Organizational Capability: Competing from the Inside OutJohn Wiley & Sons, 1991 M01 16 - 352 páginas For any organization to compete successfully in today's market, it must focus on building not only from the outside but from the inside as well. Shows the correlation between successful people management and the bottom line. Explains how involving employees in the planning and implementation process and allowing them to see the fruits of their labor (the sense of connection between daily work and long-term customer success) benefits the organization. The aim here is to show how focusing on organizational capability will not only meet short-term financial requirements, but also build a solid foundation for the future. |
Contenido
The Call for Competitive Advantage | 21 |
Competitive Advantage from the Inside | 38 |
Unity of Culture | 55 |
Tools for Action | 76 |
Selection and Development | 97 |
38 | 133 |
Influence Management for the 1990s | 197 |
The Capacity for Change | 238 |
Leadership | 259 |
Epilogue Reducing Potential Future Threat | 294 |
Notes | 311 |
| 331 | |
Términos y frases comunes
ability activities allocated appraisal Baxter Healthcare become behavior Borg-Warner build competitiveness building organizational capability business clusters candidates capacity for change Chapter commitment communication competencies competitive advantage competitors corporate costs create critical cultural customer values customer-management decisions defined effective employees engineering ensure Ethicon example executives extent external feedback firm flexible focus focused functions future global goals hiring human resource identified implement increase individuals influence integrate internal Jack Welch John Sculley leaders leadership management practices manufacturing Marriott Marriott Corporation ment Nordstrom operating organization design organization's outcomes participants Pepsico percent performance performance appraisal Peter Drucker planning ployees principles problems questions relationships responsibility rewards role shared mindset sources of uniqueness stakeholders standards Steve Kerr strategic structure success suppliers sustained competitive advantage task technical technological temporary system tion Ulrich understand vision zation