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000341822 010__ $$a  2009050642
000341822 020__ $$a9781422139066 (alk. paper)
000341822 020__ $$a1422139069 (alk. paper)
000341822 035__ $$a(OCoLC)ocn436026620
000341822 035__ $$a341822
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000341822 05000 $$aHD5650$$b.N375 2010
000341822 08200 $$a658.3/152$$222
000341822 1001_ $$aNayar, Vineet.
000341822 24510 $$aEmployees first, customers second :$$bturning conventional management upside down /$$cVineet Nayar.
000341822 260__ $$aBoston, Mass. :$$bHarvard Business Press,$$cc2010.
000341822 300__ $$aviii, 198 p. ;$$c22 cm.
000341822 504__ $$aIncludes bibliographical references (p. [187]-188) and index.
000341822 5050_ $$aMirror mirror: creating the need for change -- Trust through transparency: creating a culture of change -- Inverting the organizational pyramid: building a structure for change -- Recasting the role of the CEO: transferring the responsibility for change -- Find understanding: renewing the cycle of change.
000341822 520__ $$aOne small idea can ignite a revolution just as a single matchstick can start a fire. One such idea, putting employees first and customers second, sparked a revolution at HCL Technologies, the IT services giant.  In this candid and personal account, Vineet Nayar, HCLT's celebrated CEO, recounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around. By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and, according to BusinessWeek, one of the twenty most influential companies in the world. Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by: Creating a sense of urgency by enabling the employees to see the truth of the company's current state as well as feel the "romance" of its possible future state, Creating a culture of trust by pushing the envelope of transparency in communication and information sharing, Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone, Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of "change" to the employee in the value zone. Refreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.
000341822 61020 $$aHCL Technologies$$xManagement$$vCase studies.
000341822 650_0 $$aManagement$$xEmployee participation.
000341822 650_0 $$aCorporate culture.
000341822 650_0 $$aOrganizational change.
000341822 650_0 $$aCustomer relations.
000341822 85200 $$bgen$$hHD5650$$i.N375$$i2010
000341822 909CO $$ooai:library.usi.edu:341822$$pGLOBAL_SET
000341822 980__ $$aBIB
000341822 980__ $$aBOOK