| 000 | 02913cam a22003738i 4500 | ||
|---|---|---|---|
| 999 |
_c486915 _d486915 |
||
| 001 | 19344878 | ||
| 003 | US-DLC | ||
| 005 | 20171029072100.0 | ||
| 008 | 161017s2017 mau 000 0 eng c | ||
| 010 | _a 2016041613 | ||
| 020 | _a9781633692589 (pbk.) | ||
| 040 |
_aMH/DLC _beng _cMH _erda |
||
| 042 | _apcc | ||
| 049 | _aAlfaisal Main Library | ||
| 050 | 0 | 0 |
_aHD30.28 _b.C64317 2017 |
| 100 | 1 |
_aCollins, James C. _q(James Charles), _d1958- _eauthor. |
|
| 245 | 1 | 0 |
_aTurning goals into results : _bthe power of catalytic mechanisms / _cJim Collins. |
| 260 | _c2017 | ||
| 263 | _a1705 | ||
| 264 | 1 |
_aBoston, Massachusetts : _bHarvard Business Review Press, _c[2017] |
|
| 300 | _a78 pages cm | ||
| 336 |
_atext _2rdacontent |
||
| 337 |
_aunmediated _2rdamedia |
||
| 338 |
_avolume _2rdacarrier |
||
| 490 | 1 | _aHarvard Business Review classics | |
| 520 | _aMost executives have a big, hairy, audacious goal. They write vision statements, formalize procedures, and develop complicated incentive programs--all in pursuit of that goal. In other words, with the best of intentions, they install layers of stultifying bureaucracy. But it doesn't have to be that way. In this book, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps translate lofty aspirations into concrete reality. Catalytic mechanisms, the crucial link between objectives and performance, are a galvanizing, nonbureaucractic means to turn one into the other. What's the difference between catalytic mechanisms and most traditional managerial controls? Catalytic mechanisms share five characteristics: (1) they produce desired results in unpredictable ways; (2) they distribute power for the benefit of the overall system, often to the discomfort of those who traditionally hold power; (3) catalytic mechanisms have teeth; (4) they eject "viruses"--those people who don't share the company's core values; and (5) they produce an ongoing effect. To illustrate how catalytic mechanisms work, the author draws on examples of individuals and organizations that have relied on such mechanisms to achieve their goals. The same catalytic mechanism that works in one organization, however, won't necessarily work in another. Catalytic mechanisms must be tailored to specific goals and situations. To help readers get started, Collins offers some general principles that support the process of building catalytic mechanisms effectively.-- | ||
| 650 | 0 | _aStrategic planning. | |
| 650 | 0 | _aSuccess in business. | |
| 650 | 0 | _aBureaucracy. | |
| 650 | 0 | _aOrganizational change. | |
| 655 | 0 |
_2local _94 _aPrint books. |
|
| 830 | 0 | _aHarvard business review classics. | |
| 942 |
_2lcc _cBOOKS |
||