Publisher's Synopsis
Most managers have seen organizations spend years - and millions of dollars - on training and restructuring programmes, only to watch the benefits evaporate almost immediately. Why is it that things start sliding backwards even before the last invoice from the consultant has been paid? More importantly, how can managers create change that lasts in their companies?;This text is based on Lebow's patented Shared Values Process, a tool for creating a new "operating system" within a business. The system is based on eight basic people values that get staff members to work together more effectively. Lebow and Simon show, with a simple, practical "values tension index" (VTI) how to measure and improve an organization's people values. Their consulting and research worldwide has documented the ways in which continuous improvement in a company's "VTI" score correlates directly to similar improvements in the bottom line.;The authors also provide pragmatic consensus-building and decision-making tools based on shared values, and step-by-step guidelines for designing and rolling out implementation so that managers get the complete buy-in they need. The book offers a variety of examples from a wide range of large and small companies. It provides concrete benchmarks for measuring progress and clear success models to follow from the more than 500 manufacturing, retail and service businesses who have implemented "Shared Values".;This book should be of interest to senior and mid-level corporate managers in all industries, training managers, consultants specializing in organizational development and training, and students in MBA programmes and undergraduate business administration courses.
