The Empowered Organization: Redefining the Roles and Practices of Finance
Financial Executives Research Foundation, 1994 - Corporations - 225 pages
Today, companies are downsizing not just to cut costs, but because they are redefining their boundaries. Rather than focusing primarily on external forces, such as competition, companies are looking within to define principles & values that will help them develop their own unique capabilities. In embracing new corporate values - most of which describe how people should work together - practices, attitudes & behaviors also had to change. This research report documents how nine companies in a variety of industries articulated corporate principles & values, & how their finance functions responded to the challenge of organizational change. Case study companies include: CoreStates Financial; Corning; W. L. Gore; Harley-Davidson; Geo. E. Keith; Herman Miller; Silicon Graphics, Inc.; Steelcase & Levi Strauss & Co. Excellent supplemental reading for students in business management programs. Order from: Professional Book Distributors, P.O. Box 6996, Alpharetta, GA 30239-6996. Call 1-800-680-FERF or FAX (770) 442-5114.
What people are saying - Write a review
We haven't found any reviews in the usual places.
A New Management Paradigm
A Model for Implementing Principles and Values
11 other sections not shown
accounting activities associates bank become Behavioral believes budgeting business units capital commitment communication company's considered continuous contribution CoreStates Corning corporate cost create cultural change decisions defined develop diversity division effective employees empowered empowerment environment example executives FIGURE finance function goals going Gore Herman Miller hiring implement important improvement increase individual initiative integrity internal involved issues knowledge leaders leadership learning looking manufacturing marketing measures meet objectives operating opportunities organization organizational participative partnerships past percent performance person plant points positions president pricing principles problems profitability relationships reports responsibility role says senior sharing skills started Steelcase strategy success talk team members things thinking tion trying understand values vice