There are countless books, theories and methodologies used to run a modern company.
Some work, others do not, still, sometimes the corporate culture has more to do with what works than the actual management system itself.
To illustrate this, I would like to recommend a few books for your on-going education in how to run a modern company: "Getting the Best..
..
Out of Yourself and Others" by Buck Rogers w/Irv Levey - 1987.
This book talks about the IBM way and how they were able to out innovate the world and introduce us to the information age.
This book explains the challenges that were conquered in the 1970s and 1980s and how leveraging technology and getting superior performance is the answer to the future, for any corporation.
Indeed, in hindsight, they pretty much pegged that right.
The book explains the paradox between perceptions of performance and actual performance and the consistencies of belief and performance.
Next it describes how best to motivate for success and the responsibilities of a leader to insure this occurs.
The author explains how not all incentives can be money, as money is only one component.
"The 'C' Zone - Peak Performance Under Pressure" by Robert Kriegel and Marilyn Kriegel.
1984.
First the author explains Type A and Type B behavior and how Type C is different and uses pressure to his advantage, without the self-induced urgency of the Type A.
He explains why it is much more important to do what you love, then to do something for the sake of competition or challenge, or even triumph.
He related sport's pressure to business pressures.
"Re-engineering the Corporation - a Manifesto for the Business Revolution" by Michael Hammer and James Champy - 1993.
This book is now considered a classic in many regards, as the title engaged managers, executives and CEOs across five continents, however the title which later became a Buzz-Word for change, too caused havoc and fear amongst the work force of many a corporate entity.
There are some great case studies in this work; Hallmark, Taco Bell, Capital Holding and Atlantic Bell.
The last chapter speaks to my criticism; in that it explains the point of the exercise, will it work; "Succeeding at Re-Engineering.
"
Some work, others do not, still, sometimes the corporate culture has more to do with what works than the actual management system itself.
To illustrate this, I would like to recommend a few books for your on-going education in how to run a modern company: "Getting the Best..
..
Out of Yourself and Others" by Buck Rogers w/Irv Levey - 1987.
This book talks about the IBM way and how they were able to out innovate the world and introduce us to the information age.
This book explains the challenges that were conquered in the 1970s and 1980s and how leveraging technology and getting superior performance is the answer to the future, for any corporation.
Indeed, in hindsight, they pretty much pegged that right.
The book explains the paradox between perceptions of performance and actual performance and the consistencies of belief and performance.
Next it describes how best to motivate for success and the responsibilities of a leader to insure this occurs.
The author explains how not all incentives can be money, as money is only one component.
"The 'C' Zone - Peak Performance Under Pressure" by Robert Kriegel and Marilyn Kriegel.
1984.
First the author explains Type A and Type B behavior and how Type C is different and uses pressure to his advantage, without the self-induced urgency of the Type A.
He explains why it is much more important to do what you love, then to do something for the sake of competition or challenge, or even triumph.
He related sport's pressure to business pressures.
"Re-engineering the Corporation - a Manifesto for the Business Revolution" by Michael Hammer and James Champy - 1993.
This book is now considered a classic in many regards, as the title engaged managers, executives and CEOs across five continents, however the title which later became a Buzz-Word for change, too caused havoc and fear amongst the work force of many a corporate entity.
There are some great case studies in this work; Hallmark, Taco Bell, Capital Holding and Atlantic Bell.
The last chapter speaks to my criticism; in that it explains the point of the exercise, will it work; "Succeeding at Re-Engineering.
"