There's more to work and the life of the organization than just
numbers. In his new book on how people function in work settings,
Allcorn calls it the human spirit. It too contributes to the life
and performance of organizations, but like life itself it can
die--or be killed. Allcorn argues that changes in how organizations
are managed--downsizing, rightsizing, reengineering, and other
catastrophic means--can have an unintended but devastating result.
These factors can cause spiritual death--the end of that quality in
people that keeps them alive, growing, and productive. Allcorn
shows that management and the methods it uses to cope with
organizational change must be adjusted to take into account a
special kind of workplace spirituality and to nurture it, not
destroy it. Indeed, he maintains that by appreciating the
importance of the human spirit, and liberating the quality of
spirituality into the workplace, benefits to the organization can
be profoundly rewarding. Allcorn explains the practical, measurable
results of this liberation, documenting his assertions in
heartbreaking detail. Even the most tough-minded executive will
soon come to consider this book as essential as a spreadsheet.
Allcorn asserts that while spirituality inevitably has religious
connotations, in his use of the word, it is fundamentally secular
and powerfully humanistic. Besides the rationality of numbers and
the irrationalities common to a defensive workplace, there is
something else that permits members of organizations to rise above
workplace adversities. This creates organizational success. As
employees are downsized out or just furloughed, the effect on the
organization and those who remain is clearly destructive. The
author concludes that the way for an organization to achieve
success is certainly not by killing its people's spirit by firing
them. Other means exist to preserve the organization, and Allcorn
explores them in careful, useful detail.
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