High Commitment, High Performance

作者:Foote, Nathan

页数:391

出版时间:2009-8

价格:289.00元

isbn号码:9780787972288

具体描述

"In these economic times this book is more important than ever. A must-read for the leaders of today and tomorrow." Douglas R. Conant, president and chief executive officer, Campbell Soup Company Praise for High Commitment, High Performance "It is seldom that I read a book about leadership and get excited; this one did that to me. The author has found values and aspects of leadership that have worked well for long term execution of strategies. For Boards and CEOs, this is a great book." --Leif Johansson, president and chief executive officer, Volvo Group "Resilience promises to be the distinguishing characteristic of companies that will prosper from the current economic crisis. Mike Beer's new book is a compelling manual for success in this new economy." --Ravi Venkatesan, chairman, Microsoft India "A must read for leaders who want to develop an edge by building a resilient organization for competitive advantage. Beer's views and recommendations are based on extensive research." --Ram Charan, Ram Charan Associates and co-author of the bestselling book, Execution: The Discipline of Getting Things Done "With decades of teaching and research and close engagement with companies, Michael Beer has written a book that not only makes the case for building a high commitment organization, but also provides practical advice for doing it." --Jeffrey Pfeffer, professor, Stanford Business School and author, The Human Equation: Building Profits by Putting People First "Beer brings a multi-disciplinary perspective from his extensive experience in industry and academia to reveal how leaders of HCHP organizations break through internal barriers and manage multiple tensions in their quest for sustainable value-creation." --Robert Kaplan, professor, Harvard Business School and co-author, The Execution Premium and The Balanced Score Card "Mike Beer brings his wealth of research and experience to provide fresh insights to the enduring question of what makes companies succeed over the long run. I have utilized many of the principles successfully and recommend them to any corporate leader committed to building an outstanding organization." --Ed Ludwig, chairman and chief executive officer, Becton Dickinson

作者简介

Michael Beer is Cahners-Rabb Professor of Business Administration

Emeritus at the Harvard Business School, as well as chairman and

cofounder of TruePoint Partners and TruePoint Center for High Commitment

and Performance, a not-for-profit research and education institute. He is a

world-renowned authority in the areas of organization effectiveness, organization

change, and human resource management, and taught in Harvard Business

School’s Advanced Management Program. Professor Beer is the author or

coauthor of nine books, among them Managing Human Assets and the awardwinning The Critical Path to Corporate Renewal. Beer has consulted to top

management in dozens of Fortune 500 companies, is a Fellow of the Academy

of Management and the Society of Industrial and Organizational Psychology,

a member of the National Academy of Human Resources, and is the recipient

of numerous professional awards, among them the Academy of Management’s

Distinguished Scientist-Practitioner Award and the Society for Human Resource

Management’s Losey Research Award. He began his career at Corning Inc.,

where he founded and led the Organizational Research and Development

department, whose work led to several innovations in organizing and managing

the company’s business and people.

目录信息

Preface
1 Introduction
PART ONE: THE HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATION
2 Pillars of High Commitment, High Performance Organizations
3 Principled Choice and Discipline Are Essential
4 Building the High Commitment, High Performance System
PART TWO: WHAT STANDS IN THE WAY
5 Hidden Barriers to Sustained High Commitment and High Performance
PART THREE: LEADERSHIP AND LEARNING CHANGE LEVERS
6 Lead a Collective Learning Process
7 Enable Truth to Speak to Power
PART FOUR: ORGANIZATION DESIGN CHANGE LEVERS
8 Manage Organizational Performance Strategically
9 Organize for Performance and Commitment
10 Develop Human and Social Capital
PART FIVE: TRANSFORMING THE ORGANIZATION
11 Embrace E and O Change Strategies
12 Epilogue
End Notes
Acknowledgments
Index
The Author
· · · · · · (收起)

用户评价

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这本书简直是职场新人的圣经！我最近刚跳槽到一家强调结果导向的公司，压力山大，总觉得自己的努力和产出不成正比。这本书没有给我什么空泛的口号，而是提供了一套非常实用的、可操作的框架。比如，它详细解析了如何将宏大的年度目标分解成季度、月度乃至每周的具体行动项，并且强调了“闭环思维”的重要性。我印象最深的是其中关于“有效反馈循环”的章节，作者用生动的案例说明了如何主动寻求反馈，而不是被动等待上级的指点。我试着在团队会议上引入了这种“预见性反馈”机制，结果发现团队成员的积极性被极大地调动起来了。以前大家总是在项目快结束时才发现问题，现在我们能在早期就识别并解决风险。这本书的语言风格非常直接、数据驱动，读起来有一种“这就是我需要的工具箱”的感觉，而不是一本晦涩的理论著作。它更像是一位经验丰富的老板坐在你对面，告诉你如何真正把事情做成，而不是仅仅停留在“想”的层面。对于那些渴望从“忙碌”跨越到“高效产出”的专业人士来说，这本书无疑是近几年我读过的最有价值的指南之一。它让我明白了，高绩效不是一种天赋，而是一套可以被系统学习和刻意练习的技能集合。

我一直以为“绩效”就是完成任务，直到我读了这本让我醍醐灌顶的著作。这本书的切入点非常新颖，它不只是教你“怎么做”，更深层次地探讨了“为什么要做”以及“如何将个人目标与组织愿景完美对齐”。我过去常常陷入“做好自己的那块砖”的思维定式，却很少思考我的“砖头”对整个建筑有什么贡献。书中关于“影响力半径”的理论对我触动很大。作者提出，真正的“高绩效者”不仅能完成自己的任务，更能通过清晰的沟通和跨部门协作，放大自己的影响力，从而驱动更大的变革。我特别喜欢它描述的那种“主动设定期望值”的策略。以往我总怕给别人添麻烦，不敢提前沟通我的进度和困难，结果常常导致合作方在最后关头措手不及。这本书教会我如何用一种建设性的、非对抗性的方式，提前锁定资源和支持，这极大地减少了项目执行中的摩擦成本。阅读过程中，我感觉作者像是一位哲学导师，引导我从更宏观的角度审视自己的职业生涯，让我意识到，提升绩效不仅仅是个人的修炼，更是一种对组织价值的深度承诺和有效贡献。

这本书的视角非常独特，它似乎是从“未来雇主”的角度来审视“理想员工”应具备的素质。它没有停留在技能层面，而是着重探讨了“职业精神”和“内在驱动力”的培养。我特别喜欢书中关于“承担责任的边界”的讨论。作者认为，真正的“高绩效”意味着你要主动把那些“应该有人管”的事情揽过来，并在问题暴露之前就将其化解。这与我过去那种“只做分内事”的心态形成了鲜明对比。书中有一段话让我印象深刻：“你对你所创造的价值负责，而不是对你完成的任务列表负责。”这句话让我重新定义了我的工作重心。这本书的排版和案例选择也很有趣，它穿插了许多不同行业领导者的真实访谈，使得理论不再是空中楼阁，而是有了坚实的现实基础。我发现，那些我一直认为是“运气好”的人，实际上都是在有意识地遵循这些原则。读完这本书，我不仅对自己接下来的职业发展有了更清晰的规划，更重要的是，我开始用一种更加积极和主人翁的姿态去面对日常工作中的每一个挑战。它成功地将“绩效”从一个冷冰冰的KPI，转化成了一种可以自我实现的职业生涯哲学。

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Part One

Part One

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