» » In Praise of Good Business: How Optimizing Risk Rewards Both Your Bottom Line and Your People

Fb2 In Praise of Good Business: How Optimizing Risk Rewards Both Your Bottom Line and Your People ePub

by Judith M. Bardwick

Category: Management and Leadership
Subcategory: Business and Work
Author: Judith M. Bardwick
ISBN: 047125407X
ISBN13: 978-0471254072
Language: English
Publisher: Wiley; 1 edition (April 2, 1998)
Pages: 368
Fb2 eBook: 1520 kb
ePub eBook: 1161 kb
Digital formats: docx azw lit txt

Judith Bardwick really dishes it out in this challenging book anddoes it in her own unique style. In some companies, great rewards are provided for "below average" performance

Judith Bardwick really dishes it out in this challenging book anddoes it in her own unique style brilliantly illuminatethe darkness around innovation and risk and its enemy. In some companies, great rewards are provided for "below average" performance. One of the things that impressed me about this book is that Judith Bardwick has changed her philosophy since DANGER IN THE COMFORT ZONE. I thought that book was a little unrealistic. She has learned from her experiences since then that giving companies maximum current earning's performance makes leaders arrogant and unresponsive in some cases.

Start by marking In Praise of Good Business: How .

Start by marking In Praise of Good Business: How Optimizing Risk Rewards Both Your Bottom Line and Your People as Want to Read: Want to Read savin. ant to Read.

book by Judith M. Bardwick. Judith Bardwick really dishes it out in this challenging book and does it in her own unique style brilliantly illuminate the darkness. Judith Bardwick really dishes it out in this challenging book and does it in her own unique style brilliantly illuminate the darkness around innovation. Judith Bardwick illuminates the darkness around innovation and risk and its enemy, entropy. What shines through reveals how organizations can maintain a delicate balance between risk and recklessness.

By: Bardwick, Judith M, 1933 .

By: Bardwick, Judith M, 1933-. Publisher: New York : Wiley, c1998Description: xxiii, 344 p. : ill. ; 23 c. SBN: 047125407X (cloth : alk. paper). 658 BAR (Browse shelf).

Optimizing Risk Rewards Both Your Bottom Line and Your People. Bardwick: How do you think people feel in today’s workplace and, based on that, how would you expect people to act?

Optimizing Risk Rewards Both Your Bottom Line and Your People. Morris: In 1924, William L. McKnight, then CEO of 3M, observed, If you put fences around people, you get sheep. The best worst example of making people feel unappreciated today lies in the casualness, indeed indifference with regard to massive lay-offs even when there isn’t a financial crisis. That is a message to employees that they are expendable, interchangeable, easily dismissed and replaced, often by younger, less experienced and cheaper employees. Bardwick: How do you think people feel in today’s workplace and, based on that, how would you expect people to act?

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What is the business of this business . Whether it's because they are uncomfortable praising others, or they're afraid that people will slack off after being praised, or they feel uncomfortable differentiating between performers and nonperformers, too often managers don't recognize the efforts of those who work hard and successfully. The majority of managers are not forthcoming enough with news of success and praise in the face of achievement.

Judy Bardwick began her career as an academic, first as a professor of psychology and then become the first .

Judy Bardwick began her career as an academic, first as a professor of psychology and then become the first female Associate Dean at the University of Michigan in 1977. She left academia in 1983 and brought her formidable intellect and energy to business. One Foot Out the Door was selected as the Human onal Developmental Book of 2007. Few people embody the phrase force of nature more than Dr. Bardwick and her energy and interests extended significantly beyond her professional accomplishments.

