Famous "Work-Out" change-management tool explained by the people who helped develop it.
GE's legendary Work-Out program played a key role in the company's phenomenal success over the past decade and has been implemented in many other organizations. Now three executives and consultants who developed the original Work-Out approach at GEoften working directly with CEO Jack Welchdiscuss the inner workings of Work-Out and their experiences at successfully implementing the program at GE.
Filled with effective assessment and decisionmaking tools, The GE Work-Out provides concrete and realistic guidance for anyone who wants to implement Work-Out and break down bureaucracy and hierarchy within an organization.

The GE Work-Out : How to Implement GE's Revolutionary Method for Busting Bureaucracy & Attacking Organizational Proble

Business & Money

Dave Ulrich

Steve Kerr

Ron Ashkenas

Business Culture

McGraw=Hill

The GE Work-Out

Debbie Burke

Management & Leadership

McGraw-Hill Companies

Named as BusinessWeek's #1 Management Educator, expert Dave Ulrich and his team of authors bring human resources a whole new way of thinking and practicing―moving the focus from internal issues to actively helping to set business strategies. Businesses of the future need "all hands on deck" when implementing new ways to stimulate grown and cost efficiency, and this includes human resources. 
In HR Transformation, the team presents a four-phase model of transformation that shows you step-by-step how to make meaningful progress in contributing to the performance of your company by redesigning HR to work as a strategic partnership. 
From the “#1 Management Educator &amp; Guru”-BusinessWeek 
“The authors have presented us with an accessible, readable, and practical illustration of a clear path for successful strategy execution in a complex environment.” -Majed Al Romaithi, Executive Director, Abu Dhabi Investment Authority 
“HR can only transform organizations if it transforms HR. This book shows us how. HR Transformation would have been important in the past-it is critical now! We are entering a new world. HR Transformation can help our organizations thrive in the midst of uncertainty.” -Marshall Goldsmith, author of the Wall Street Journal bestsellers What Got You Here Won't Get You There and Succession: Are You Ready? 
“Ulrich and his colleagues talk tough and provide a detailed blueprint for how those of us in the field can use our own tools to do a “720-degree” evaluation of ourselves. We cannot contribute to the success of our organizations until we upgrade ourselves.” -Linda A. Hill, Wallace Brett Donham Professor of Business Administration, Harvard Business School 
“Based on groundbreaking research with hundreds of companies and thousands of executives, HR Transformation provides compelling theory and practical tools to create alignment between strategy, systems, and people. This important book should be read carefully by leadership teams everywhere.” -Mark Huselid, Professor of HR Strategy, Rutgers University, Co-author of The HR Scorecard, The Workforce Scorecard, and The Differentiated Workforce 
Turn to the front matter for more than thirty rousing endorsements of HR Transformation. 
INCLUDES CASE STUDIES FROM Intel, Pfizer, Takeda, Flextronics

