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The Haves and the Have Nots: The Abuse of Power and Privilege in the Workplace ... and How to Control It, by Harvey A. Hornstein
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In The Haves and Have Nots, leading organizational consultant Dr. Harvey A. Hornstein illuminates the predictable psychological and organizational patterns that lead executives to shower themselves with special privileges, demonstrates exactly how these patterns undermine the organization, and—above all—offers practical solutions.
Hornstein outlines a systematic, honest blueprint for rooting out executive misbehavior and enhancing employee identification with the organization. And, in so doing, he clears the way for addressing virtually every business challenge more effectively, from raising productivity to managing change.
The idea that destroys organizations: "We're not all in this together"
The pernicious culture of executive privilege
The psychology of management misbehavior
Overcoming the natural human impulse to elevate "us" by diminishing "them"
Rewards, respect, and recognition
Breakthrough techniques for managing the three pillars of organizational life
Beyond "loyalty": real identification
An innovative and practical plan for deepening employee identification with your organization
Building fairer, more successful organizations.
Focuses on the #1 precondition for success: strong employee identification with the organization
Building organizations where everyone really is "in it together"
It's not just greed: The real reason executives demand unfair special treatment
Aligning rewards, respect, and recognition to maximize employee commitment
Reflects 30 years of real-world case studies from actual enterprise consulting assignments
"No one should be allowed to manage who has not read this book and takenits content to heart." —Russell L. Ackoff, Anheuser Busch Professor Emeritus of Management Science, Wharton School, University of Pennsylvania
- Sales Rank: #1617451 in Books
- Published on: 2002-08-16
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x .80" w x 6.20" l, .0 pounds
- Binding: Hardcover
- 208 pages
From the Back Cover
"No one should be allowed to manage who has not read this book and taken its content to heart."
—Russell L. Ackoff,
Anheuser Busch Professor Emeritus of Management Science,
Wharton School, University of Pennsylvania
—Professor Noel Tichy,
The University ofMichigan,
and author of The Cycle of Leadership: How Great Leaders Teach Their Organizations to Win
—Warren Bennis,
Distinguished Professor of Business Administration, University of Southern California,
and co-author of Geeks and Geezers: How Era, Values, and Defining Moments Shape Leaders
—Michael Beer, Emeritus, Cahners-Rabb Professor of Business Administration, Harvard Business School
"Prior to this well-written, finely tuned book by Hornstein, it is highly unlikely that fairness in the workplace has been explained better. Moreover, for every claim, a ton of evidence is provided to support the significantly important points that Hornstein makes. CEOs would be wise to distribute copies to all of their managers, and if the managers read it, then give them a bonus!"—W. Warner Burke,
Professor of Psychology & Education,
Teachers College, Columbia University
In The Haves and Have Nots, leading organizational consultant Dr. Harvey A. Hornstein illuminates the predictable psychological and organizational patterns that lead executives to shower themselves with special privileges, demonstrates exactly how these patterns undermine the organization, and—above all—offers practical solutions.
Hornstein outlines a systematic, honest blueprint for rooting out executive misbehavior and enhancing employee identification with the organization. And, in so doing, he clears the way for addressing virtually every business challenge more effectively, from raising productivity to managing change.
* The idea that destroys organizations: "We're not all in this together" The pernicious culture of executive privilege * The psychology of management misbehavior Overcoming the natural human impulse to elevate "us" by diminishing "them" * Rewards, respect, and recognition Breakthrough techniques for managing the three pillars of organizational life * Beyond "loyalty": real identification An innovative and practical plan for deepening employee identification with your organizationBuilding fairer, more successful organizations.
