Новинки Джона Катценбаха

Джон Катценбах — основатель Катценбах Центра в Strategy&, подразделении стратегического консалтинга PwC, — является признанным экспертом в области организационной эффективности, сотрудничества, корпоративного управления, культурных проблем и мотивации сотрудников.

Книга является результатом пяти десятилетий писательской деятельности, разговоров, одержимости и, самое главное, — реальной работы с клиентами по вопросам корпоративной культуры, которую провели Джон и его коллеги.

Удивительно, но проблемы культуры, с которыми сталкиваются компании, распространены и универсальны, независимо от размера компании и отрасли, в которой она работает. Особенно актуальными эти проблемы становятся сейчас, в мире быстрых технологических изменений, глобализации, растущего общественного внимания и конкуренции в борьбе за лучшие таланты.

Авторы книги предлагают ряд идей и инструментов, которые помогут руководителям использовать корпоративную культуру своей компании в качестве катализатора всех значимых организационных изменений.

Каждая глава книги начинается с вымышленного диалога между недавно назначенным CEO Алексом и Джоном Катценбахом — опытным Катцем. В основу этих бесед легли многочисленные встречи, которые автор годами проводил с лидерами, приходящими к нему за советами. Затем следует раздел теории и практики, иллюстрирующий выдвинутые идеи реальными примерами. Здесь вы найдете множество практических советов о том, как применить эти идеи в вашей собственной компании.

О том, как неукоснительное соблюдение корпоративной дисциплины может привести к скорым и неожиданно успешным результатам. Авторы уверены, что, несмотря на отсутствие неопровержимых эмпирических доказательств того, команды обеспечивают более высокие результаты эффективнее, чем не организованные в команды группы.

Сборник объединяет статьи, посвященные проблемам выбора, построения и реализации корпоративных стратегий. Авторы - известные специалисты по проблемам управления и стратегического планирования - исследуют новые виды стратегий, рассуждают об особенностях формирования стратегий в условиях быстро меняющегося мира, о необходимости поиска и создания грамотной стратегии для получения конкурентного преимущества.

Рекомендуется специалистам по менеджменту и планированию,студентам и преподавателям экономических вузов.

Сборник объединяет статьи, посвященные проблемам выбора, построения и реализации корпоративных стратегий. Авторы - известные специалисты по проблемам управления и стратегического планирования - исследуют новые виды стратегий, рассуждают об

Вы платите своим сотрудникам вполне приличную зарплату, а они все равно смотрят на сторону и увольняются один за другим... Почему ваша компания не имеет в их глазах ценности? Высокая зарплата сама по себе - недостаточный мотиватор. Людям

Вы платите своим сотрудникам вполне приличную зарплату, а они все равно смотрят на сторону и увольняются один за другим... Почему ваша компания не имеет в их глазах ценности?
Высокая зарплата сама по себе - недостаточный мотиватор. Людям необходимо чем-то гордиться: именем компании, ее продукцией или услугами, коллегами, своими достижениями... Все эти факторы могут перевесить материальный аспект. О создании нужной атмосферы в компании подробно рассказывает эксперт в этой области Йон Катценбах, более 30 лет проработавший в McKinsey & Company, автор нескольких деловых бестселлеров.
Эту книгу стоит прочитать руководителям компаний и менеджерам по персоналу, желающим направить свой коллектив на завоевание лидерских позиций на рынке.

The book that turns our understanding of motivation on its head . . . and shows why most companies get it wrong.

There are few people with more experience and accumulated wisdom about the inner workings of business and how people can work together more effectively than Jon Katzenbach. His groundbreaking research has resulted in several important books, including The Wisdom of Teams and Real Change Leaders. Over the past several years he has turned his attention to one of the perennial questions of leaders everywhere: How do I motivate my employees.

Most everyone frets about how to devise schemes that will keep the troops revved up. Conventional wisdom?or at least the practice at most companies?often centers on money as the primary motivating force. Many also rely on intimidation, which like money generally has a short-term impact. But what Katzenbach has found in his research at many organizations is that both of these practices do little to build the long-term sustainability of an organization. For that you need a powerful force that has been?until this point understood by few managers and implemented by fewer still: pride.

From the front lines to the executive suite, most people are motivated by feelings of accomplishment, approval, and camaraderie. It's why the best employees strive well beyond performance levels that will yield them higher pay and why most true professionals relentlessly avoid retirement.

Why does Southwest Airlines consistently turn in the highest levels of performance and profitability of any company in the airline business? What can the U.S. Marines teach us about individual commitment that can be used in the for-profit world. How is General Motors overcoming its history of labor-management enmity through the efforts of pride-builders from both the union and the management side. By drawing on what he has learned from these and many other organizations, Jon Katzenbach provides a practical program for understanding the role of pride:

Money is not the motivator most people think it is: Katzenbach shows why pay-for-performance programs by themselves result in employees who focus on self-serving behavior and skin-deep organizational commitment.
Money tends to be a short-term motivational device and works best during times of growth, but pride works in bad times as well as good.
Cultivating pride is an investment that yields high returns on workforce performance over time and is not nearly as costly as relying solely on monetary compensation and the turnover risks that accompany a show me the money culture.

Katzenbach shares unique insights and specifics about how the best mid-level pride-builders take advantage of the world's greatest motivational force even in environments as challenging as General Motors and Aetna. He shows how managers at every level are missing a powerful lever if they are not instilling pride as a primary force for building their organization.

