The high engagement work culture: balancing "me" and "we"

The financial Crash of 2008 was not just about government regulation or lack thereof; the low tide of the Crash also revealed just how vulnerable our societies are to those organizations which focus so much on their own self-serving goals, that they ignore the damage they can do outside their walls. To counterthis, the authors ask whether there is a better way to run this capitalist system of ours, instead of being tempted to throw it out and replace it with something much worse. Their prescription is to create the high engagement work culture in our organizations through a greater balance between the urges of 'me'and the desires and needs of 'we'; a work culture which brings real benefits to all stakeholders, not just the few, and drives the performance of our organizations to new heights. This is not 'pie in the sky': it is being lived by those companies featured in detail in these pages, such as Whole Foods Market and BMW. INDICE: Introduction and Background; Part 1 What Has Happened to Our Work Culture and Why?; 1. The Creash of 2008: What Happened and Why Did It Happen?;2. A Benefit of the Crash: More Focus on Culture and Engagement at Work; 3. Ego at Work: The Common Thread between the Crash and Low Engagement; Part 2 What Can We Do To Change?; 4. Balancing .Me. and .We.: Building a Sustainable, High Enagement Work Culture; 5. Casr Studies for the High Engagement Culture: BMW Group and Whole Foods Market; 6. Why All This Matters So Much, and Where We Go From Here; Notes ; Index.

• ISBN: 978-0-230-30449-9
• Editorial: Palgrave Macmillan
• Encuadernacion: Cartoné
• Páginas: 192
• Fecha Publicación: 31/05/2012
• Nº Volúmenes: 1
• Idioma: Desconocido