Author: Erica Schoenberger
Publisher: Wiley
ISBN: 9781557866387
Category : Business & Economics
Languages : en
Pages : 272
Book Description
This is an examination of one of the most puzzling and important issues in western economic analysis - corporate inertia in the face of known threats to survival. The book is part synthetic, part based on intensive case studies, and part theoretical.
The Cultural Crisis of the Firm
Author: Erica Schoenberger
Publisher: Wiley
ISBN: 9781557866387
Category : Business & Economics
Languages : en
Pages : 272
Book Description
This is an examination of one of the most puzzling and important issues in western economic analysis - corporate inertia in the face of known threats to survival. The book is part synthetic, part based on intensive case studies, and part theoretical.
Publisher: Wiley
ISBN: 9781557866387
Category : Business & Economics
Languages : en
Pages : 272
Book Description
This is an examination of one of the most puzzling and important issues in western economic analysis - corporate inertia in the face of known threats to survival. The book is part synthetic, part based on intensive case studies, and part theoretical.
The Cultural Crisis of Our Age
Author: Reinhold Niebuhr
Publisher:
ISBN:
Category : Christianity and culture
Languages : en
Pages : 6
Book Description
Publisher:
ISBN:
Category : Christianity and culture
Languages : en
Pages : 6
Book Description
The Cultural Crisis of Our Age
Author: Reinhold Niebuhr (1892)
Publisher:
ISBN:
Category :
Languages : en
Pages : 12
Book Description
Typewritten pages condensing an article that appeared in the January-February 1954 issue of the Harvard Business Review.
Publisher:
ISBN:
Category :
Languages : en
Pages : 12
Book Description
Typewritten pages condensing an article that appeared in the January-February 1954 issue of the Harvard Business Review.
˜Anœ Adult in New York
Author: M. T. Vasudevan Nair
Publisher:
ISBN:
Category :
Languages : en
Pages : 132
Book Description
Publisher:
ISBN:
Category :
Languages : en
Pages : 132
Book Description
Why Some Companies Emerge Stronger and Better from a Crisis
Author: Ian I. Mitroff
Publisher: AMACOM
ISBN: 0814416306
Category : Business & Economics
Languages : en
Pages : 260
Book Description
Do your company and employees have the necessary "IQ" not only to withstand a crisis but also come through it with strength and confidence? Like many companies over the last few years, yours has probably done a great deal to reassess its physical, strategic, and financial vulnerabilities. However, there is a huge difference between business continuity planning and true crisis management. Ian Mitroff outlines seven distinct competencies your organization needs to handle crises effectively: Right Heart (emotional IQ): By accepting crisis as an inevitability, you can process much of the shock and grief beforehand, and avoid making the effects of the crisis even worse through an unconstructive response. Right Thinking (creative IQ): "Crises don’t care about the ways in which we have organized the world," so out-of-the-box thinking is essential. Right Social and Political IQ: Understand that your business is subject not only to the pitfalls of its industry, but to the universal and complex challenges that threaten all companies. Right Integration (integrative IQ): Realize that crises are perceived differently by different stakeholders, and are never simple "exercises" that can be "solved." Identify and reconcile these perceptions now so that the path is clear when the crisis strikes. Right Technical IQ: "Think like a controlled paranoid" to uncover ways in which malicious forces could cause a crisis in your company. Question every assumption about what is "normal," "impossible," or "absurd." Right Aesthetic IQ: Reconsider the classic design of the corporation, which is meant to address problems as they arise, and move toward one in which crisis management is an overarching discipline on a par with, for example, finance. Spiritual IQ: Reject the notion that people’s physical, mental, and spiritual beings are completely separate; and establish ahead of time why our work is, and must remain, important to us on many different levels. Although crisis management has taken on new urgency in recent turbulent times, the need for careful planning did not originate on September 11, 2001. Mitroff’s examples, drawn from interviews conducted both before and after the 2001 attacks during his 25 years of experience, demonstrate the need for action -- and offer a blueprint for taking it.
Publisher: AMACOM
ISBN: 0814416306
Category : Business & Economics
Languages : en
Pages : 260
Book Description
Do your company and employees have the necessary "IQ" not only to withstand a crisis but also come through it with strength and confidence? Like many companies over the last few years, yours has probably done a great deal to reassess its physical, strategic, and financial vulnerabilities. However, there is a huge difference between business continuity planning and true crisis management. Ian Mitroff outlines seven distinct competencies your organization needs to handle crises effectively: Right Heart (emotional IQ): By accepting crisis as an inevitability, you can process much of the shock and grief beforehand, and avoid making the effects of the crisis even worse through an unconstructive response. Right Thinking (creative IQ): "Crises don’t care about the ways in which we have organized the world," so out-of-the-box thinking is essential. Right Social and Political IQ: Understand that your business is subject not only to the pitfalls of its industry, but to the universal and complex challenges that threaten all companies. Right Integration (integrative IQ): Realize that crises are perceived differently by different stakeholders, and are never simple "exercises" that can be "solved." Identify and reconcile these perceptions now so that the path is clear when the crisis strikes. Right Technical IQ: "Think like a controlled paranoid" to uncover ways in which malicious forces could cause a crisis in your company. Question every assumption about what is "normal," "impossible," or "absurd." Right Aesthetic IQ: Reconsider the classic design of the corporation, which is meant to address problems as they arise, and move toward one in which crisis management is an overarching discipline on a par with, for example, finance. Spiritual IQ: Reject the notion that people’s physical, mental, and spiritual beings are completely separate; and establish ahead of time why our work is, and must remain, important to us on many different levels. Although crisis management has taken on new urgency in recent turbulent times, the need for careful planning did not originate on September 11, 2001. Mitroff’s examples, drawn from interviews conducted both before and after the 2001 attacks during his 25 years of experience, demonstrate the need for action -- and offer a blueprint for taking it.
