Firms that take ideas seriously take their employees thinking seriously, and employees who think are employees who are alive. Thus argue Robinson and Schroeder, management academics and corporate creativity consultants. Ideas are the life force of corporations, they say, and managers who recognize this can increase profits and avoid budget cuts and layoffs. Kill employee ideas and what you have is a carcass of a company, a firm mired in bureaucracy and rote processes with a staff of dulled zombies. But ideas are just the tip of the iceberg. The key to a successful company, argue Robinson and Schroeder, is encouraging a corporate culture that swiftly recognizes and implements improvements. With that in mind, the authors focus on ideas as the catalyst of corporate change rather than the end itself. This book is thoroughly researched, with convincing facts and data (Toyotas success, they say, is the result of an idea culture that takes one million ideas per year from its employees). It also lays out a blueprint for a corporate idea program from inspiration to implementation, along with some unexpected caveats (e.g., rewarding ideas tends to stifle them as people focus on the award rather than on the idea, and small ideasleading to continuous, incremental improvementare more valuable than large ones). For any manager interested in jolting a moribund workforce out of complacency, this is a clever, pragmatic guide to awakening both the front line and the bottom line.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --This text refers to an out of print or unavailable edition of this title.
Ever since Frederick Taylor advocated that it was management's job to "think" and the worker's job to "do," this perspective has been the basis for the policies, structures, and operating practices of most business organizations. Although this division between thinking and doing may have worked 100 years ago, it is severely limiting in today's environment, where it is the front-line worker who is in the best position to notice problems and suggest ideas. In example after example, the authors show how companies that encourage and implement the ideas of the entire workforce are the ones that come up with the most innovative and successful strategies. Contrary to past thinking on the subject, they make it clear that monetary rewards are not the best way to elicit ideas, and that emphasis on small ideas can be a more effective strategy than shooting for a "home run." The methods described show how to create an environment that encourages ideas, help employees develop knowledge and improve their problem-solving skills, and properly manage the ideas that are generated, including their larger implications. David Siegfried
Copyright © American Library Association. All rights reserved --This text refers to an out of print or unavailable edition of this title.
As a student reading this, I thought a lot of the points were common sense. Then I spent a summer as a retail employee and it became immediately clear to me that among management,... Read morePublished 9 months ago by Amazon Customer
Good baseline information. Good for an organization. For an individual, not so much. Did not give me any ideas for generating ideas.Published 10 months ago by curlyjigs
After decades of stagnant wages, employees are withholding billions of dollars worth of ideas from companies who do not deserve their affection. Read morePublished 17 months ago by Amazon Customer
This outstanding book should be required reading for supervisors/managers. Thank you CAPT Heller for making this a part of your branch.Published 23 months ago by S. Hamilton
This is a bottom-up approach to generating ideas to help your business. Many employees know more about their job than their managers do and can contribute ways to make a business... Read morePublished on June 3, 2013 by Elijah James
the management based on employees ideas promotes engagement and excelent results. Its really impressive the power of this management approach.Published on March 21, 2013 by raul tabajara
In this hyper-competitive and economically uncertain world, there is a free resource for efficiency and money-saving ideas that few companies have accessed. Read morePublished on October 25, 2012 by Paul Lappen
I bought this book to replace a new copy that my teacher had lent me. When my order came in, I almost couldn't tell the book apart it was in such great condition! Read morePublished on September 4, 2012 by Michelle Steenland-Gilbert
I did not purchase this book, but came across it and decided to give it a look. Not bad if you are in a medium- to large-size corporate environment. Read morePublished on November 29, 2011 by J. Hugunin