No excuses : how you can turn any workplace into a great one /
"The business leader's guide to creating a great workplace from the Great Place to Work(r) Institute. In this follow-up guide to The Great Workplace, experts from Great Place to Work(r) Institute, Inc. reveal the most common excuses managers use for why they can't create a great workp...
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| Format: | Electronic eBook |
| Language: | English |
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San Francisco :
Jossey-Bass,
[2013]
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| Edition: | First edition. |
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| Online Access: | Full text (Emerson users only) Full text (Emmanuel users only) Full text (NECO users only) Full text (MCPHS users only) Access E-Book Full text (Wentworth users only) Full text (Wentworth users only) |
Table of Contents:
- Cover; Title page; Copyright page; Dedication; Contents; Foreword by Amy Lyman; Introduction: Creating a Great Workplace; The Knowledge Base; Trust, Pride, and Camaraderie; Trust; Pride; Camaraderie; Chapter 1: The Anatomy of an Excuse; Why It Matters; No Excuses; The Attitude; The Identity; The Challenge; How to Use This Book; Great Workplaces Bring About Better Societies; Suspend Your Disbelief; Organizations Are Complex, Living Systems; What Best Practices Are and Are Not; Trust Is the Foundation; Chapter 2: I Think [Like a Great Workplace Leader], Therefore I Am [a Great Workplace Leader].
- "Great Workplaces Are Born That Way"Accurate Information; Realistic Goals and Expectations; "Great Workplaces Always Have [Insert Practice Here]"; "We're Not as Good as Some, But We're Better Than Others"; "Resolved: We Will Be a Great Workplace by Tomorrow"; Reflection; Chapter 3: We Are What We Repeatedly Do; Basic Elements of an Organizational Identity; Mission, Vision, and Values; Strategy; Management Structure; Workplace Culture; Understanding and Alignment; Focus, Commitment, and Resources; Chapter 4: I Didn't Have Enough Time to Do It Right; Time; Change How, Not What.
- See Time as a Critical InvestmentPrioritize; Persistence; Personal Characteristics; Habit; What to Do Next; Chapter 5: That's Just Not My Job; My Goals and Priorities Compete Too Much; But I Can't Wear That Many Hats; This Is Someone Else's Problem; I Don't Have the Power to Create a Great Workplace; Organizational Politics; What to Do Next; Chapter 6: My Industry Is Different; The Industry Norms Excuse; Professional Services: Work/Life Balance and Equity; Manufacturing: Clear Line of Sight and Flexibility; Not-for-Profit: Doing More with Less; The "Hunker Down" Excuse; The "Too Big" Excuse.
- What to Do NextChapter 7: It's Just Not the Right Time; Disruptive Events Come in All Shapes and Sizes; Mergers and Acquisitions; Leadership Changes; Layoffs; Internal Changes and Spikes; Terrorism and Societal Unrest; What Makes Disruptive Events Disruptive?; Events Happen in Best Companies Too; Find Your Footing; Create an Open Dialogue; Think Creatively About How to Respond; Manage Resistance by Providing a Sense of What's Next; We're All in This Together; What to Do Next; Chapter 8: I'd Be a Great People Manager if It Weren't for All the People; But My Team's Mindset Is So Entrenched.
- But the People Who Work Under Me Are So EntitledBut My Employees Are All a Part of a Union-My Hands Are Tied; But the Characteristics of My Workforce Just Doesn't Make It Possible; But My Workforce Is Young-They Don't Care About a Cohesive Workplace Culture; What to Do Next; Chapter 9: My Boss Ate My Homework; The Ignorant Leader Excuse; The Neglectful Leader Excuse; The Weight of the World Excuse; Use Your Resources and Authority; Work with Decisions from the Top; Exercise Your Right to the "How"; You as an Employee, not a Manager; What to Do Next; Chapter 10: The "One Rule" for Excuses.