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|a HCDD
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1 |
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|a Henderson, Michael,
|d 1963-
|1 https://id.oclc.org/worldcat/entity/E39PCjvYVvMMqqWyTmWKRWdCwC
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| 245 |
1 |
0 |
|a Above the Line :
|b How to Create a Company Culture that Engages Employees, Delights Customers and Delivers Results.
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| 264 |
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|a Melbourne, Vic. :
|b John Wiley & Sons,
|c 2014.
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| 300 |
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|a 1 online resource (282 pages)
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| 336 |
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|a text
|b txt
|2 rdacontent
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a Position your organisation's culture to attain new heights Above the Line: How to Create a Company Culture that Engages Employees, Delights Customers and Delivers Results offers all leaders a handbook for leveraging an organisation's culture to engage staff, increase customer satisfaction and streamline business performance. A groundbreaking work, this book reveals what it takes to achieve optimum results from your organisational culture without employing the use of external consultants. This organic, in-house approach to company culture transformation saves both time and money. Step-by-step,
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|a Print version record.
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|a Above the Line; Contents; About the author; Acknowledgements; Introduction; Why I wrote this book; Organisations and people; I value organisations; Above the line culture; The importance of culture; Culture and evolution; Supporting beliefs; A corporate anthropologist at work; Participant observation; Ethnographic field work; Understanding culture; Part 1 UNDERSTANDING CULTURE; CHAPTER 1 What is culture?; Defining culture; The way of culture; The why of culture; A formal definition of culture; Culture is active and self-organising; Culturing; Culture is shared values, beliefs and rituals.
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|a Culture is transmitted from generation to generationA simpler definition of culture; CHAPTER 2 Why organisations should take culture seriously; The relationship of culture to business strategy; Culture is your organisation's first competitor; Culture is another word for performance; The impact of the global financial crisis; Gen Y employee expectations; Why organisations should take culture seriously; CHAPTER 3 Aligning culture and strategy; The relationship between culture and strategy; Culture and performance; Aligning culture and company strategy; Misaligned on strategy.
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|a Price, service or product? Pick one!From customer value to operating model; Values alignment to strategy; Understanding values; What are values?; How do values differ from morals and ethics?; How do values function?; The role of values in an organisation; Are values as important as organisations think they are?; Part II ABOVE THE LINE CULTURE; CHAPTER 4 Above and below the line cultures; Discovering above and below the line cultures; Below the line culture traits; Misaligned to strategy; Fearful; Angry; Taking; Draining; Empty; Lost; Disingenuous; Sense of rumour; Adopting a silo mentality.
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|a Attention turned inChildish; Reactive; Blame storms; Pessimistic; High staff turnover; 10 costs associated with a below the line culture; Above the line culture traits; Giving; Fast; Sense of humour; Belonging; Attention turned out; Mature; Adaptive; Thought leading; Willing; Optimistic; Strong employee value proposition; 10 benefits of operating with an above the line culture; CHAPTER 5 Below the line stages: dead cultures; CHAPTER 6 Below the line stages: dying cultures; Summary of culture traits at this level; CHAPTER 7 Below the line stages: disabled cultures; Owning the culture.
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|a Understanding ownership for leadersDisabled cultures; Characteristics of disabled cultures; CHAPTER 8 Crossing the line: a shift in perspective; The line and productivity; CHAPTER 9 Above the line cultures: stable; New behaviours; Summary of culture traits at the stable level; CHAPTER 10 Above the line cultures: successful; Mission and purpose; New questions; Summary of culture traits at the successful level; CHAPTER 11 Above the line cultures: excelling; New ways of thinking; The importance of intent; Features of excelling cultures; Summary of culture traits at the excelling level.
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| 650 |
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|a Corporate culture.
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| 650 |
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|a Corporations
|x Sociological aspects.
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| 650 |
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|a Organizational behavior.
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| 650 |
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|a Customer services.
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| 650 |
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|a Customer relations.
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|a Industrial relations.
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| 650 |
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7 |
|a industrial relations.
|2 aat
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| 650 |
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|a BUSINESS & ECONOMICS
|x Industrial Management.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Management.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Management Science.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Organizational Behavior.
|2 bisacsh
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| 650 |
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7 |
|a Corporate culture
|2 fast
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| 650 |
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7 |
|a Corporations
|x Sociological aspects
|2 fast
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| 650 |
|
7 |
|a Customer relations
|2 fast
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| 650 |
|
7 |
|a Customer services
|2 fast
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| 650 |
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7 |
|a Industrial relations
|2 fast
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| 650 |
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7 |
|a Organizational behavior
|2 fast
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| 758 |
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|i has work:
|a Above the line (Text)
|1 https://id.oclc.org/worldcat/entity/E39PCGrrMqyRWb3P6qD7GFk79C
|4 https://id.oclc.org/worldcat/ontology/hasWork
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| 776 |
0 |
8 |
|i Print version:
|a Henderson, Michael.
|t Above the Line.
|z 9780730312505
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| 856 |
4 |
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|u https://ebookcentral.proquest.com/lib/holycrosscollege-ebooks/detail.action?docID=1690916
|y Click for online access
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|a EBC-AC
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|a 92
|b HCD
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