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Competitive Advantage Through People: Unleashing the Power of the Workforce [Englisch] [Taschenbuch]

Jeffrey Pfeffer (Autor)
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Produktinformation

  • Taschenbuch: 281 Seiten
  • Verlag: Harvard Business School Press; Auflage: New edition (31. März 1996)
  • Sprache: Englisch
  • ISBN-10: 087584717X
  • ISBN-13: 978-0875847177
  • Größe und/oder Gewicht: 23,3 x 15,4 x 2,1 cm
  • Durchschnittliche Kundenbewertung: 3.7 von 5 Sternen  Alle Rezensionen anzeigen (3 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 146.235 in Englische Bücher (Siehe Top 100 in Englische Bücher)

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Produktbeschreibungen

Kurzbeschreibung

"Competitive Advantage Through People" explores why - despite long-standing evidence that a committed work force is essential for success - firms continue to attach little importance to their workers. The answer, argues Pfeffer, resides in a complex web of factors based on perception, history, legislation, and practice that continues to dominate management thought and action. Yet, some organizations have been able to overcome these obstacles. In fact, the five common stocks with the highest returns between 1972 and 1992 - Southwest Airlines, Wal-Mart, Tyson Foods, Circuit City, and Plenum Publishing - were in industries that shared virtually none of the characteristics traditionally associated with strategic success. What each of these firms did share is the ability to produce sustainable competitive advantage through its way of managing people. Pfeffer documents how they - and others - resisted traditional management pitfalls, and offers frameworks for implementing these changes in any industry.

Synopsis

"Competitive Advantage Through People" explores why - despite long-standing evidence that a committed work force is essential for success - firms continue to attach little importance to their workers. The answer, argues Pfeffer, resides in a complex web of factors based on perception, history, legislation, and practice that continues to dominate management thought and action. Yet, some organizations have been able to overcome these obstacles. In fact, the five common stocks with the highest returns between 1972 and 1992 - Southwest Airlines, Wal-Mart, Tyson Foods, Circuit City, and Plenum Publishing - were in industries that shared virtually none of the characteristics traditionally associated with strategic success. What each of these firms did share is the ability to produce sustainable competitive advantage through its way of managing people. Pfeffer documents how they - and others - resisted traditional management pitfalls, and offers frameworks for implementing these changes in any industry.
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Einleitungssatz
"Suppose that in 1972, someone asked you to pick the five companies that would provide the greatest return to stockholders over the next 20 years." Lesen Sie die erste Seite
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Format:Taschenbuch
Competive advantage through people is a great management book for the turn of the century. With a load of great ideas and innovative techniques, Pfeffer gets his message across. Although, one thing that I had notice when reading the book, is that Pfeffer repeats himself quite a lot. I feel that for a book aimed at the business world, management does not have time to read information twice. But, overall, it was a very interesting and enlighting book.
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The Stanford professor's most recent book, Managing With Power, sold very well. Among the companies he documents here are Southwest Airlines, Wal-Mart, Tyson Foods, Circuit City, and Plenum Publishing.
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Format:Taschenbuch
Jeffery Pffefer's Competitive Advantage through People is a timely statement which examines the elements that make business organizations successful, as well as theories why most firms continue to measure their work forces as "costs" rather than "investments." Pfeffer provides excellent empiracal examples of firms who have attached value to their workers through the commitment of their managers. He does contradict his own theory of leadership irrelevance in which he states that the responsibility for fixing the firm's problems lie with management. In addition, his discussion of organized labor as contributing to work place efficiency serves as a subjective endorsement in support of unions.

Pfeffer makes good arguments against Frederick Taylor's principles of scientific management and declares that the Tayloristic ideology would have today's workers functioning as mindless robots waiting on their next instructions to come from management. He also discusses sixteen practices that successful managers and firms use in achieving competitive advantages through their workforces. Pfeffer's passion for firms to change their behaviors is strong and readers view his work as communicating the necessary message: bad business theories communicated by poor managers using the wrong language leads to further dissatisfaction and inefficiency within the U.S. workforce.

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