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In this context, Glenn Parker, Jerry McAdams, and David Zielinski:
* describe BIZCOM, a fictitious company that wants to use a team approach to adress a critical business problem, and discuss team and organizational development issues such as vision, sponsorship, membership, stakeholders, launches, training, coaching, management style, and organizational support.
* discuss reward and recognition systems, communications and performance feedback, and training and development tools for creating a team-based organization.
* introduce an organizing model for rewards, and discuss organizational culture. At this point, they argue that "One general description of the whole organization's culture is possible, although organizations are made up of a number of suborganizational units, each with a slightly different culture. Accounting has a different culture than marketing. Manufacturing has a different culture than customer service. Hopefully, they are aligned with the overreaching organizational culture, with the differences simply reflecting the nature of the work they do". And they also argue that "One of the keys to success in improving organizational performance is to ensure that reward plans reinforce the desired culture, or at least attempt to reduce the gap between the existing and desired culture".
* define six types of reward plans: (1) individual base compensation and benefits, (2) individual capability (competency), (3) individual incentives, (4) recognition, (5) project team incentives, (6) organizational unit incentives. (But throughout the book they mainly focus on the last three plans - more detailed examination of these plans in several companies and review of their experiences see Chapters 3-5).
* summarize how you can best utilize project, recognition, and group incentive plans to improve teamwork and organizational performance as lessons from the trenches (more detailed discussion of these trenches see Chapter 6):
(1). Customize the plan.
(2). Align plans with business objectives.
(3). Send the right message.
- create many winners, few losers
- involve employees in the selection process
- trust the folks
(4). Use noncash as well as cash awards.
- noncash awards are not limited to recognition plans
- give a few big awards and lots of small ones
- pay the taxes on noncash awards
(5). Communicate, communicate, communicate.
- never assume people understand
- tell people how they are doing - all the time
- reinforce the messages
- role modeling works
(6). Create a smorgasbord of plans.
(7). Budget for recognition activities.
(8). Keep administration in mind.
(9). Payoffs are in the eye of the beholder.
(10). How plans are introduced and operated is paramount.
Finally, they argue that "There are no silver bullets. There is a good will, faith in the value of employee contributions, good business judgement, and willingness to act on a strategy of teamwork reinforced by rewards and recognition plans. We've learned how to manage financial, fiscal, and customer capital. Leveraging human capital is the challenge for the next century. Reward and recognition plans designed to encourage teams and teamwork is one way to meet that challenge".
I highly recommend this invaluable study to all executives and HR professionals.
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Although I have been unable to identify any of the buildings from the movie in David Hands and Sarah Parker's "little guide to [Manchester's] recent architecture," the book did confirm my sense that the people of Manchester have worked hard to be neither pure preservationists nor reckless redevelopers. Each of the 65 structures covered is represented by one or two photographs and receives, at the most, a page and a half of descriptive text. The photographs are beautiful black and white images, though sometimes it is difficult to tie the image (often a detail, such as an entryway) to any particular description within the text. The writing is delicious and beautiful in its own right, even when you're not quite sure what the authors are talking about. (For instance, this of Malmaison: "To avoid pastiche the new facade is grey-granite aggregate and concrete block. Designed to be behind the Hoyles building, sliding into a former lightwell in its V-shaped plan. This juxtaposition has informally bonded the two volumes, creating a large hard-landscaped piazza, clearly identifying the hotel's presence and purpose.") There's a lot in these descriptions to unpack, but I feel the authors have made astute observations and assessments (usually positive, though they are not afraid to deliver a well-earned jab here and there as well).
As a guide, I felt it suffered from the lack of a good, comprehensive introduction (for instance, I would like to have learned more about Manchester's industrial past and to have gotten an analysis of how the city responded to the 1996 IRA bombing that was responsible for much of the city's recent rebuilding). I would also have liked to have had a map or two, suggested walking tours, and more context photos. But for it's price and size (a very compact 4 X 4 inches), I was quite satisfied with what I got.
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The anthology also contains several new additions - most notably an intriguing section of Native American trickster tales that provides an interesting counter to Chris Columbus' over-zealous ramblings. As for more contemporary writing, I was pleasantly surprised at the number of deserving writers and poets newly anthologized in this revision: Toni Morrison, Raymond Carver, and Sandra Cisneros just to name a few.
Yet what makes this anthology truly successful is the breadth and depth of the text as a whole. The selections, the organization, the well-written bits of biographical information... IT ALL FITS PERFECTLY! No doubt other readers will find this anthology as informative, provocative and enjoyable as I do. A definite keeper for my permanent collection.