How You Can Turn Any Workplace into a Great One
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|Format: ||Hardback, 240 pages|
|Other Information: ||black & white illustrations, figures|
|Published In: ||United States, 01 November 2013|
In their follow-up to "The Great Workplace" which described the organizational model of a great workplace--one in which people trust those they work for, have pride in what they do, and enjoy the people they work with--Jennifer Robin and Michael Burchell turn their attention to the manager's role in creating a great workplace.
In "No Excuses" the authors expose the self-defeating mindsets that lead managers to believe a great workplace is out of their reach. As the authors explain, even managers who yearn to create a successful workplace are often deterred by an ingrained idea that their organization--due to constraints of their own or the company's leadership, of their operating environment, or their employee base--is not the kind that can be transformed into a great workplace. They say their company is too big, or too small; it has an introverted CEO, it is multi-national and culturally heterogeneous, is too new in the market, is undergoing too many changes. The reasons they proffer are many. But these excuses are what keep managers and their workplaces locked on its same trajectory--less successful and not as great as it could be. To create great workplaces, managers need to get out of their own way.
Robin and Burchell make a case that the first step toward making any workplace great is a shift in the manager's attitude--and paint a detailed picture of what that attitude adjustment entails. Then they explore the three general categories of perceived challenges or obstacles managers face: (1) leaders' skills and characteristics; (2) perceptions of employees' capacities for building trust, pride, and camaraderie; and (3) limitations of the working environment or industry in which the organization operates. Finally, the authors offer a clear path for managers to identify these limiting patterns, interrupt them, and make credible, sustained change.
Through their experience as consultants as well as material from original interviews, the authors will share case studies, stories, tips and tools for managers to show them that creating a great workplace is an essential goal of being a successful manager -at any level, in any company, in any industry. There are no good excuses: Any organization can be a great workplace and every manager at every level has the ability to make it so. This book will show them how.
Table of Contents
Foreword by Amy Lyman ix Introduction: Creating a Great Workplace 1 1 The Anatomy of an Excuse 9 2 I Think [Like a Great Workplace Leader], Therefore I Am [a Great Workplace Leader] 25 3 We Are What We Repeatedly Do 45 4 I Didn t Have Enough Time to Do It Right 65 5 That s Just Not My Job 85 6 My Industry Is Different 105 7 It s Just Not the Right Time 127 8 I d Be a Great People Manager if It Weren t for All the People 149 9 My Boss Ate My Homework 169 10 The One Rule for Excuses 187 Notes 195 Acknowledgments 201 About the Authors 205 Index 207
About the Author
Jennifer Robin, Ph.D. , is a research fellow at Great Place to Work Institute. A former consultant with the Institute, she led the Advisory Practice, helping senior leaders integrate their organization's culture with its strategy and aligning efforts to be a great workplace. Currently, Jennifer teaches in undergraduate, MBA, and professional programs in the Foster College of Business at Bradley University. She lives in Peoria, Illinois. Michael Burchell, Ed.D. , is vice president, International Operations at Great Place to Work Institute, Inc. A member of the corporate management team, Michael oversees affiliate operations, global expansion efforts, and the business development of multinational clients across the Great Place to Work network. Previously, Michael led consulting services for the Institute in the United States. He also co-owns and is a director for Great Place to Work(R) Institute in the United Arab Emirates, in Dubai. He is based in Washington, D.C. Great Place to Work Institute is a global research, consulting, and training firm with thirty-eight affiliates operating in nearly fifty countries. Great Place to Work produces the FORTUNE 100 Best Companies to Work For Annual List and the Best Small & Medium Companies to Work For in America lists, in addition to several dozen best companies lists internationally.
John Wiley & Sons Inc|
22.8 x 16.4 x 2.2 centimetres (0.43 kg)|
15+ years |