简介
"In these economic times this book is more important than ever. A must-read for the leaders of today and tomorrow." Douglas R. Conant, president and chief executive officer, Campbell Soup Company Praise for High Commitment, High Performance "It is seldom that I read a book about leadership and get excited; this one did that to me. The author has found values and aspects of leadership that have worked well for long term execution of strategies. For Boards and CEOs, this is a great book." --Leif Johansson, president and chief executive officer, Volvo Group "Resilience promises to be the distinguishing characteristic of companies that will prosper from the current economic crisis. Mike Beer's new book is a compelling manual for success in this new economy." --Ravi Venkatesan, chairman, Microsoft India "A must read for leaders who want to develop an edge by building a resilient organization for competitive advantage. Beer's views and recommendations are based on extensive research." --Ram Charan, Ram Charan Associates and co-author of the bestselling book, Execution: The Discipline of Getting Things Done "With decades of teaching and research and close engagement with companies, Michael Beer has written a book that not only makes the case for building a high commitment organization, but also provides practical advice for doing it." --Jeffrey Pfeffer, professor, Stanford Business School and author, The Human Equation: Building Profits by Putting People First "Beer brings a multi-disciplinary perspective from his extensive experience in industry and academia to reveal how leaders of HCHP organizations break through internal barriers and manage multiple tensions in their quest for sustainable value-creation." --Robert Kaplan, professor, Harvard Business School and co-author, The Execution Premium and The Balanced Score Card "Mike Beer brings his wealth of research and experience to provide fresh insights to the enduring question of what makes companies succeed over the long run. I have utilized many of the principles successfully and recommend them to any corporate leader committed to building an outstanding organization." --Ed Ludwig, chairman and chief executive officer, Becton Dickinson
目录
CONTENTS 9
PREFACE 13
A Short History of Management Thought 15
The Purpose of This Book 17
Who Should Read This Book 18
CHAPTER 1: INTRODUCTION 23
High-Commitment Manufacturing Plants 25
Innovations at the Business Unit Level 26
Academics Discover HCHP Corporations 27
Assumptions Underlying HCHP Organizations 29
Summary 35
Plan for the Book 36
How to Read This Book 38
PART ONE: THE HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATION 39
CHAPTER 2: PILLARS OF HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATIONS 41
Are HCHP Organizations a Realistic Objective? 43
Southwest Airlines: An Illustrative Case 44
Three Pillars of HCHP Organizations 47
Solving for All Three HCHP Pillars Simultaneously 60
Leader Values and Philosophy 62
Can Companies Not Born Right Be Transformed? 64
Does National Culture Pose a Constraint? 67
The Challenge 69
Summary 70
CHAPTER 3: PRINCIPLED CHOICE AND DISCIPLINE ARE ESSENTIAL 73
The Case of NICO 74
Firm Purpose and Values: The Multiple Stakeholder Model 75
Strategy 79
Risk 81
Motivating, Organizing, and Managing People 84
What HCHP Firms Are Not 90
Evidence for HCHP Success 94
Summary 99
CHAPTER 4: BUILDING THE HIGH COMMITMENT, HIGH PERFORMANCE SYSTEM 101
Diagnosing and Rebuilding the System 104
Organizations Are Multilevel and Multi-Unit Systems 109
Summary 111
PART TWO: WHAT STANDS IN THE WAY 113
CHAPTER 5: HIDDEN BARRIERS TO SUSTAINED HIGH COMMITMENT AND HIGH PERFORMANCE 115
Corning\u2019s Electronic Products Division (EPD) 119
Silent Barriers to Commitment and Performance 121
The Silent Killers: A Mutually Reinforcing Syndrome 131
Root Causes of the Silent Killers 133
The Transformation of Corning\u2019s Electronic Product Division 134
Summary 138
PART THREE: LEADERSHIP AND LEARNING CHANGE LEVERS 141
CHAPTER 6: LEAD A COLLECTIVE LEARNING PROCESS 143
Why Heroic Leadership Fails 144
Henry Gullette 147
What HCHP Leaders Must Do, Be, and Know 148
Surviving and Thriving in the Leadership Role 166
Summary 175
CHAPTER 7: ENABLE TRUTH TO SPEAK TO POWER 179
Merck Latin America 182
How and Why Learning and Governance Systems Work 186
Empirical Support for Voice and Participation 192
Challenges That Learning and Governance Systems Must Overcome 196
Governance and Learning Design Guidelines 198
Conditions for Governance and Learning Systems 202
Why Institutionalize Learning and Governance? 203
Summary 206
PART FOUR: ORGANIZATION DESIGN CHANGE LEVERS 209
CHAPTER 8: MANAGE ORGANIZATIONAL PERFORMANCE STRATEGICALLY 211
Why Companies Fail to Manage Performance Strategically 212
Symptoms of Failure 214
GE\u2019s Commercial Equipment Finance Business 217
Strategic Performance Management Principles 219
The Challenge: Overcome the Silent Killers 237
Integrating Learning and Governance with Strategic Management 240
Summary 242