The Critical Few
Author: Jon R. Katzenbach
Publisher: Berrett-Koehler Publishers
ISBN: 1523098732
Category : Business & Economics
Languages : en
Pages : 209
Book Description
In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. But a full quarter of them reported that a change effort at their organization had resulted in no visible results. Why? The fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization. Culture is implicit rather than explicit, emotional rather than rational--that's what makes it so hard to work with, but that's also what makes it so powerful. For the first time, this book lays out the Katzenbach Center's proven methodology for identifying your culture's four most critical elements: traits, characteristics that are at the heart of people's emotional connection to what they do; keystone behaviors, actions that would lead your company to succeed if they were replicated at a greater scale; authentic informal leaders, people who have a high degree of "emotional intuition" or social connectedness; and metrics, integrated, thoughtful measures to track progress, encourage the self-reinforcing cycle of lasting change and link to business performance. By leveraging these critical few elements, you can tap into a source of catalytic change within your organization. People will make an emotional, not just a rational, commitment to new initiatives. You will elicit enthusiasm and creativity and build the kind of powerful company that people recognize for its innate value and effectiveness.
Publisher: Berrett-Koehler Publishers
ISBN: 1523098732
Category : Business & Economics
Languages : en
Pages : 209
Book Description
In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. But a full quarter of them reported that a change effort at their organization had resulted in no visible results. Why? The fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization. Culture is implicit rather than explicit, emotional rather than rational--that's what makes it so hard to work with, but that's also what makes it so powerful. For the first time, this book lays out the Katzenbach Center's proven methodology for identifying your culture's four most critical elements: traits, characteristics that are at the heart of people's emotional connection to what they do; keystone behaviors, actions that would lead your company to succeed if they were replicated at a greater scale; authentic informal leaders, people who have a high degree of "emotional intuition" or social connectedness; and metrics, integrated, thoughtful measures to track progress, encourage the self-reinforcing cycle of lasting change and link to business performance. By leveraging these critical few elements, you can tap into a source of catalytic change within your organization. People will make an emotional, not just a rational, commitment to new initiatives. You will elicit enthusiasm and creativity and build the kind of powerful company that people recognize for its innate value and effectiveness.
Responding to the Crisis with Culture
Author:
Publisher:
ISBN:
Category :
Languages : en
Pages :
Book Description
Publisher:
ISBN:
Category :
Languages : en
Pages :
Book Description
Visions of Order
Author: Richard M. Weaver
Publisher: Simon and Schuster
ISBN: 1684515718
Category : Philosophy
Languages : en
Pages : 204
Book Description
An essential work from scholar and rhetorician Richard Weaver, a leading figure in the rise of the modern conservative intellectual movement.
Publisher: Simon and Schuster
ISBN: 1684515718
Category : Philosophy
Languages : en
Pages : 204
Book Description
An essential work from scholar and rhetorician Richard Weaver, a leading figure in the rise of the modern conservative intellectual movement.
An Adult in New York
Author: M. T. Vasudevan Nair
Publisher:
ISBN:
Category : Social problems
Languages : en
Pages : 132
Book Description
Publisher:
ISBN:
Category : Social problems
Languages : en
Pages : 132
Book Description
Cultural Change in Family Firms
Author: William G. Dyer
Publisher: Pfeiffer
ISBN:
Category : Business & Economics
Languages : en
Pages : 216
Book Description
Explains how to recognize, anticipate, and solve the problems created by the cultures of family firms as they grow and mature. Shows how culture can determine the success or failure of the firm based on comparative case studies of a wide range of successful and unsuccessful firmsincluding small businesses, new and well-estalbished firms, and such large corporations as Du Pont and Levi Strauss.
Publisher: Pfeiffer
ISBN:
Category : Business & Economics
Languages : en
Pages : 216
Book Description
Explains how to recognize, anticipate, and solve the problems created by the cultures of family firms as they grow and mature. Shows how culture can determine the success or failure of the firm based on comparative case studies of a wide range of successful and unsuccessful firmsincluding small businesses, new and well-estalbished firms, and such large corporations as Du Pont and Levi Strauss.