate people — they build on each person’s unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people — they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research — which initially generated thousands of different survey questions on the subject of employee opinion — finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.
Author: Tim Rutledge
Publisher:
ISBN: 9780973911206
Category : Employee loyalty
Languages : en
Pages : 196
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Book Description
Author: Frederick Herzberg
Publisher: Harvard Business Review Press
ISBN: 1633691349
Category : Business & Economics
Languages : en
Pages : 36
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Book Description
Imagine overseeing a workforce so motivated that employees relish more hours of work, shoulder more responsibility themselves; and favor challenging jobs over paychecks or bonuses. In One More Time: How Do You Motivate Employees? Frederick Herzberg shows managers how to shift from relying on extrinsic incentives to activating the real drivers of high performance: interesting, challenging work and the opportunity to continually achieve and grow into greater responsibility. The results? An ultramotivated workforce. Since 1922, Harvard Business Review has been a leading source of breakthrough management ideas-many of which still speak to and influence us today. The Harvard Business Review Classics series now offers readers the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world-and will have a direct impact on you today and for years to come.
Author: Eric Chester
Publisher: Sound Wisdom
ISBN: 0768408172
Category : Business & Economics
Languages : en
Pages : 295
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Book Description
On Fire at Work flies in the face of other books on workplace culture by showing that employee engagement isn’t the ultimate goal—it is merely the starting point. Renowned leadership expert Eric Chester has gone straight to the source—top-tier leaders of the world’s best places to work to uncover their best practice strategies for getting employees to work harder, perform better, and stay longer. On Fire at Work features examples and original stories from exclusive personal interviews with over 25 founders/CEOs/presidents of companies like Marriott, Siemens, BB&T Bank, Wegmans, 7-Eleven, Hormel, Canadian WestJet, Ben & Jerry’s, and The Container Store, along with smaller companies like Firehouse Subs, the Nerdery, and Build-A-Bear. The guiding principle is that any organization in any industry—from Fortune 500 firms to mom-and-pop shops—can learn how to bring out the very best in their employees. The book’s content-rich research and conversational case study-based narrative make it a timely, actionable go-to reference on employee performance and productivity for C-level execs, corporate and government managers, HR professionals, and small business owners. On Fire at Work is a practical field guide that any organization can implement to build, not an engaged workforce, but a workforce that is on fire!
