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Stewardship entails a profound understanding and acceptance of the
challenges that result from the organization's interdependence with
the societal and ecological contexts in which it operates-and of
what it takes to embrace the challenges to be a force for building
a viable future. This book dares to ask `why' business leaders
should embrace stewardship in the current market where profit
reigns supreme. A shift in approach represents fundamental change
for the corporate world, and even the most advanced corporations
consider themselves to be in the starting block of this transition.
The book sets out the practical ways in which corporate stewardship
can be achieved through embedding new approaches across the
different functions of a business. This book, written by the
leading thinkers in sustainability research, provides practical
guidance on how companies can resolve the paradoxical challenges
they face. How can they be at the same time profitable and
responsible, effective and ethical, sustainable and adaptable? It
explores what businesses are doing, what they can and should do to
effectively respond to external challenges, and focuses on how
leaders can create cultures, strategies, and designs far beyond
"business as usual". Stewards must not only make proper current use
of that which they hold in trust, they also must leave it in better
condition for use by future generations. Corporate Stewardship
challenges managers, executives, and directors of global
corporations to think and act as stewards of both their
organizations and the physical and social environments in which
they operate.
This illuminating and practical collection of essays addresses the
increasingly important topics of corporate ethics, social
responsibility, and sustainability in the context of effective
global business strategies. Instead of condemning business, or
exhorting corporate leaders to "do good," the authors deal with the
"hot button" issues of our time in a cool and rational manner,
seeing them as opportunities rather than as problems. As the
authors illustrate, there is no necessary trade-off between
business leaders doing the right thing, on one hand, and the
profitable thing, on the other. They demonstrate that ethics is not
peripheral, or in addition to, the central concerns of business. To
the contrary, ethics and good citizenship are at the heart of all
good business strategies, decisions, and organizational cultures.
These essays offer useful examples of how executives can create
strategies and cultures that are, both and at the same time,
ethical and effective--the essence of GOOD BUSINESS. A PUBLICATION
OF THE INSTITUTE FOR ENTERPRISE ETHICS Daniels College of Business,
University of Denver
In Transparency, the authors a powerhouse trio in the field of
leadership look at what conspires against "a culture of candor" in
organizations to create disastrous results, and suggest ways that
leaders can achieve healthy and honest openness. They explore the
lightning-rod concept of "transparency" which has fast become the
buzzword not only in business and corporate settings but in
government and the social sector as well. Together Bennis, Goleman,
and O'Toole explore why the containment of truth is the dearest
held value of far too many organizations and suggest practical ways
that organizations, their leaders, their members, and their boards
can achieve openness. After years of dedicating themselves to
research and theory, at first separately, and now jointly, these
three leadership giants reveal the multifaceted importance of
candor and show what promotes transparency and what hinders it.
They describe how leaders often stymie the flow of information and
the structural impediments that keep information from getting where
it needs to go. This vital resource is written for any organization
business, government, and nonprofit that must achieve a culture of
candor, truth, and transparency.
The Executive's Compass seeks to help managers make sense out of a rapidly changing world and formulate corporate policy as they face a minefield of dilemmas in the values wars. O'Toole uses political philosophy to examine the role of the corporation in our culture and its place in creating The Good Society.
Thirty years ago, the bestselling "letter to the government" "Work
in America" published to national acclaim, including front-page
coverage in "The New York Times, Wall Street Journal," and
"Washington Post." It sounded an alarm about worker dissatisfaction
and the effects on the nation as a whole. Now, based on thirty
years of research, this new book sheds light on what has
changed--and what hasn't. This groundbreaking work will illuminate
the new critical issues--from worker demands to the new ethical
rules to the revolution in culture at work.
This illuminating and practical collection of essays addresses the
increasingly important topics of corporate ethics, social
responsibility, and sustainability in the context of effective
global business strategies. Instead of condemning business, or
exhorting corporate leaders to "do good," the authors deal with the
"hot button" issues of our time in a cool and rational manner,
seeing them as opportunities rather than as problems. As the
authors illustrate, there is no necessary trade-off between
business leaders doing the right thing, on one hand, and the
profitable thing, on the other. They demonstrate that ethics is not
peripheral, or in addition to, the central concerns of business. To
the contrary, ethics and good citizenship are at the heart of all
good business strategies, decisions, and organizational cultures.
These essays offer useful examples of how executives can create
strategies and cultures that are, both and at the same time,
ethical and effective--the essence of GOOD BUSINESS. A PUBLICATION
OF THE INSTITUTE FOR ENTERPRISE ETHICS Daniels College of Business,
University of Denver
"[An] important new book . . .Mr. O'Toole puts soul and values squarely back into a vital topic, leadership." --Tom Peters The New York Times Book Review
"A deeply philosophical and eminently practical study of leadership as change." --James MacGregor Burns Pulitzer Prize and National Book Award winner, and author of Leadership Current management philosophy advocates an outmoded Machiavellian approach to running organizations: Leaders are told in countless books that they can only accomplish their goals by being tough, manipulative, dictatorial, or paternalistic as the situation requires. In Leading Change, noted management theorist James O'Toole proposes a provocative new vision of leadership in the business world--a vision of leadership rooted in moral values and a consistent display of respect for all followers. As O'Toole brilliantly demonstrates, values-based leadership is not only fair and just, it is also highly effective in today's complex organizations. When leaders truly believe that their prime goal is the welfare of their followers, they get results. The finest leaders--from political giants like Washington, Jefferson, and Lincoln to contemporary CEOs like Max De Pree and James Houghton--have always shared leadership with their followers. They create organizations that encourage change and self-reevaluation; they foster an atmosphere of open-mindedness and fresh thinking, in which assumptions can be challenged and goals reassessed. Grounded in the ideas of moral philosophy, Leading Change powerfully transcends the standard how-to management primer to define a challenging new approach to leadership. As O'Toole so persuasively argues, growth and change are possible, indeed necessary, and they will be effected by individuals who have the stature and the courage to lead morally. This important book, at once thought-provoking and totally practical, is bound to take its place as one of the landmark business volumes of our times. "Jim O'Toole has written the essential work for organizations to survive and thrive in today's changing world. His intellectually penetrating thinking shows us how the sometimes conflicting problems we wrestle with--often in piecemeal fashion--fit together to form a complete picture, even as the picture itself continues to change. His message is so critical to the very existence of every organization that any leader who fails to heed his advice condemns his or her company to mediocrity and/or early death. It's that basic." --Warren Bennis Professor and founding chairman of the Leadership Institute at the University of Southern California Author of An Invented Life and Why Leaders Can't Lead
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