CHAPTER 9: ORGANIZE FOR PERFORMANCE AND COMMITMENT 245
Success and Failure in Navigating Organizational Revolution 247
The Organizing Challenge 250
The Santa Rosa Systems Division 251
Organization Design Logic 253
Choosing How to Organize 257
Self-Designing the Organization 264
Structure Is Not Organization 267
Organizing as Continuous Learning 271
Summary 274
CHAPTER 10: DEVELOP HUMAN AND SOCIAL CAPITAL 277
Social Capital: The Underemphasized HR Dimension 279
How Social and Human Capital Interact 281
Becton Dickinson: A Company in Need of Transformation 283
The HCHP Human Resource Management System 285
Transforming Human Resource Management 307
Summary 312
PART FIVE: TRANSFORMING THE ORGANIZATION 315
CHAPTER 11: EMBRACE E AND O CHANGE STRATEGIES 317
Theory E or O: The Conventional Choice 317
Embrace Contradictions of E and O 320
ASDA: A Remarkable Transformation to HCHP 323
Integrating E and O Change Strategies 325
Sustaining High Commitment and Performance 345
Summary and Conclusion 346
CHAPTER 12: EPILOGUE 349
END NOTES 355
ACKNOWLEDGMENTS 391
INDEX 395
THE AUTHOR 413
PREFACE 13
A Short History of Management Thought 15
The Purpose of This Book 17
Who Should Read This Book 18
CHAPTER 1: INTRODUCTION 23
High-Commitment Manufacturing Plants 25
Innovations at the Business Unit Level 26
Academics Discover HCHP Corporations 27
Assumptions Underlying HCHP Organizations 29
Summary 35
Plan for the Book 36
How to Read This Book 38
PART ONE: THE HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATION 39
CHAPTER 2: PILLARS OF HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATIONS 41
Are HCHP Organizations a Realistic Objective? 43
Southwest Airlines: An Illustrative Case 44
Three Pillars of HCHP Organizations 47
Solving for All Three HCHP Pillars Simultaneously 60
Leader Values and Philosophy 62
Can Companies Not Born Right Be Transformed? 64
Does National Culture Pose a Constraint? 67
The Challenge 69
Summary 70
CHAPTER 3: PRINCIPLED CHOICE AND DISCIPLINE ARE ESSENTIAL 73
The Case of NICO 74
Firm Purpose and Values: The Multiple Stakeholder Model 75
Strategy 79
Risk 81
Motivating, Organizing, and Managing People 84
What HCHP Firms Are Not 90
Evidence for HCHP Success 94
Summary 99
CHAPTER 4: BUILDING THE HIGH COMMITMENT, HIGH PERFORMANCE SYSTEM 101
Diagnosing and Rebuilding the System 104
Organizations Are Multilevel and Multi-Unit Systems 109
Summary 111
PART TWO: WHAT STANDS IN THE WAY 113
CHAPTER 5: HIDDEN BARRIERS TO SUSTAINED HIGH COMMITMENT AND HIGH PERFORMANCE 115
Corning\u2019s Electronic Products Division (EPD) 119
Silent Barriers to Commitment and Performance 121
The Silent Killers: A Mutually Reinforcing Syndrome 131
Root Causes of the Silent Killers 133
The Transformation of Corning\u2019s Electronic Product Division 134
Summary 138
PART THREE: LEADERSHIP AND LEARNING CHANGE LEVERS 141
CHAPTER 6: LEAD A COLLECTIVE LEARNING PROCESS 143
Why Heroic Leadership Fails 144
Henry Gullette 147
What HCHP Leaders Must Do, Be, and Know 148
Surviving and Thriving in the Leadership Role 166
Summary 175
CHAPTER 7: ENABLE TRUTH TO SPEAK TO POWER 179
Merck Latin America 182
How and Why Learning and Governance Systems Work 186
Empirical Support for Voice and Participation 192
Challenges That Learning and Governance Systems Must Overcome 196
Governance and Learning Design Guidelines 198
Conditions for Governance and Learning Systems 202
Why Institutionalize Learning and Governance? 203
Summary 206
PART FOUR: ORGANIZATION DESIGN CHANGE LEVERS 209
CHAPTER 8: MANAGE ORGANIZATIONAL PERFORMANCE STRATEGICALLY 211
Why Companies Fail to Manage Performance Strategically 212
Symptoms of Failure 214
GE\u2019s Commercial Equipment Finance Business 217
Strategic Performance Management Principles 219
The Challenge: Overcome the Silent Killers 237
Integrating Learning and Governance with Strategic Management 240
Summary 242
CHAPTER 9: ORGANIZE FOR PERFORMANCE AND COMMITMENT 245
Success and Failure in Navigating Organizational Revolution 247
The Organizing Challenge 250
The Santa Rosa Systems Division 251
Organization Design Logic 253
Choosing How to Organize 257
Self-Designing the Organization 264
Structure Is Not Organization 267
Organizing as Continuous Learning 271
Summary 274
CHAPTER 10: DEVELOP HUMAN AND SOCIAL CAPITAL 277
Social Capital: The Underemphasized HR Dimension 279
How Social and Human Capital Interact 281
Becton Dickinson: A Company in Need of Transformation 283
The HCHP Human Resource Management System 285
Transforming Human Resource Management 307
Summary 312
PART FIVE: TRANSFORMING THE ORGANIZATION 315
CHAPTER 11: EMBRACE E AND O CHANGE STRATEGIES 317
Theory E or O: The Conventional Choice 317
Embrace Contradictions of E and O 320
ASDA: A Remarkable Transformation to HCHP 323
Integrating E and O Change Strategies 325
Sustaining High Commitment and Performance 345
Summary and Conclusion 346
CHAPTER 12: EPILOGUE 349
END NOTES 355
ACKNOWLEDGMENTS 391
INDEX 395
THE AUTHOR 413
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