- Focuses on the #1 precondition for success: strong employee identification with the organization
- Building organizations where everyone really is "in it together"
- It's not just greed: The real reason executives demand unfair special treatment
- Aligning rewards, respect, and recognition to maximize employee commitment
- Reflects 30 years of real-world case studies from actual enterprise consulting assignments
About the Author
DR. HARVEY A. HORNSTEIN has served as Professor in the Department of Social and Organizational Psychology at Columbia University for over 30 years, including nine years as Chair of the graduate training program in psychology at Columbia's Teachers College. He has consulted with executives in 15 countries, in industries including technology, banking, insurance, air travel, chemicals, and entertainment.
His eight books include Cruelty and Kindness: A New Look at Aggression and Altruism, Managing Human Forces in Organizations, Managerial Courage: Revitalizing Your Organization Without Sacrificing Your Job, and Brutal Bosses and Their Prey: How to Identify and Overcome Abuse in the Workplace.
Excerpt. © Reprinted by permission. All rights reserved.
PREFACE
Citizens everywhere are concerned about how powerful, privilegedmembers of some companies are providing themselves with preferentialtreatment to the detriment of other employees, their own firms, andsociety at-large. This book explains why these people engage in suchobviously destructive behavior (because their organizations encouragethe expression of a natural human impulse called we-boosting), howwe-boosting produces misuse of the three Rs of organizational life(Rewards, Respect, and Recognition), and what the adverse consequencesof these events are on productivity, profits, and community support forbusiness organizations.
Real illustrations, rich with the names of familiar organizations andbusiness leaders, are plentiful. Every chapter also contains examples ofindividuals and organizations that are doing it right, and two chapters,entirely devoted to remedy, summarize the practical steps that someorganizations are already taking to curtail this costly misbehavior.
Critics might complain that this book's concern with bosses' we-boostingtendencies and their management of the three Rs places toomuch emphasis on the role of human forces in business organizations.They might even point out that from time to time, the book's sevenchapters contain examples that seemingly contradict its call for improvedmanagement of the three Rs by praising some business leaders andorganizations that eventually failed, and by criticizing others that eventuallysucceeded.
These critics are shortsighted. It's true that the healthy profits that astrong economy produces often overcome the adverse financial effects ofinternal organizational disease. Special, well-protected marketplace niches,a company's unique competencies, technological advances, and productinnovations are all capable of producing profits for internally troubledorganizations. But the rest of the story, missed by these critics, is thatexcellence is not forever. Competitors are on the prowl. Imitation andinvention are steadily shortening the half-life of any business advantage.
No one can guarantee that companies ensure their financial successby suppressing we-boosting and properly managing the three Rs of organizationlife. All other things being equal, however, companies that learnhow to suppress we-boosting and manage the three Rs build employees'organizational identity, and they can expect to expand their successbecause of the competitive advantage that comes from having a workforcethat is engaged.
Curtailing bosses' we-boosting and improving their management ofthe three Rs is a business necessity, not a politically correct social nicety.Happily, the fact is that organizations possess the power required to makethese changes and build crucial ties of organizational identification.Sadly, it is also true that—despite all the cheery business-section head-linesto the contrary—bosses have frequently pursued a path leading toemployees' alienation rather than affiliation.
As costly as such misconduct is now, it will only become more so.The changing attitudes and values of the workforce, increasing dependencyof businesses on information processing, shortening cycle times for intro-ducingnew products and work processes, and rapid obsolescence of productsand processes because of competitors' progress are just the beginning ofa long list of trends in business and society that place a premium onemployee innovation and initiative, drastically increasing the price thatcompanies will pay for hindering the organizational identification of theirworkforce.
Remedies exist, but not in the form of magic formulas containing 10rules that must be followed by business leaders who want to be successful.This book contains many examples of organizations that are both successfullycurtailing bosses' we-boosting and managing the three Rs oforganizational life. Some of these examples are a part of today's businessheadlines; others were a part of yesterday's. In selecting examples toshare, my priority was to provide you with a wide array of correct applicableillustrations rather than a more limited number of contemporaryones. Find examples that are right for you and tailor them to suit yourcompany's current needs.
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