to provide for such analysis thereby providing a convenient means to monitor worker performance. The premise behind affecting the corporate culture in this regards is to treat workers like professionals who should act as such in
Evolution of corporate culture: how important is it in today world?
culture important?", Available from Papers4you.com [21/06/2006]Siew Kim Jean Lee, Kelvin Yu (2004), "Corporate culture and organizational performance", Journal of Managerial Psychology; Volume: 19 Issue: 4; 2004
What is Corporate Social Responsibilty?
and bring them under legal framework (Carroll and Buchholtz, 2003). Before that happens, it is advisable that corporations understand and perform social activities voluntarily. Researchers belonging to other school of thought concern
Established Affiliate Programs Including Americanlifedirect.com Join Linkvalu.com Performance Marketing Network
, not to depend on other networks alone to get distribution on our offers,†Snyder continued, “We’re here in the surf culture of Southern California, it’s part of our corporate culture, ride our wave, get on board, watch out world!â€
Equipped to Lead Managing People Partners Processes and Performance
Binding: Hardcover
Rating: 5.0
Review: 3
Studio: McGraw-Hill
Unless you manage a hook-and-ladder company, your workday shouldn't be spent putting out fires. Yet leaders often spend most of their time running from crisis to crisis. In his groundbreaking New York Times bestseller Built to Serve, United Supermarkets CEO Dan Sanders showed how putting profi ts before people encourages organizational chaos, saps motivation, stifles innovation, and undercuts competitiveness. He also unveiled a revolutionary peoplecentered business model championed by United and challenged other business leaders to put the human factor first. In this follow-up to that inspirational bestseller, Dan and coauthor Galen Walters provide the tools needed to put the people-first model to work in your company. Youll master the 4Ps critical to long-term success: People, Process, Partners, and Performance. And you will create an organization that puts front-line people before bottom-line profits, allowing you and your organization to profit more than you ever thought possible. Equipped to Lead gives you tools to create an organization where ROIH (return on investment in humanity) drives the bottom line The Employee Satisfaction Ratio is a key component of every P&L statement Workplace chaos is transformed into a creative corporate culture Employees are equipped for higher levels of success Whether you lead a sprawling international conglomerate or a staff of thirty, using the proven tools and techniques in Equipped to Lead will help you and your organization realize maximum potentialin your people, in your performance, and in your profits.
Manufacturer: McGraw-Hill
Price: $24.95 USD
Pay without Performance The Unfulfilled Promise of Executive Compensation
Binding: Paperback
Rating: 4.0
Review: 8
Studio: Harvard University Press
The company is under-performing, its share price is trailing, and the CEO gets...a multi-million-dollar raise. This story is familiar, for good reason: as this book clearly demonstrates, structural flaws in corporate governance have produced widespread distortions in executive pay. Pay without Performance presents a disconcerting portrait of managers' influence over their own pay--and of a governance system that must fundamentally change if firms are to be managed in the interest of shareholders. Lucian Bebchuk and Jesse Fried demonstrate that corporate boards have persistently failed to negotiate at arm's length with the executives they are meant to oversee. They give a richly detailed account of how pay practices--from option plans to retirement benefits--have decoupled compensation from performance and have camouflaged both the amount and performance-insensitivity of pay. Executives' unwonted influence over their compensation has hurt shareholders by increasing pay levels and, even more importantly, by leading to practices that dilute and distort managers' incentives. This book identifies basic problems with our current reliance on boards as guardians of shareholder interests. And the solution, the authors argue, is not merely to make these boards more independent of executives as recent reforms attempt to do. Rather, boards should also be made more dependent on shareholders by eliminating the arrangements that entrench directors and insulate them from their shareholders. A powerful critique of executive compensation and corporate governance, Pay without Performance points the way to restoring corporate integrity and improving corporate performance. (20041128)
Manufacturer: Harvard University Press
Price: $20.00 USD
Corporate Culture and Performance
Binding: Hardcover
Rating: 4.5
Review: 5
Studio: Free Press
Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.
Manufacturer: Free Press
Price: $32.00 USD
Testing the effectiveness of Performance Appraisals
support from higher management; the working environment and the overall corporate culture. There are many advantages mentioned in the literature regarding the use of performance appraisals within an organization (Papers4you.com, 2006).
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