Liberte Cie Quand La Liberte Des Salaries Fait Le Succes Des Entreprises Book PDF, EPUB Download & Read Online Free

Liberté & Cie
Author: Brian M.. Carney, Isaac Getz
Publisher:
ISBN: 2081290987
Pages: 421
Year: 2013
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Notre société a érigé la liberté comme l'une de ses valeurs cardinales, censée gouverner notre système politique comme nos vies privées. Les patrons sont souvent les premiers à vanter ses vertus, en faisant un pilier du capitalisme. Mais ces belles paroles s'arrêtent net à la porte des entreprises : dans le monde du travail, la hiérarchie, le contrôle, la surveillance continue semblent bien demeurer la règle. Pourtant, l'enquête de Brian Carney et d'Isaac Getz montre qu'il existe une autre manière d'agir et nous invite dans des entreprises où la liberté est devenue le principe de management. On y laisse les salariés prendre des initiatives au lieu de leur dire comment faire. On les traite en adultes responsables au lieu de limiter les informations dont ils disposent et de faire contrôler chacun de leurs faits et gestes par une hiérarchie pléthorique. On encourage la prise de risque. Situées en France, aux États-Unis, au Japon ou en Finlande, ces entreprises ont été « libérées » par des dirigeants visionnaires qui ont totalement révolutionné la culture de leurs firmes. Et en même temps, leur rentabilité a explosé. Nous sommes à l'aube d'une nouvelle ère du management.
Freedom, Inc
Author: Brian M. Carney, Isaac Getz
Publisher:
ISBN: 0786756365
Pages:
Year: 2016
View: 1299
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The culture of freedom works. Learn the secrets of a successful business paradigm based on a trusting, nonhierarchical, liberated environment.
Freedom, Inc.
Author: Brian M. Carney, Isaac Getz
Publisher: Crown Business
ISBN: 0307462471
Pages: 224
Year: 2009-10-13
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Free to succeed . . . Whether in troubled economic times or during years of prosperity, there is a proven way for companies to boost productivity, profits, and growth. Remarkably, it costs nothing––whether cost is measured in terms of monetary resources or time– –and is simply based on the belief that, if only people can be free to act in the best interests of their company, the results will be tremendous. Freedom, Inc. presents the evidence that this is not the Pollyannaish wish of a few dreamers, but a reality built by bottom-line-focused leaders. . . . The culture of freedom works–and Freedom, Inc. reveals the secrets of a successful business paradigm based on a trusting, nonhierarchical, liberated environment. The visionary leaders profiled here performed near-miracles in driving their companies to unheard-of levels of success, often from unlikely or disheartening beginnings. Businesses as diverse as insurance company USAA, winemaker Sea Smoke Cellars, Gore & Associates, advertising agency The Richardson Group, Harley-Davidson, and Sun Hydraulics have had the insight and courage to challenge long-held management beliefs about human nature and employees–and radically depart from the traditional command-and-control structures, rules, and policies. By freeing up the individual initiative and risk-taking instincts of every employee, these companies showed they could dramatically outperform their rivals in an array of fiercely competitive industries. By listening to employees instead of telling them what to do, by treating them as equals and not limiting information through a trickle-down hierarchy, and by encouraging a culture in which employees have commitments (something chosen) as opposed to jobs (something imposed), these companies liberated their workers to fulfill their own individual potential, which has led to more productive, loyal, and engaged workers, as well as significant measurable profits and growth.
