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Informationen zum Autor Edward E. Lawler III is director of the Center for Effective Organizations at the University of Southern California (USC) and distinguished professor of management and organization in the USC Marshall School of Business. Named one of the country's leading management experts by BusinessWeek magazine, he is the author or coauthor of more than thirty books including Corporate Boards, From the Ground Up, Organizing for High Performance, Rewarding Excellence, Tomorrow's Organization, and The Ultimate Advantage, all from Jossey-Bass. His writings have appeared in the Harvard Business Review, Fortune, and the Financial Times, as well as many academic journals. Klappentext One of the nation's leading management experts shows what it really takes to make a great organization-put people firstHow do organizations move beyond merely acknowledging that "human capital" is their greatest asset, and actually implement practices that create true benefits for both employees and the organizations? In this book, Edward Lawler shows how companies can "treat people right" by doing more than simply ensuring good working conditions and good pay. He shows how to build a special relationship between individuals and the organizations they work for-a relationship in which good performance at all levels of the organization pays off for both the company and the individual. The author details specific practices designed to keep employees satisfied but still motivated to continue improving their performance. These techniques include: developing a "brand" as an employer that attracts high achievers, selecting and developing the high achievers, crafting a leadership style that integrates and promotes these actions, and more. Lawler draws on examples from a wide range of companies such as Microsoft, Motorola, IBM, Ford, and others to show how these practices are already at work and successful in some of the world's most enduring organizations. Full of examples and a voice of true conviction, Treat People Right! is a must-have resource for anyone concerned about building and sustaining competitive advantage for the long term.Edward E. Lawler (Beverly Hills, CA) was named one of the country's leading management experts by BusinessWeek magazine. He is the author of over thirty books, and his articles have appeared in Fortune, the Harvard Business Review, and other national publications. He is Director of the Center for Effective Organizations at the University of Southern California (USC) and Professor of Management and Organization in the USC Marshall School of Business. Zusammenfassung Written by a management guru, this book shows how organizations can treat people right by doing more than ensuring workers have good working conditions, fair supervision, good pay and benefits. It details specific practices designed to keep employees satisfied but still motivated to continue improving their performance. Inhaltsverzeichnis Acknowledgments. Preface. Part One: The New Relationship Between Organizations and Individuals. 1. Why Treating People Right Pays Off. 2. What Makes Organizations Effective. 3. What Makes People Effective. Part Two: The Seven Principles of Treating People Right. 4. Attract and Keep the Right People. 5. Hire the Right People. 6. Develop People Right. 7. Design Work Right. 8. Establish the Right Goals. 9. Reward People Right. 10. Lead People Right. Epilogue: Manage Change Right. Notes. The Author. Index. ...
Inhaltsverzeichnis
Acknowledgments.
Preface.
Part One: The New Relationship Between Organizations and Individuals.
1. Why Treating People Right Pays Off.
2. What Makes Organizations Effective.
3. What Makes People Effective.
Part Two: The Seven Principles of Treating People Right.
4. Attract and Keep the Right People.
5. Hire the Right People.
6. Develop People Right.
7. Design Work Right.
8. Establish the Right Goals.
9. Reward People Right.
10. Lead People Right.
Epilogue: Manage Change Right.
Notes.
The Author.
Index.
Bericht
"Named a Best Business Book of 2003 in the Leadership category by Strategy + Business."( Strategy + Business Magazine , article by Bruce Pasternak and James O Toole).
