Beyond Productivity: How Leading Companies Achieve Superior by Gregory G. Dess

By Gregory G. Dess

If businesses don't need to be gobbled via the lions in modern-day knowledge-driven, aggressive company enviornment, they have to do things--develop and hold the "best and brightest" humans (their human capital), then use their different assets (financial, technological, actual, etc.) to create a company the place those humans can excel. in line with wide study, past productiveness finds how dozens of best organisations, in addition to "up and coming" ones, are doing simply that--and jumping prior to their festival. Readers will find out how firms akin to Microsoft, FedEx, Motorola, Southwest airways, Citibank: * recruit, opt for, enhance, and maintain the simplest to be had expertise * layout middle enterprise techniques to such a lot successfully make the most of those staff, talents and skills * facilitate person and organizational studying * foster an atmosphere that values cooperation, but in addition encourages risk-taking and initiative * make optimal use of know-how, and extra.

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By Gregory G. Dess

If businesses don't need to be gobbled via the lions in modern-day knowledge-driven, aggressive company enviornment, they have to do things--develop and hold the "best and brightest" humans (their human capital), then use their different assets (financial, technological, actual, etc.) to create a company the place those humans can excel. in line with wide study, past productiveness finds how dozens of best organisations, in addition to "up and coming" ones, are doing simply that--and jumping prior to their festival. Readers will find out how firms akin to Microsoft, FedEx, Motorola, Southwest airways, Citibank: * recruit, opt for, enhance, and maintain the simplest to be had expertise * layout middle enterprise techniques to such a lot successfully make the most of those staff, talents and skills * facilitate person and organizational studying * foster an atmosphere that values cooperation, but in addition encourages risk-taking and initiative * make optimal use of know-how, and extra.

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Extra resources for Beyond Productivity: How Leading Companies Achieve Superior Performance by Leveraging Their Human Capital

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20 A Framework for Understanding It has been broadly observed that the difference between the market value reflected in an organization's stock price and the book value reflected on its financial statements is steadily widening. The difference between market and book value is significantly greater for knowledge-intensive corporations than for organizations whose competitive positions are based primarily on tangible assets. Exhibit 1-1 shows the ratios of market-to-book value for selected examples (sales and book value as of latest fiscal year; market value as of June 1998).

The Georgia State coach protested that the pass was illegal. But knowing of no rules against it, the referee allowed the play to stand. In the years to follow, few teams attempted forward pass maneuvers. Football was played as usual, and reports of game-related injuries grew more common and more alarming. Finally, in 1905, President Roosevelt issued an ultimatum: The game's excessive roughness must end or the game itself would. A Georgia Tech football coach named John Heisman, recalling the controversial North Carolina play he had witnessed years before, decided the forward pass was just what football needed.

Except as bounded by disease, age, or fatigue, the skills and capabilities of the individual can be developed or improved throughout the employee's working life. Further, because synergies are created when individuals work together in teams or other structures, we must consider opportunities to leverage human capital resources at both the individual and the organizational levels. Exhibit 1-4 summarizes, within the framework Hamel and Prahalad proposed, some of the ways we have identified that companies are leveraging human capital resources at the individual level and organizational levels.

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