De l'absurdité d'être accro au boulot
Author: Annie Kahn
Publisher: JC Lattès
ISBN: 2709659913
Pages: 300
Year: 2017-10-11
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Il n’a jamais été autant question du « bonheur en entreprise ». Certains dirigeants déclarent cet objectif comme stratégique. Pas étonnant, car chacun travaille mieux quand il est heureux. Pourtant, neuf Français sur dix estiment que l’on souffre davantage au travail aujourd’hui qu’il y a dix ans. Ce paradoxe n’est qu’apparent. Étant titulaire depuis plus de six ans de la chronique « Ma vie en boîte » que j’ai créée pour Le Monde, je traque les travaux des chercheurs en psychologie, sociologie, neurosciences du monde entier. Dans leurs laboratoires, à Washington, Boston, Pékin, Singapour, Paris et Toulouse entre autres, ils sont bien souvent inconnus du grand public. En étudiant leurs travaux, j’ai découvert nombre de paradoxes étonnants et édifiants dans le monde du travail. Cet ouvrage rassemble les plus percutants parmi les plus récents, pour : - diagnostiquer son chef, - réaliser qu’avoir conjoint et enfants est un atout pour progresser, - prendre le meilleur de la technologie et résister au pire, - connaître ses défauts et en tirer profit, - ne pas renoncer à ses idéaux. On y apprend ainsi que : - travailler durant des heures indues est contre-productif, selon Silvia Bellezza, de la Columbia Business School, - les dirigeants sont des toxicomanes... de l’argent. Et comment les désintoxiquer, selon Jeffrey Pfeffer, professeur à Stanford, - plus on donne de son temps, plus on en gagne, selon des chercheurs de Harvard, Wharton et Yale, - le goût du risque est lié au « sex-ratio », soit à la proportion hommes/femmes dans une équipe, - le travail des mères fait le succès des enfants et du couple, - et les papas poules améliorent la productivité globale des entreprises pour n’en citer que quelques-uns.
Reinventing Organizations
Author: Frederic Laloux, Ken Wilber
Publisher: Lightning Source Incorporated
ISBN: 2960133501
Pages: 360
Year: 2014
View: 407
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The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs. Deep inside, we long for soulful workplaces, for authenticity, community, passion, and purpose. The solution, according to many progressive scholars, lies with more enlightened management. But reality shows that this is not enough. In most cases, the system beats the individual-when managers or leaders go through an inner transformation, they end up leaving their organizations because they no longer feel like putting up with a place that is inhospitable to the deeper longings of their soul. We need more enlightened leaders, but we need something more: enlightened organizational structures and practices. But is there even such a thing? Can we conceive of enlightened organizations? In this groundbreaking book, the author shows that every time humanity has shifted to a new stage of consciousness in the past, it has invented a whole new way to structure and run organizations, each time bringing extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a radically more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals? The pioneering organizations researched for this book have already "cracked the code." Their founders have fundamentally questioned every aspect of management and have come up with entirely new organizational methods. Even though they operate in very different industries and geographies and did not know of each other's experiments, the structures and practices they have developed are remarkably similar. It's hard not to get excited about this finding: a new organizational model seems to be emerging, and it promises a soulful revolution in the workplace. "Reinventing Organizations" describes in practical detail how organizations large and small can operate in this new paradigm. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.
Liberté & Cie
Author: Isaac Getz, Brian M. Carney
Publisher: Fayard
ISBN: 2213669589
Pages: 396
Year: 2012-02-08
View: 995
Read: 670
Notre société a érigé la liberté comme l’une de ses valeurs cardinales, censée gouverner notre système politique comme nos vies privées. Les patrons sont souvent les premiers à vanter ses vertus, en faisant un pilier du capitalisme. Mais ces belles paroles s’arrêtent net à la porte des entreprises : en effet, dans le monde du travail, la hiérarchie, le contrôle, la surveillance continue semblent bien la règle. Pourtant, l’enquête de Brian Carney et d’Isaac Getz montre qu’il existe une autre manière d’agir et nous invite dans des entreprises où la liberté est devenue le principe de management. On y écoute les salariés au lieu de leur dire quoi faire. On les traite en adultes responsables au lieu de limiter les informations dont ils disposent et de faire contrôler chacun de leurs faits et gestes par une hiérarchie pléthorique. On encourage la prise de risque et l’initiative individuelle. Situées en France, aux États-Unis ou encore en Finlande, ces entreprises ont été « libérées » par des dirigeants visionnaires qui ont totalement révolutionné la culture de leurs firmes. En réveillant le potentiel humain qu’elles recelaient, ils leur ont fait battre des records de rentabilité. À travers leurs histoires, Brian Carney et Isaac Getz nous révèlent une autre manière d’être, enfin, libres, heureux et efficaces au travail. « Ce livre est d’une importance capitale. Il trace un chemin pour refonder le pacte entre les organisations et le milieu humain avec lequel elles se développent. » Enjeux – Les Échos
Leadership Is an Art
Author: Max Depree
Publisher: Currency
ISBN: 0307801179
Pages: 176
Year: 2011-06-22
