000			03090nam a2200301 a 4500
001			vtls000054173
003			KUKTEM
005			20251125092952.0
008			110622t2010 mau g b 001 0 eng d
020			_a9781422139066
039		9	_a201111021044 _bjamie _c201111021043 _djamie _c201107140056 _dVLOAD _y201106221133 _zsafura
040			_aUMP
090			_aHD5650 .N39 2010
100	1		_aNayar, Vineet
245	1	0	_aEmployees first, customers second : _bturning conventional management upside down / _cVineet Nayar
246	3		_aEmployees 1st
260			_aBoston, MA. : _bHarvard Business Press, _cc2010
300			_aviii, 198 p. ; _c22 cm.
504			_aIncludes bibliographical references 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
650		0	_aCorporate culture
650		0	_aOrganizational change
650		0	_aCustomer relations
650		0	_aHCL Technologies _xManagement _vCase studies
999			_aVIRTUA40 _c60062 _d60068
999			_aVTLSSORT0080*0200*0400*0900*1000*2450*2460*2600*3000*5040*5050*5200*6500*6501*6502*6503*6504*9991