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The high engagement work culture[electronic resource] :balancing 'me' and 'we' /

纪录类型:	书目-语言数据,印刷品 : Monograph/item
[NT 15000414] null:	658.4
[NT 47271] Title/Author:	The high engagement work culture : balancing 'me' and 'we' // David Bowles, Cary Cooper.
作者:	Bowles, David,
[NT 51406] other author:	Cooper, Cary L.
出版者:	Houndmills, Basingstoke, Hampshire ; : Palgrave Macmillan,, 2012.
面页册数:	1 online resource (viii, 180 p.) : : ill.
标题:	Corporate culture.
标题:	Organizational behavior.
标题:	Work environment.
标题:	Employee morale.
标题:	BUSINESS & ECONOMICS / Corporate Governance
标题:	BUSINESS & ECONOMICS / Leadership
标题:	BUSINESS & ECONOMICS / Organizational Development
标题:	BUSINESS & ECONOMICS / Workplace Culture
ISBN:	9781137028075 (electronic bk.)
ISBN:	1137028076 (electronic bk.)
[NT 15000227] null:	Includes bibliographical references and index.
[NT 15000228] null:	Introduction and Background -- Part 1. What Has Happened to Our Work Culture and Why? 1. The Crash 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. Case 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.
[NT 15000229] null:	"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 counter this, 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"--Provided by publisher.
电子资源:	http://www.palgraveconnect.com/doifinder/10.1057/9781137028075

The high engagement work culture[electronic resource] :balancing 'me' and 'we' /
Bowles, David,Dr.

The high engagement work culturebalancing 'me' and 'we' /[electronic resource] :David Bowles, Cary Cooper. - Houndmills, Basingstoke, Hampshire ;Palgrave Macmillan,2012. - 1 online resource (viii, 180 p.) :ill.

Includes bibliographical references and index.

Introduction and Background -- Part 1. What Has Happened to Our Work Culture and Why? 1. The Crash 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. Case 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.

"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 counter this, 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"--Provided by publisher.

ISBN: 9781137028075 (electronic bk.)

Source: 521909Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

204023
Corporate culture.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD58.7 / .B69 2012eb

Dewey Class. No.: 658.4

The high engagement work culture[electronic resource] :balancing 'me' and 'we' /
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245 1 4 $a The high engagement work culture $h [electronic resource] : $b balancing 'me' and 'we' / $c David Bowles, Cary Cooper.
260 $a Houndmills, Basingstoke, Hampshire ; $a New York : $b Palgrave Macmillan, $c 2012.
300 $a 1 online resource (viii, 180 p.) : $b ill.
504 $a Includes bibliographical references and index.
505 0 $a Introduction and Background -- Part 1. What Has Happened to Our Work Culture and Why? 1. The Crash 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. Case 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.
520 $a "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 counter this, 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"--Provided by publisher.
588 $a Description based on print version record.
650 0 $a Corporate culture. $3 204023
650 0 $a Organizational behavior. $3 172125
650 0 $a Work environment. $3 338841
650 0 $a Employee morale. $3 367186
650 7 $a BUSINESS & ECONOMICS / Corporate Governance $2 bisacsh $3 472188
650 7 $a BUSINESS & ECONOMICS / Leadership $2 bisacsh $3 472189
650 7 $a BUSINESS & ECONOMICS / Organizational Development $2 bisacsh $3 472190
650 7 $a BUSINESS & ECONOMICS / Workplace Culture $2 bisacsh $3 472155
655 4 $a Electronic books. $2 local $3 336502
700 1 $a Cooper, Cary L. $3 338680
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