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016	7		_a015522859 _2Uk
020			_a9781422139066 : _c24.95
020			_a1422139069 : _c24.95
050	0	0	_aHD5650 _b.N375 2010
069			_a09824583
090			_aHD 5650 .N375 2010
090			_aHD 5650 .N375 2010
100	1		_aNayar, Vineet. _999688
245	1	0	_aEmployees first, customers second : _bturning conventional management upside down / _cVineet Nayar.
246	3		_aEmployees 1st
260			_aBoston, Mass. : _bHarvard Business Press, _cc2010.
300			_aviii, 198 p. ; _c22 cm.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
504			_aIncludes bibliographical references (p. [187]-188) and index.
505	0		_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.
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.
650		0	_aManagement _xEmployee participation. _999692
650		0	_aCorporate culture. _999694
650		0	_aOrganizational change. _999696
650		0	_aCustomer relations. _999700
610	2	0	_aHCL Technologies _xManagement _vCase studies. _999701
852	1		_9P24.95usd
907			_a33751 _b10-17-11 _c10-17-11
942			_cBOOK _02
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