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In what has become a bible for the business world, the successful former CEO of Herman Miller, Inc., explores how executives and managers can learn the leadership skills that build a better, more profitable organization. Leadership Is an Art has long been a must-read not only within the business community but also in professions ranging from academia to medical practices, to the political arena. First published in 1989, the book has sold more than 800,000 copies in hardcover and paperback. This revised edition brings Max De Pree’s timeless words and practical philosophy to a new generation of readers. De Pree looks at leadership as a kind of stewardship, stressing the importance of building relationships, initiating ideas, and creating a lasting value system within an organization. Rather than focusing on the “hows” of corporate life, he explains the “whys.” He shows that the first responsibility of a leader is to define reality and the last is to say thank you. Along the way, the artful leader must: • Stimulate effectiveness by enabling others to reach both their personal potential and their institutional potential • Take a role in developing, expressing, and defending civility and values • Nurture new leaders and ensure the continuation of the corporate culture Leadership Is an Art offers a proven design for achieving success by developing the generous spirit within all of us. Now more than ever, it provides the insights and guidelines leaders in every field need.
Employees First, Customers Second
Author: Vineet Nayar
Publisher: Harvard Business Press
ISBN: 1422139069
Pages: 198
Year: 2010
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Imagine a management philosophy based not upon serving a company's customers, but on serving the company's employees. Vineet Nayar, CEO of HCL Technologies in India, has put such a philosophy into practice with remarkable results. His "employee first, customer second" mantra has been recognized globally as an example of organizational innovation, and was deemed a "new and radical management philosophy" ripe for the picking in the Western world by Business Week. In this book, Nayar himself describes his blunt refusal to treat the flesh and blood of HCL--its people--as "human resource" or as "intellectual capital" or even as an asset like all its other assets-and how his unique perspective led to an holistic transformation of his organization. By putting employees on top of the organizational pyramid, he argues, your company can fully realize the value created in the interface between customers and employees. This book leads managers and executives through the five core aspects of Nayar's approach, demonstrating how to create a sense of urgency, overhaul incentives and reporting structures, foster transparency in communications and feedback, provide platforms for achievement and personal growth, and finally recognize the potential of every individual in the organization. The "Employee First" philosophy should be the fulcrum of the transformation journey of any organization.
High Output Management
Author: Andrew S. Grove
Publisher: Vintage
ISBN: 110197236X
Pages: 272
Year: 2015-11-18
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The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove’s experiences at one of America’s leading technology companies, this legendary management book is a Silicon Valley staple, equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance—throughout, High Output Management is a practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work. From the Trade Paperback edition.
Implementing Beyond Budgeting
Author: Bjarte Bogsnes
Publisher: John Wiley & Sons
ISBN: 1119222273
Pages: 304
Year: 2016-07-01
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The future of management is here! Traditional management was invented for very different times and is today in serious trouble. The level of volatility, uncertainty, complexity and ambiguity in business environments is record high. People’s expectations towards their employers and leaders have also radically changed. A number of organizations are exploring management innovation that can help them not just coping but thriving and out-performing in these new and different realities. Beyond Budgeting may be the most important new idea out there addressing these radical changes, due to its broad scope and coherent approach. Abolishing the traditional, detailed annual budget is necessary, but not sufficient. Organizations on the journey are questioning their old leadership beliefs and are tearing up their old command-and-control management models, with “agile” and “human” as the foundation for a new start. Implementing Beyond Budgeting is both a theoretical introduction and a practical guide to bringing such a more empowered and adaptive management model to life. Drawing on the author’s twenty years of Beyond Budgeting experience, this book not only demonstrates the serious problems with traditional management through numerous practical examples. It also follows several companies on their Beyond Budgeting journey, including Scandinavia’s largest company Statoil where the author has been heading up implementation since 2005. You'll get a first-hand glimpse at the reality of transitioning a large multinational company, and gain a real-world perspective on what successful implementation entails. This new second edition has been significantly revised and expanded. It covers the amazing development of the Beyond Budgeting movement and how the Statoil implementation journey has continued since the first edition of this book was published in 2009, sustaining major events like for instance the 2015 oil price crash. A new chapter on “Beyond Budgeting and Agile” has also been added. New implementation experiences, great new case stories, new management innovation examples and management metaphors (traffic controls!) are introduced, as well as the author’s latest reflections on a range of management issues including target setting, forecasting, performance evaluation and incentives.
