Category: Organisational Culture
Books about successful technology companies are usually written by the entrepreneurs who founded the companies. It is truly remarkable for a book about a company which has grown from nothing to one of the largest computer companies in the world, written by an employee with a HR background and another employee with a diversity background. However, that is what we find with The Lenovo Way: Managing a Diverse Global Company for Optimal Performance, by Gina Qiao and Yolanda Conyers, suggesting that the key features of the company are at least as much tied up in its attitude towards employees and diversity as they are in the actual products the company sells.
Through a combination of unintentional (sometimes purposeful) ignorance, competing agendas, and stubbornness, we make our way through life, sometimes treating others with disrespect along the way, according to Paul Meshanko in his book The Respect Effect: Using the Science of Neuroleadership to Inspire a More Loyal and Productive Workplace. The problem is that when people feel disrespected, they don’t give us their best.
Although most people do not get to choose who they work with, and have limited control over their working environment, nearly everyone can improve their work life experience by understanding and taking advantage of some simple ways in which the brain works, according to Suzanne Hazelton in her book Great Days at Work: How Positive Psychology Can Transform Your Working Life. The book provides a framework of actions which an individual can undertake.
Surprisingly, we can learn quite a lot about how to succeed in business by following the practices of Trappist Monks, according to August Turak in his book Business Secrets of the Trappist Monks: One CEO’s Quest for Meaning and Authenticity. The monastic calling is a calling to pray and work, and for 1,500 years the monks have prospered in the “work” part of their calling by preserving and employing highly successful business methodologies.
It is a shame that a great culture – which puts all of its efforts into the service and experience of the employees, customers and vendors – is so rare, according to David Vik in his book The Culture Secret: How to Empower People and Companies No Matter What You Sell. Cultures like that possessed by Zappos should be the norm and not the exception in the corporate world of the Information Age.
One way or another, bad organisational culture costs – possibly big-time – according to Leanne Faraday-Brash in her book Vulture Cultures: How to Stop Them Ravaging Your Organisation’s Performance, People, Profit and Public Image. The book identifies a number of attributes of destructive workplace cultures, encourages an honest appraisal, and gives advice on how to improve culture to enhance opportunities for everyone.