Shows that current elitist theories are based on an inadequate understanding of the early writings of democratic theory and that much sociological evidence has been ignored.
This book focuses on the need to develop economically, environmentally and socially sustainable supply chains. It features examples from a wide range of real-life case studies and synthesizes the ...learnings from these many different situations.
The ebook edition of this title is Open Access and freely available to read online. Smart industry requires better management. As industrial and production systems are future-proofed, becoming smart ...and interconnected through use of new manufacturing and product technologies, work is advancing on improving product needs, volume, timing, resource efficiency, and cost, optimally using supply chains. Presenting innovative, evidence-based, and cutting-edge case studies, with new conceptualizations and viewpoints on management, Smart Industry, Better Management explores concepts in product systems, use of cyber physical systems, digitization, interconnectivity, and new manufacturing and product technologies. Contributions to this volume highlight the high degree of flexibility in people management, production, including product needs, volume, timing, resource efficiency and cost in being able to finely adjust to customer needs and make full use of supply chains for value creation. Smart Industry, Better Management illustrates how industry can enabled by a more network-centric approach, making use of the value of information and the latest available proven manufacturing techniques.
One of the most significant and yet largely overlooked factors influencing performance and workplace problem solving in many large organizations is that of national culture. Managers, and the ...organizations for which they work, need to be able to understand the influence of cultural values and beliefs on performance in order to identify appropriate solutions; strategies appropriate in one part of the world may be ineffective or even counter-productive in another. Bryan Hopkins' ground breaking book relates the concept of cultural dimensions, as developed by writers such as Hofstede and Trompenaars, to the performance engineering approaches of Gilbert and Mager and Pipe, to show how strategies for solving workplace performance problems need to consider the cultural composition of the workforce. It then provides a practical structure for problem solving within the context of an international, multi-cultural environment. This is a book for both managers working in an international setting or for those in national organizations who are dealing with the challenge of culturally diverse workforces. It's also a book for governments seeking to understand the potential implications of national culture on civilian or even military interventions.
This second book in the EFMD Management Education series explores business schools’ increasing focus on, and search for, meaningful societal and economic research impact. This involves, in ...particular, co-operation and collaboration in both knowledge creation and implementation of the findings of academic research in practice. Business schools have a critical role to play in ‘rewiring’ our missions for research relevance, impact and reach, and in recognising needs and addressing real issues of society and economy. With cases from a range of international business schools, the book doesn’t simply highlight the need for the dominant research model in business schools to evolve, but illustrates how this can happen in practice. In so doing, it opens the discussion on how the business school can contribute in very real ways to solving global and complex challenges such as climate change, rising inequalities, international isolationism, eroding democratic systems, and the spread of fake news. These are goals that the EFMD has championed since its inception, and this book will be of value and interest to policy makers and business leaders seeking insight into how management education will be shaped to support business and wider society, as well as those working in business schools and higher education leaders. The Open Access version of this book, available at http://www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.
What drives or delivers engaged people? Employers need to focus on creating the right conditions. Employers can't impose engagement: people need to choose to engage themselves. In The Velvet ...Revolution at Work, the follow-up to his best-selling The CEO: Chief Engagement Officer, John Smythe explains that the essential ingredient of the right conditions is a culture of distributed leadership which enables people at work to liberate their creativity to deliver surprisingly good results for their institution and themselves. Using models, examples and anecdotes from his client research he goes on to demonstrate exactly how to design an engagement process; one that is integrated with your business strategy and that is sustainable.
Contents: Foreword; Introduction; Part I What is the Velvet Revolution at Work?: The velvet revolution at work - why now? Defining employee engagement; Introducing the primary levers and supporting enablers of engagement. Part II Strategy Delivered through People: Delivering Strategy and Change through Participative Interventions that Engage the Right People: Getting started and negotiating business outcomes; Your default approach to engagement: enabler or disabler?; Negotiating who should be engaged: the power of the peach; Designing and running engagement interventions that deliver fast commercial and cultural results; Sustaining the benefits of an engagement intervention; Creative dynamics that liberate breakthrough ideas. Part III Beyond the Intervention: the Engaged Organization: The evidence, Jerome Reback; Helping leaders at every level to engage their people - capability, Jerome Reback; Brand needs engaged employees to deliver the customer promise; The impact of employee engagement on internal communication; Digital technology needs the right culture to be an enabler of engagement, John Smythe with Ben Hart and Max Waldron; Objections to employee engagement; Epilogue: employee engagement: social movement or fleeting fad?; References; Index.
John Smythe, a founding partner of the Engage for Change consultancy, specialises in organisational communication and engagement. He was an organisational fellow with McKinsey, undertaking research into employee engagement, and has held senior public affairs posts for three American corporations: Occidental Oil, Bechtel Corporation and Marathon Oil. After leaving SmytheDorwardLambert in 2003, a consultancy acknowledged to be the thought leader in organisational communication, McKinsey and Company invited him to take a visiting organisational fellow role, undertaking research among sixty corporations and institutions in Europe and North America into current approaches in engaging leaders and employees in driving strategy and change. The research is available from Engage for Change. Earlier John was behind a start up in the same field called Wolff Olins/Smythe (1985-1989). He published (with Colette Dorward and Jerome Reback, fellow founders of SmytheDorwardLambert) Corporate Reputation, The New Strategic Asset in 1989. John is author of The CEO - Chief Engagement Officer: Turning Hierarchy Upside Down to Drive Performance (Gower, 2007).
This open access book addresses the idea that there are two ways to go about achieving a safe working environment. The text challenges the prevailing notion that compliance with a rule system, ...imposed from the top of an organization and designed to anticipate possible hazards in system operation, is really incompatible with the idea that the professional expertise of front-line workers is what promotes safe outcomes despite inevitable unanticipated perturbations. The contributors, drawn from academic and industrial backgrounds, demonstrate that rather than being at odds with each other, rules-compliance and proactivity are in fact complementary resources the coexistence of which increases safety. Furthermore, the implications of this approach extend beyond safety, being relevant to business performance, strategies for innovation and system resilience as well. The book steps back from an exclusive focus on front-line work to explore the way in which compliance and initiative are articulated at different levels within the hierarchy of a firm, right up to that of top management. Further, the contributors analyze the way in which safety authorities, the justice system, and the general public perceive and interpret such strategies, in particular in the aftermath of major events. This book deals with issues of interest to researchers and graduate students in safety science and organization studies and to members of expert bodies and experts in industry and consultancy concerned with similar subjects. ;