HR Transformation: Building Human Resources From the Outside In

Jon Younger

Wayne Brockbank

Justin Allen

Mark Nyman

Human Resources

THE NEW YORK TIMES, WALL STREET JOURNAL, AND USA TODAY BESTSELLER! ADVANCE PRAISE FOR THE WHY OF WORK: "Principled, timely, and engaging, The Why of Work teaches that building a culture of abundance and common purpose is essential to organizational success." --Stephen R. Covey, bestselling author of 7 Habits of Highly Effective People "Will have a major impact on how individuals shape their attitude to work, how organizations create abundant cultures, and how leaders turn personal meaning into public good." --Jigmi Y. Thinley, Prime Minister of Bhutan "The Why of Work shows a better, different way to build and lead organizations. It is an insightful guide to how leaders can infuse meaning into their organizations." --Jeffrey Pfeffer, Professor, Stanford Graduate School of Business and author of Power: Why Some People Have It―and Others Don't "This book brings the question 'why' to the place in which we spend most of our adult lives, giving us insightful tools to help make a meaningful difference in people's lives." --Don Hall, Jr., president and CEO, Hallmark Cards, Inc. "This is a must read for anyone who works, leads others at work, or works to build a supportive environment." --Beverly Kaye, founder/CEO, Career Systems International, and coauthor of Love 'Em or Lose 'Em: Getting Good People to Stay "The Why of Work opens the door to significant employee engagement. The alignment between company values and those of customers and communities can indeed give employees a sense of purpose while delivering great results to customers!" --Paula S. Larson, Chief HR Officer, Invesys "Blackstone has proved that finding superior leaders produces superior results. Dave Ulrich has brought this thinking to a new level at Blackstone. Every private equity investor and senior manager must read this book." --James Quella, Senior Operating Partner, The Blackstone Group According to studies, we all work for the same thing--and it's not just money. It's meaning. Through our work, we seek a sense of purpose, contribution, connection, value, and hope. Digging down to the meaning of work taps our resilience in hard times and our passion in good times. That's the simple but profound premise behind this groundbreaking book by renowned management expert Dave Ulrich and psychologist Wendy Ulrich. They've talked to thousands of people--from rank-and-file workers to clients and customers to top-level executives--and synthesized major disciplines to identify the "why" behind our most successful experiences. Using the model of the "abundant organization," they provide you with the "how" to create meaning and value in your own workplace. Learn how to:
<ul>
<li>Ask the seven questions that drive abundance </li>
<li>Understand the needs of your customers and staff </li>
<li>Personalize the work to motivate your employees </li>
<li>Build and grow your business in any economy</li>
</ul>
By following the Ulrichs' step-by-step guidelines, you will set off a chain reaction of positive and enduring effects. Employees who fi nd meaning in their work are more competent, committed, and eager to contribute―and their contribution will result in increased customer commitment, which delivers a winning performance on the bottom line. 
The Why of Work includes targeted checklists, questionnaires, and other useful tools to help you turn aspirations into action. Using the proven principles of abundance, you can coordinate your needs with those of your employers, your employees, and your customers--and create a vision that resonates for years to come. When you understand why we work, you know how to succeed.

The Why of Work: How Great Leaders Build Abundant Organizations That Win

Wendy Ulrich

“This definitive work on HR competencies provides ideas and tools that help HR professionals develop their career and make their organization effective.” ―Edward E. Lawler III, Professor, University of Southern California “This book is a crucial blueprint of what it takes to succeed. A must have for every HR professional.” ―Lynda Gratton, Professor, London Business School “One single concept changed the HR world forever: ‘HR business partner’. Through consistent cycles of research and practical application, Dave and his team have produced and update the most comprehensive set of HR competencies ever.” ―Horacio Quiros, President, World Federation of People Management Associations "Packed with facts, evidence, and prescriptive advice. It is about being a business leader first, and an HR professional second.” ―Randy MacDonald, Senior Vice President, Human Resources, IBM Corporation "The concepts and competencies presented in this book provide HR leaders with new insights." ―Gina Qiao, Senior Vice President, HR Lenovo “Powerful, relevant and timely! Defines "new HR" in a pragmatic way. This book is a must for leaders and HR folks who seek to create sustainable competitive advantage.” ―Satish Pradhan, Chief, Group Human Resources, Tata Sons Limited “You can’t argue with the data! This book is a definitive and practical guide to learning the HR competencies for success.” ―John Lynch, Senior Vice President, HR, General Electric “A must read for any HR executive. This research-based competency model is particularly compelling because it is informed by the perspective of non-HR executives and stakeholders.” ―Sue Meisinger, Distinguished speaker and author, former CEO of SHRM "Read this book for a unique long-term perspective on where HR competencies have brought us and must take us in future." ―John Boudreau, Professor, University of Southern California and Research Director, Center for Effective Organizations

HR from the Outside In: Six Competencies for the Future of Human Resources

Mike Ulrich

French and Bell explore the improvement of organizations through planned, systematic, long-range efforts focused on the organization's culture and its human and social processes. They present a concise but comprehensive exposition of the theory, practice and research related to organization development. The Fifth Edition reflects recent developments, advances and expansions, and research.

Organization Development: Behavioral Science Interventions for Organization Improvement

Wendell L. French

Prentice Hall College Div.