Funky Business
Author: Kjell A. Nordström, Jonas Ridderstråle
Publisher: Pearson Education
ISBN: 0273659073
Pages: 288
Year: 2002
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With almost a qaurter of a million copies in print globally, this cult best-seller is the book that is putting the life back into business. Funky Business tells us that difference rules, and difference comes from the way people think not what companies make. It's talent that makes capital dance. In this world, we can no longer do 'business as usual' - we need funky business.
Ready, Fire, Aim
Author: Michael Masterson
Publisher: John Wiley & Sons
ISBN: 0470258756
Pages: 400
Year: 2008-01-07
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Whether you’re thinking about starting a new business or growing an existing one, Ready, Fire, Aim has what you need to succeed in your entrepreneurial endeavors. In it, self-made multimillionaire and bestselling author Masterson shares the knowledge he has gained from creating and expanding numerous businesses and outlines a focused strategy for guiding a small business through the four stages of entrepreneurial growth. Along the way, Masterson teaches you the different skills needed in order to excel in this dynamic environment.
Happy Hour is 9 to 5
Author: Alexander Kjerulf
Publisher: Pine Tribe
ISBN: 0991260910
Pages: 180
Year: 2014-01-01
View: 1146
Read: 1279
"This book is for anyone who wants to enjoy work more--whether you are an employee or a manager, a new hire or a grizzled veteran, work in a small start-up, a huge corporation or the public sector. This book will give you the theory of happiness at work, simple, effective tools that you can use to create a better work life for yourself and a happier workplace, a massive dose of energy to get you to do something about it right here and now, [and] a specific plan to help you change your job for the better, find a new job where you can shine or to make your employees happy, motivated top-performers."--P. [4] of cover.
Mechanisms of hope
Author: Nils Brunsson
Publisher: Copenhagen Business School Pr
ISBN:
Pages: 239
Year: 2006
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Nils Brunsson is Professor at the Stockholm School of Economics, where he has held the City of Stockholm Chair in Public Management since 1986. He is the Chairman of the Stockholm Centre for Organizational Research (Score). He has published some twenty books and numerous articles in the field of organization theory.
More Than a Motorcycle
Author: Rich Teerlink, Lee Ozley
Publisher: Harvard Business Review Press
ISBN: 1422160726
Pages: 278
Year: 2000-09-18
View: 444
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In the late 1980s, Harley-Davidson beat back an assault by Japanese competitors and engineered a remarkable financial turnaround. But it subsequently faced an even more formidable challenge: maintaining and improving on its success in the absence of an external crisis. To answer this challenge, then-CEO Rich Teerlink, partnering with organizational consultant Lee Ozley, threw out the top-down strategies that had just saved the company and began building a different Harley-one that would be driven not by top management, but by employees at every level. What happened next is the stuff of turnaround legend. More Than a Motorcycle is the story behind the story of the purposeful transformation of an American icon, as told by the two individuals most deeply involved in that decade-long process. The book chronicles the victories and setbacks along Harley's difficult journey from a traditional "command-and-control" culture to an open, participative learning environment. Teerlink and Ozley deliver three fundamental messages: people are a company's only sustainable competitive advantage; there is no "quick fix" to effect lasting, beneficial organizational change; and leadership is not a person, but a process to which everyone must contribute. They provide practical, reality-tested prescriptions for critical tasks like developing employee alignment, building structures that support participation, and implementing effective reward programs. Finally, they draw lessons from the Harley experience-lessons about values, trust, and community-that apply broadly to any business. An against-the-odds story of a business road less traveled, this book encourages today's leaders to look around the next bend-and to give every employee a view of the road from the driver's seat.

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