000			04657nam a22003857a 4500
005			20110808123434.0
020			_a9781422139066 _c595.00
035			_aB-424093-100
037			_bRBC-22385/2010-11/14.3.11/281/4.3.11/21.311
082	0	0	_a658.3152 _222
100	1		_aNayar, Vineet. _931843
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.
500			_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. _931844
650		0	_aManagement _xEmployee participation. _931845
650		0	_aCorporate culture. _931846
650		0	_aOrganizational change. _931847
650		0	_aCustomer relations. _931848
942			_2ddc _cEN _h658.3152 _mNAY
999			_c55026 _d55026