The Centerless Corporation: A New Model for Transforming Your Organization for Growth and ProsperitySimon & Schuster, 1999. szept. 7. - 320 oldal In today's fast-paced global business environment, the conventional model of the corporation and its management principles no longer deliver results. Economic upheaval, changing demographics, and technological revolution have forever altered the requirements for running a business today. Now, in response, The Centerless Corporation presents a radical new corporate model -- designed for your organization's survival, growth, and prosperity. Drawing on groundbreaking research they conducted at Booz • Allen & Hamilton, Bruce A. Pasternack and Albert J. Viscio offer a comprehensive strategy for managing in turbulent times. To deal with increasing complexity, they contend, leaders must abandon their command-and-control mentality and establish a model in which responsibility and accountability are distributed throughout the organization, employees are regarded as valued resources, and knowledge flows freely. Illustrating their ideas with invaluable real-life examples, Pasternack and Viscio explain how to attract and develop leaders, build coherence to unite all parts of an organization, and restructure business units and corporate roles to add value rather than overhead. |
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Tartalomjegyzék
PREFACE | 13 |
Business Space in the Age of Global | 44 |
The Triumph of People Power | 63 |
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Más kiadások - Összes megtekintése
The Centerless Corporation: A New Model for Transforming Your Organization ... Bruce A. Pasternack,Albert J. Viscio Nincs elérhető előnézet - 1998 |
Gyakori szavak és kifejezések
3Com achieve activities alliances Banc become behavior benefits best practices Booz Allen British Airways building business model Business Space Business Units capabilities capital Centerless Corporation challenge change program Chief Knowledge Officer clients coherence communications company's competitive complex corporate center cost create value culture customers directors distributed employees enablers environment executives EXHIBIT external firm firm's focus focused Global Core growth Hewlett-Packard identity implementation important improve industry innovation Intel internal intranet issues Jack Welch knowledge management knowledge program leaders learning levels leverage linkage mechanisms linkages linked ment Merck Monsanto Motorola ness operating organization organizational outsourcing pany paradigm Partnership percent Percy Barnevik performance potential processes Procter & Gamble relationship requires responsibility risk role senior management Shared Services shareholders skills staff Strategic Leadership structure success targets things tion tive transformation understanding vision Wal-Mart