The importance of teams has become a cliche of modern business theory, but few have a clear idea of what it means. In this new edition of their best-selling primer, Katzenbach and Smith try to impart some analytical rigor to the concept. Drawing on their experience as management consultants and a plethora of case studies at companies like Burlington Northern and Motorola, they cover such topics as the optimal size of teams, coping with turnover in team personnel and nurturing "extraordinary teams" rather than "pseudo-teams." Reacting against the touchy-feely interpersonal bent of discourse on teams, they emphasize hard-nosed principles of "performance, focus, and discipline," over the softer concerns of "communication, openness and 'chemistry.'" Teams, they argue, gel and achieve not by developing "togetherness," but by tackling and surmounting specific "outcome-based" challenges ("eliminate all late deliveries...within 90 days" rather than the vaguer "develop a plan for improving customer satisfaction."). Some of the authors' recommendations are reasonably precise and practical, but too many are nebulous truisms ("keep the purpose, goals, and approach relevant and meaningful") or weighed down by turgid consultant-ese ("integrating the performance goals of formal, structural units as well as special ad hoc group efforts becomes a significant process design challenge"). The case studies are better written, but it's not clear that these inspiring anecdotes of team triumph add up to a systematic doctrine. The book leaves the impression that teams ultimately just have to learn by doing.

Highlights the various sources of emotional energy unique to organizations and the discipline companies need to follow their chosen paths. This book provides guidelines for managers seeking to reshape their practices to achieve better performance from their own workforces and gain the resulting competitive edge.

Managers are seizing on teamwork as an easy solution for meeting aggressive goals, only to meet with frustration when their teams prove difficult to predict and control. In this book, bestselling author and team expert Jon Katzenbach gathers together articles from the Harvard Business Review that address the challenges and rewards that await every successful team. This thoughtful collection examines the conditions that encourage--or inhibit--the work of teams, and offers guidance for overcoming the problems that can derail even the best work groups. A Harvard Business Review Book.

It is common knowledge that CEOs declare their direct reports as a "team at the top." Yet with a culture of individual accountability and self-reliance pervading executive suites, few management groups ever function as real teams. Now, in a natural follow-up to his bestselling The Wisdom of Teams, Jon Katzenbach offers practical guidelines for increasing leadership capacity at the highest executive levels. He shows how even the strongest and most successful CEO can improve a company's performance by turning the senior executive group into a real team--without sacrificing each member's individual leadership capabilities. Teams at the Top explains how to recognize when a team effort at the management level is preferable and when a work group under single leadership will do. Then, the book shows how to develop the capability to shift into whichever mode is appropriate. With stories and examples from well-known companies including Avon, Ben & Jerry's, Citicorp, and Clorox, Teams at the Top will help companies of all sizes and in all industries maximize the full potential of their leadership. "Rigorously objective and relentlessly realistic, Teams at the Top performs the greatest service a management book can render by deliberately avoiding simplistic, trendy prescriptions in favor of something much more enduring and substantial: understanding and insight. Jon Katzenbach stands as one of the most thoughtful and consistent contributors to the art, science, and practice of people working together to accomplish shared objectives."--Jim Collins, Coauthor of Built to Last "While this rich and rewarding work focuses on senior management, its message is equally applicable to all 'teams who runthings.'"--European Quality

The consulting firm McKinsey & Company supported and encouraged Katzenbach to address an issue facing all organizations?change. It's the same issue that has Vice-President Al Gore talking about "reinventing government" and Peter Drucker urging managers to "rediscover leadership." Numerous corporations are downsizing, restructuring or revamping. Yet the steps taken to do so may limit the resulting organizations' ability to further adapt, because workers with superior skills are terminated and middle managers with leadership skills are eliminated. Katzenbach et al. argue that the key to changing performance capability in dynamic companies is a new breed of middle manager?The Real Change Leader (RCL). Common characteristics of RCLs are outlined and illustrated with examples. The RCLs connect three forces of organizational change: top aspirations, work force productivity and marketplace reality. This book is highly recommended to all corporate executives who want to learn about effective leadership in large organizations.

Teams are fast becoming a flexible and efficient way to enhance organizational performance. Yet today's business leaders consistently overlook opportunities to exploit their potential, confusing teams with teamwork or sharing. In this book, two senior McKinsey & Co. partners argue that we cannot meet the challenges ahead, from total quality to customer service to innovation, without teams. The authors talked with hundreds of people in more than fifty different teams in thirty companies to discover what differentiates various levels of team performance, where and how teams work best, and how to enhance their effectiveness. Among their findings: formal hierarchy is actually good for teams; successful team leaders fit no ideal profile; commitment to performance goals is more important than commitment to team-building goals; top management teams are often smaller and more difficult to sustain; and team endings can be as important to manage as team beginnings. The wisdom of teams lies in recognizing their unique potential to deliver results and in understanding their many benefits.

The definitive classic on high-performance teamsThe Wisdom of Teams is the definitive work on how to create high-performance teams in any organization. Having sold nearly a half million copies and been translated into more than fifteen languages, the authors’ clarion call that teams should be the basic unit of organization for most businesses has permanently shaped the way companies reach the highest levels of performance.Using engaging case studies and testimonials from both successful and failed teams—ranging from Fortune 500 companies to the U.S. Army to high school sports—the authors explain the dynamics of teams both in great detail and with a broad view. Their conclusions and prescriptions span the familiar to the counterintuitive:• Commitment to performance goals and common purpose is more important to team success than team building.• Opportunities for teams exist in all parts of the organization.• Real teams are the most successful spearheads of change at all levels.• Working in teams naturally integrates performance and learning.• Team “endings” can be as important to manage as team “beginnings.”Wisdom lies in recognizing a team’s unique potential to deliver results and in understanding its many benefits—development of individual members, team accomplishments, and stronger companywide performance. Katzenbach and Smith’s comprehensive classic is the essential guide to unlocking the potential of teams in your organization.