"Judith Bardwick really dishes it out in this challenging book anddoes it in her own unique style. She...brilliantly illuminate[s]the darkness around innovation and risk and its enemy, entropy.What shines through is a seminal achievement of how organizationscan maintain a delicate balance between risk andrecklessness."-Warren Bennis, author of Organizing Genius"...an excellent resource for any CEO faced with transforming a'no-consequence' culture into one of 'reality-driven action.' Herinsights ring true and are tremendously reassuring to those of usfacing intense and/or very different competition for the firsttime."-Erroll B. Davis, Jr. President and CEO, Alliant"Judy Bardwick here sets out a bold new management paradigm, whereemployees learn to take risks and accept accountability. A powerfuland long overdue message."-David G. Robinson, President, CSCIndex"Insightful, thought-provoking insights into human behavior andleadership...a must-read book."-Ned Barnholt, Executive VicePresident, General Manager, Test and Measurement Organization,Hewlett-Packard"Every living system, including human beings, needs a certainamount of tension to operate at its best. People achieve thehighest levels they're capable of, and feel more vividly alive,when they're challenged by risks."-Judith BardwickIn Praise of Good Business celebrates the great business turnaroundof the 1990s. But it does more than that. It shows the managementskills needed to continue the management revolution. In her 1991international bestseller, Danger in the Comfort Zone, JudithBardwick showed the basis for the hard management decisions thatprovided the framework for the American economic resurgence. Shenow cautions us not to rest on our success and lays out veryspecifically how we need to manage in the new economicenvironment.Drawing on her work both as a psychologist specializing inmanagement psychology and her 25 years as a consultant to theFortune 500, Dr. Bardwick explains how and why the benefits oftoday's best business practices-those forged in the crucible of aglobal marketplace-extend well beyond a healthy balance sheet.Human beings thrive on manageable risk, and, by compellingemployees to take more risks, accept more responsibility andsucceed, business is not only achieving record profits, but it isalso helping to create psychologically healthier people and a moreresilient society.To more vividly illustrate her points, Dr. Bardwick presentsfascinating and instructive case studies of uniquely successfulcompanies across North America. From these she extracts valuableobject lessons and action steps, and she develops a revolutionarynew management model based on the principle of productiveinsecurity. A style of management pitched to the demands of a"borderless economy," her prescriptive approach entails steering amiddle path between the macho, show-no-mercy downsizing approachand the "no-consequences" model of too much security and too littleaccountability. Both, she contends, are a leading cause of companyfailures.In Praise of Good Business presents a very positive message.Offering an elegant, highly doable prescription for creating morecourageous, self-reliant employees ready to meet the challenges oftoday's supercompetitive global economy, In Praise of Good Businessis an invaluable working resource for executives and managers inorganizations of all sizes. Far-reaching and grounded in the verynature of the human psyche, this is the only management book you'llever need.In her more than two decades as a consultant and speaker, Dr.Bardwick has researched and contributed much to broaden business'sunderstand-ing of the key contributing factors to human andorganizational effectiveness. Her client list includes dozens ofFortune 500 companies, including Hewlett Packard, Champion Paper,IBM, Andersen Consulting, and National Steel.
Comments to eBook In Praise of Good Business: How Optimizing Risk Rewards Both Your Bottom Line and Your People
Bundis
Provides the reader the chance to look at the organization both strategically and tactically as they establish leadership criteria and expectations for leaders at every level.
anonymous
Too many companies today have a culture of entitlement, says Judith M. Bardwick. Employees believe that their jobs and benefits are owed to them. They expect equal treatment, even if their work is not equal to the work of others. When rewards are distributed equally among employees, those who do good work are not really rewarded or recognized and those whose performance is poor are not held accountable. Managers and employees avoid taking risks. Companies lose sight of their market and begin to lose their competitive edge. You end up managing to morale, instead of managing for results. What is needed, says the author, is to replace the culture of entitlement with a culture of accountability. However, creating a culture of accountability will not be easy. Entrenched management and employees will resist your efforts to change the company. The author presents the following tips for changing the culture of your company to one of accountability:

· Select the people who will help you change. Look for mavericks in your company, or bring in outsiders if necessary. You may need to fire people who consistently work against change.

· Commit to your employees conditionally. Employees who are too anxious about losing their jobs will not be at their best. Make it clear that job security and benefits will be rewards for fulfilling company goals and obligations.

· Create a sense of urgency in employees about the organization's business goals. Make sure that employees know how their own interests are related to the interests of the company.

· Encourage collaboration and cohesion among employees and work units. Collaboration reduces costs and internal boundaries to innovation. Cohesion helps to ensure seamless delivery of your product to customers.

· Build trust in your company by always telling the truth.

· Concentrate on work that has purpose. Eliminate "busy" work.

· Find the right methods to achieve the right goals, not just the methods currently fashionable.
Arashilkis
I am a corporate strategy consultant and business book author. Many companies that I work with would benefit from reading and applying this book. Companies flourish when they take on tougher challenges, using the right tools. In some companies, great rewards are provided for "below average" performance. One of the things that impressed me about this book is that Judith Bardwick has changed her philosophy since DANGER IN THE COMFORT ZONE. I thought that book was a little unrealistic. She has learned from her experiences since then that giving companies maximum current earning's performance makes leaders arrogant and unresponsive in some cases. This can lead to problems later. She now suggests that companies operate with a little less profits in the near term, and a little more anxiety. In a sense, she is suggesting something closer to the Andy Grove model in ONLY THE PARANOID SURVIVE. Anyone who is interested in improving corporate performance should read this book and apply its lessons. I look forward to her next book to see what new lessons she will have learned since writing this book.
Zulkishicage
The theme of this work is moving from a low-risk, 'no consequence' culture to a results-driven organization where risk is at an ideal level, a concept based on the Yerkes Dodson Law.
Characteristics of successful organizations and management are examined in terms of achieving change through driving for measurable success and rewarding and punishing, thereby bringing about a results-driven mind-set requiring: urgency, leadership, purpose, collaboration, selection, method, trust, and commitment.
This work is absorbing, informative and recommended. It carries forward themes that the author introduced in "Danger in the Comfort Zone," another noteworthy book that we recommend you read. Reviewed by Gerry Stern, founder, Stern & Associates, author of Stern's Sourcefinder The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and the Compensation and Benefits SourceFinder.
Cherry The Countess
There may well be a part of this book with redeeming value, but I still think you could make more efficient use of your time reading something without the philosophical conjecture and social science theory. This woman is, among other things, a phychiatrist, and this may well explain her comfort with all manner of things which may as well be anything but testable knowledge. While she goes at length about how we became a "no-consequences" culture, and why this must be remedied, she also, amazingly, seems to take the once a victim always a victim (so get over it and go on) mentality that is so popular with the crowd that believes in accountability and responsibility, just so long as it's never able to catch up with their money. There must be something better out there...
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