| 000 | 02593cam a2200313 i 4500 | ||
|---|---|---|---|
| 001 | 19344878 | ||
| 003 | OSt | ||
| 005 | 20220527090214.0 | ||
| 008 | 161017s2017 mau 000 0 eng c | ||
| 010 | _a 2016041613 | ||
| 020 | _a9781633692589 (pbk.) | ||
| 040 |
_aMH/DLC _beng _cMH _erda _dDLC |
||
| 042 | _apcc | ||
| 050 | 0 | 0 |
_aHD30.28 _b.C64317 2017 |
| 082 | 0 | 0 |
_a658.4012 _223 |
| 100 | 1 |
_aCollins, James C. _q(James Charles), _d1958- _eauthor. |
|
| 245 | 1 | 0 |
_aTurning goals into results :the power of catalytic mechanisms / _bthe power of catalytic mechanisms / _cJim Collins. |
| 300 |
_av, 78 pages ; _c17 cm |
||
| 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. | |
| 830 | 0 |
_aHarvard business review classics. _95102 |
|
| 906 |
_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg |
||
| 942 |
_2ddc _cBK |
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| 999 |
_c10109 _d10109 |
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