LEADER 04976nam 2200637Ia 450 001 9910830703203321 005 20230721030046.0 010 $a1-119-20892-0 010 $a1-280-83944-9 010 $a9786610839445 010 $a0-470-31980-1 035 $a(CKB)1000000000356732 035 $a(EBL)291006 035 $a(OCoLC)476048357 035 $a(SSID)ssj0000266559 035 $a(PQKBManifestationID)12050809 035 $a(PQKBTitleCode)TC0000266559 035 $a(PQKBWorkID)10304336 035 $a(PQKB)10561862 035 $a(MiAaPQ)EBC291006 035 $a(EXLCZ)991000000000356732 100 $a20061030d2007 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe value motive$b[electronic resource] $ethe only alternative to the profit motive /$fPaul Kearns 210 $aChichester, England ;$aHoboken, NJ $cJohn Wiley & Sons$dc2007 215 $a1 online resource (289 p.) 300 $aIncludes index. 311 $a0-470-05755-6 327 $aTHE VALUE MOTIVE; CONTENTS; ABOUT THE AUTHOR; PREFACE; INTRODUCTION; CHAPTER 1: PROFIT IS NOT A DIRTY WORD BUT VALUE IS MUCH CLEANER; IS PROFIT THE BEST WAY TO ALLOCATE SCARCE RESOURCES?; PROFIT CAN BE A VERY EMOTIVE WORD; THE MICROSOFT PARADOX; NOT-FOR-PROFIT? DOES THAT MEAN NOT-FOR-VALUE?; PROFIT IS AN INCREASINGLY UNPOPULAR KING; CHAPTER 2: VALUE - A VERY SLIPPERY WORD INDEED; DEFINING VALUE; A WORKING DEFINITION OF VALUE; BASIC VALUE; MOVING ON TO ADDED VALUE; PRIVATE EQUITY PARTNERS - VALUE ADDERS OR ASSET STRIPPERS?; THE VALUE MOTIVE ALREADY EXISTS; VALUE AS A DISTILLATION PROCESS 327 $aDECLARING VALUE IN A PUBLIC STATEMENTTHE VALUE AGENDA; A VALUE STATEMENT FOR A COMMERCIAL COMPANY; A VALUE STATEMENT FOR A PUBLIC SECTOR ORGANIZATION; 'INTANGIBLES' CONFUSE THE ISSUE OF ADDED VALUE; CHAPTER 3: THIS POWERFUL MOTIVE FORCE WE CALL VALUE; HARNESSING THE POWER OF MOTIVE; VALUE MEANS OUTPUT, NOT INPUT; DEFINING VALUE AS AN ECONOMIC SYSTEM; DOES THE CAPITALIST SYSTEM DELIVER THE BEST VALUE?; WHEN WE SAY VALUE WE SHOULD REALLY MEAN IT; A HOLISTIC VALUE SYSTEM FOR EVERYONE; CHAPTER 4: VALUE HAS TO BE THE RAISON D'E?TRE FOR EVERY TYPE OF ORGANIZATION; ALL VALUE IS GOOD 327 $aVALUE IS THE RAISON D'E?TRE OF ALL ORGANIZATIONSCORPORATE SOCIAL RESPONSIBILITY (CSR) AND THE 'TRIPLE BOTTOM LINE'; SOCIAL ENTERPRISE; IS THE 'PUBLIC SECTOR' AN OBSOLETE CONSTRUCT?; CHAPTER 5: ORGANIZATIONAL PERFORMANCE MEASUREMENT HAS TO MEASURE VALUE; TURNING HUMAN ACTIVITY INTO VALUE; THE ADVENT OF THE SCORECARD; THE EFQM BUSINESS EXCELLENCE MODEL; AGREEING VALUE PRIORITIES USING THE 3 BOX SYSTEM; THE GULF BETWEEN PERFORMANCE MEASUREMENT THEORY AND PRACTICE; ACTIVITY, PERFORMANCE AND ADDED VALUE MEASURES; TAKING A FRESH PERSPECTIVE ON THE PURPOSE OF PERFORMANCE MEASUREMENT 327 $aMEASURING AND MANAGING 'INTANGIBLES'E-VALU-ATION; CHAPTER 6: VALUE IS ESSENTIALLY A PEOPLE THING; MEASURING THE VALUE OF PEOPLE; DEBUNKING THE EMPLOYEE-CUSTOMER-PROFIT CHAIN THEORY; REPLACING PERFORMANCE MANAGEMENT WITH VALUE MANAGEMENT; MANAGING VALUE HOLISTICALLY; VALUING PEOPLE 'INTANGIBLES'; CHAPTER 7: THE PEOPLE MEASUREMENT 'BOX'; ONLY MEANINGFUL MEASURES COUNT; PEOPLE MEASUREMENT IS A REALLY SERIOUS MATTER; DOES DIVERSITY ADD VALUE?; HUMAN CAPITAL MANAGEMENT, A REVOLUTION IN MANAGEMENT THINKING; PEOPLE - ARE THEY PERSONNEL, HUMAN RESOURCES, ASSETS OR CAPITAL? 327 $aHUMAN CAPITAL MEASURES AND INDICATORS OF VALUECHAPTER 8: HOW THE VALUE MOTIVE COULD UPSTAGE THE PROFIT KING; THE VALUE MOTIVE IS LEADERSHIP; THE POLITICIAN'S DEFINITION OF VALUE; THE FIRST, SECOND AND THIRD SECTORS HAVE TO BECOME ONE; VALUE SPECIAL CASES AND DEAD LOSSES; VALUE MANAGEMENT EDUCATION; AUDITING THE VALUE MOTIVE; A NEW MANAGEMENT DISCIPLINE - VALUING THE HUMAN CONTRIBUTION; INDEX 330 $aOur market system has evolved in line with capitalist philosophy, and at its heart is profit. But while profit can be a powerful motive, it is not always used responsibly and, in the worst cases, this can have damaging effects at a wider level. The calls for a corporate conscience grow louder, but no one has yet suggested an alternative to profit that people find as compelling. Profit is here and now. In this climate, the solution is to refine the profit motive, not replace it. We all value things, and we're all motivated by what we value. If value could replace the profit motive, it would r 606 $aLeadership 606 $aManagement 606 $aOrganizational effectiveness 606 $aValue 615 0$aLeadership. 615 0$aManagement. 615 0$aOrganizational effectiveness. 615 0$aValue. 676 $a658.4012 676 $a658.4092 700 $aKearns$b Paul$0627821 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910830703203321 996 $aThe value motive$93984527 997 $aUNINA