By Gregory G. Dess
If businesses don't desire to be wolfed by way of the lions in cutting-edge knowledge-driven, aggressive enterprise area, they need to do things--develop and hold the "best and brightest" humans (their human capital), then use their different assets (financial, technological, actual, etc.) to create a firm the place those humans can excel. in response to vast learn, past productiveness unearths how dozens of best companies, in addition to "up and coming" ones, are doing simply that--and jumping prior to their pageant. Readers will find out how companies reminiscent of Microsoft, FedEx, Motorola, Southwest airways, Citibank: * recruit, pick out, boost, and preserve the easiest to be had expertise * layout center company approaches to so much successfully make the most of those staff, talents and skills * facilitate person and organizational studying * foster an atmosphere that values cooperation, but additionally encourages risk-taking and initiative * make optimal use of know-how, and extra.
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Extra info for Beyond Productivity: How Leading Companies Achieve Superior Performance by Leveraging Their Human Capital
Chapter 2 focuses on the quality of an organization's human capital: how leading organizations recruit, select, develop, and retain a workforce composed of employees with the optimal mix of skills, attitudes, and capabilities to meet the needs of the organization. Chapter 3 looks at organizational systems, processes, and task designs. In it we address opportunities to leverage individual capabilities and improve collective performance through the application of technology. Macrolevel issues of organizational structure and design are addressed in Chapter 4.
Reducing the Need for Boundaries 171 6. Making It Happen: Leadership and Organizational Learning 179 Understanding Leadership 180 The Importance of Leadership 182 Creating the Learning Organization 189 Chaparral Steel: Learning at Work 213 7. Strategies for Implementation 222 A Framework for Understanding 223 Leveraging Human Capital 226 Finding the Opportunities 227 An Illustrative Example 231 Developing Implementation Strategies 235 Conclusion 235 Index 237 Page vii Preface For most of the twentieth century, the primary tools for the creation of wealth were physical: land, natural resources, human labor, and machines.
The difference is important, and parallels the distinction Warren Bennis made between leadership (doing the right things) and management (doing things right). 25 When we think about leveraging human capital, it is important that these resources be used both effectively (focused on doing the right things) and efficiently (maximum output for a given input). by rapidly recovering resourcesminimizing the time between expenditure and payback 26 Concentrating resources on key strategic goals deals with the effectiveness issue: doing the right things.