Turning goals into results : The power of catalytic mechanisms
Most executives have a big, hairy, audacious goal. They write vision statements, formalize procedures, and develop complicated incentive programs--all in pursuit of that goal. In other words, with the best of intentions, they install layers of stultifying bureaucracy. But it doesn't have to be...
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| Tác giả chính: | |
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| Định dạng: | Sách |
| Ngôn ngữ: | Undetermined |
| Được phát hành: |
Boston, Massachusetts
Harvard Business Review Press
2017
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| Những chủ đề: | |
| Các nhãn: |
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| Thư viện lưu trữ: | Trung tâm Học liệu Trường Đại học Cần Thơ |
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| LEADER | 01967nam a2200205Ia 4500 | ||
|---|---|---|---|
| 001 | CTU_231373 | ||
| 008 | 210402s9999 xx 000 0 und d | ||
| 082 | |a 658.4012 | ||
| 082 | |b C712 | ||
| 100 | |a Collins, James | ||
| 245 | 0 | |a Turning goals into results : | |
| 245 | 4 | |b The power of catalytic mechanisms | |
| 245 | 0 | |c Jim Collins | |
| 260 | |a Boston, Massachusetts | ||
| 260 | |b Harvard Business Review Press | ||
| 260 | |c 2017 | ||
| 520 | |a Most executives have a big, hairy, audacious goal. They write vision statements, formalize procedures, and develop complicated incentive programs--all in pursuit of that goal. In other words, with the best of intentions, they install layers of stultifying bureaucracy. But it doesn't have to be that way. In this book, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps translate lofty aspirations into concrete reality. Catalytic mechanisms, the crucial link between objectives and performance, are a galvanizing, nonbureaucractic means to turn one into the other. What's the difference between catalytic mechanisms and most traditional managerial controls? Catalytic mechanisms share five characteristics: (1) they produce desired results in unpredictable ways; (2) they distribute power for the benefit of the overall system, often to the discomfort of those who traditionally hold power; (3) catalytic mechanisms have teeth; (4) they eject "viruses"--those people who don't share the company's core values; and (5) they produce an ongoing effect. To illustrate how catalytic mechanisms work, the author draws on examples of individuals and organizations that have relied on such mechanisms to achieve their goals. The same catalytic mechanism that works in one organization, however, won't necessarily work in another. | ||
| 650 | |a Quản trị chiến lược,Strategic planning | ||
| 910 | |b dqhieu | ||
| 980 | |a Trung tâm Học liệu Trường Đại học Cần Thơ | ||