Organizational learning matters now more than ever. In today's hypercompetitive business environment, successful executives must be able to discover opportunities, face problems, and pursue innovative ideas, then turn those ideas into action throughout an organization. Based on both empirical research and practice experience, this book gives managers the tools to do just that. Organizational learning capability is the capacity to generate and generalize ideas with impact. Managers generate new ideas in four basic ways: experimentation, in which organizations learn by trying many new products and processes; continuous improvement, in which they learn by constantly improving what they have done before and mastering each step in a process before moving on to other processes; knowledge acquisition, in which they learn by encouraging individuals and teams to acquire new knowledge continuously; and benchmarking, in which they learn by studying how other groups do things and trying to adapt their techniques. Each learning types leads to different performance consequences. Managers must also be able to generalize information through technology, movement of people, incentives, and learning processes. By both generating and generalizing ideas with impact, managers have a blueprint for making learning happen. Learning may not be sustained, however, unless it is congruent with the larger business context--the organization's strategy and culture and the industry's characteristics. Unfortunately, just as organizations develop learning capabilities, they also suffer from certain learning disabilities. This book outlines common disabilities and the means to overcome them. The authors assist practicing managers by providing several examples of successful and unsuccessful organizations and describing the ways in which they have helped organizations improve learning capability in their consulting practices. Based on detailed case studies, a review of past literature, and data gleaned from a worldwide survey of companies,Organizational Learning Capability is an accessible and useful guide for managers competing in the information economy. This book turns abstract ideas into practice, offers tools that managers can use, and presents a simple yet profound road map for making learning a reality.

Organizational Learning Capability: Generating and Generalizing Ideas with Impact

Arthur K. Yeung

Stephen W. Nason

Mary A. Von Glinow

Oxford University Press

Offers a broad view of leadership and shareholder value based on multiple business disciplines In Why the Bottom Line Isn't! authors Dave Ulrich and Norm Smallwood argue that sustainable shareholder value comes increasingly from assets not accounted for on an organization's balance sheet. These assets include a company's reputation, its ability to attract talent, and its ability to react quickly to new opportunities in the marketplace. Why the Bottom Line Isn't! harnesses research from a number of disciplines including human resources, finance, and leadership to establish a hierarchy of such intangibles. The authors extrapolate from these intangibles to establish leadership tools that will help create sustainable shareholder value. The book offers a broad, expansive perspective on leadership while eschewing convoluted theory for concrete practice. Dave Ulrich, Ph.D., (DOU@UMICH.EDU) has been listed by BusinessWeek as the top "guru" in management education. He has co-authored 10 books and over 100 articles, serves on the Board of Directors of Herman Miller, and has consulted with over half of the Fortune 200 companies. He is currently on professional leave as Professor at the University of Michigan to serve as Mission President for the Church of Jesus Christ of Latter-day Saints in Montreal. Norm Smallwood (nsmallwood@rbl.net) is co-founder of Results-Based Leadership (www.rbl.net), which provides education and consulting services based on this book as well as the ideas in Results-Based Leadership: How Leaders Build the Business and Improve the Bottom Line, which he co-authored with Ulrich. He has led leadership development, business strategy, organization capability, change management, and HR projects for a wide variety of clients spanning multiple industries.

Why the Bottom Line Isn't!: How to Build Value Through People and Organization

Norm Smallwood

John Wiley&Sons, Inc.

Discover the specific strategies premier companies are using to position themselves for success in the new knowledge economy. In this best-selling work, a world-class team of management experts shows how leading corporations--General Electric, Morgan Bank, and SmithKline Beecham included--are busting boundaries on all fronts. Each of these companies is producing superior results by encouraging the flow of ideas, resources, and talents in and out of the organization, up and down the hierarchy, and across geographic lines. For any executive looking to build a more flexible, innovative, and competitive organization, The Boundaryless Organization remains the definitive guide.

The Boundaryless Organization: Breaking the Chains of Organizational Structure

Ronald N. Ashkenas

Todd Jick

C.K.Prahalad

Jossey-Bass

Discover the specific strategies premier companies are using to position themselves for success in the new knowledge economy. In this best-selling work, a world-class team of management experts shows how leading corporations--General Electric, Morgan Bank, and SmithKline Beecham included--are busting boundaries on all fronts. Each of these companies is producing superior results by encouraging the flow of ideas, resources, and talents in and out of the organization, up and down the hierarchy, and across geographic lines. For any executive looking to build a more flexible, innovative, and competitive organization, The Boundaryless Organization remains the definitive guide.

Todd D. Jick

Jossey-Bass Inc Pub, San Francisco, California, U.S.A.

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Books by Dave Ulrich