000			03322cam a2200361 a 4500
001			16016278
005			20220917104250.0
008			091210s2010 mau b 001 0 eng
010			_a 2009050642
015			_aGBB046686 _2bnb
016	7		_a015522859 _2Uk
020			_a9781422139066 (alk. paper)
035			_a(OCoLC)ocn436026620
040			_aDLC _cDLC _dBTCTA _dYDXCP _dUKM _dC#P _dYW6 _dBWX _dYBM _dCDX _dSINLB _dDLC
050	0	0	_aHD5650 _b.N375 2010
082	0	0	_a658.3/152 _222
100	1		_aNayar, Vineet. _99237
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.
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.
610	2	0	_aHCL Technologies _xManagement _vCase studies. _99238
650		0	_aManagement _xEmployee participation. _99239
650		0	_aCorporate culture. _99161
650		0	_aOrganizational change. _99014
650		0	_aCustomer relations. _99240
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK
999			_c12724 _d12708