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Books > Business & Economics > Business & management > Management & management techniques > Organizational theory & behaviour
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Workplace Culture Matters - Developing Leaders Who Respect People and Deliver Robust Results (Hardcover)
Loot Price: R3,059
Discovery Miles 30 590
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Workplace Culture Matters - Developing Leaders Who Respect People and Deliver Robust Results (Hardcover)
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Written in a novel format, this book addresses the challenge of
changing a "sick" culture. Some organizations wake up one day and
realize they have become something they never intended. Their
employees run scared. There is no innovation, only blind obedience.
There are warlords within the ranks of management, and they fight
over turf without considering the best interests of customers,
their employees, or their organization as a whole. At the
Charleston, SC, branch of Copper-Bottom Insurance, the wakeup call
comes when an employee files a lawsuit against the company and its
leaders. The Charleston division Vice President, Jack Simmons, is
put on probation and given an ultimatum: "Change the culture!" Jack
understands the "or be fired" implication all too well. He
scrambles to find help and runs into an old friend, Don Spears,
from Friedman Electronics. With Don's help, Jack begins the journey
that will heal his organization. In the course of their first
visit, Don and his Director of Continuous Improvement, Tim Stark,
help Jack to make an important discovery: Copper-Bottom's
executives are not showing their people respect. Don and Tim point
to the following observations as proof. Copper-Bottom leaders are
Using top-down, "command-and-control" leadership behaviors rather
than recognizing their people as Subject Matter Experts and
listening to them Issuing instructions to their people rather than
observing then improving performance through coaching Keeping
employees in the dark as to the impact their work has on the
organization's mission Unaware of the obstacles in their people's
paths; hence, never using the authority of their positions to
remove those obstacles Staying in their offices, aloof to the
difficulties their subordinates face As Don and Tim see it,
Copper-Bottom's problems stem from the way its leaders lead. After
the executive who precipitated the lawsuit is let go, the Friedman
team begins the process of teaching Copper-Bottom's executives that
a healthy culture begins at the leadership level. Don, Friedman's
General Manager, states that cultures change when their leaders
change. In short, leaders need to initiate the changes in the
culture by first demonstrating the desired behavior. So begins the
process of reeducating Copper-Bottom's leaders in the difference
between managing and leading. In short order, Tim begins to work
with Jack's leadership team while Don takes Jack to Friedman's
Oakland facility. There Jack learns To first concentrate on
surrounding himself with the right people The importance of
top-down metrics to which leaders first hold themselves accountable
Cascading their metrics (KPIs) down through their organization and
using a dialog about them as a way of developing relationships of
respect Although a long way from complete, by the end of Jack's
six-month probation, Copper-Bottom has made significant strides and
is well on its way to changing its culture. Jack will learn that he
is not the only one to appreciate the new developments.
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