Every Employee a Manager
Updated from previous editions, Every Employee A Manager presents a wide-ranging analysis of leadership practices and management systems that shape organizational cultures. An innovative three-dimensional prescription for reward systems is introduced and shows the importance of having a balance of individual monetary, group monetary, and non-monetary reward systems. Companies, such as Toyota, are analyzed to illustrate the role of employee empowerment and role changes essential to success.
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JITVAMA Revolution in Management
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acceptance achievement action activities apply attitudes authority become behavior benefits cause Chapter commitment communication complete continuing cost creative culture customers defined described discussion effective efforts employees engineering evaluation example exist expression factors Figure force functions give goals growth human implemented important improve increased individuals industry influence initiative innovation involved labor lead leaders learning levels maintenance manufacturing measures meeting ment motivation natural needs operators opportunities organization organizational orientation participation performance person personnel plant positive practices presented problems production programs reduce relationships requires responsibility reward reward systems role satisfied share skills social sometimes Stage standards status strategy style success suggestions supervisors survey talent task tend theory tion traditional understand union usually values workers