LEADER 01255nam 2200337Ia 450 001 996390908803316 005 20221107233541.0 035 $a(CKB)1000000000660446 035 $a(EEBO)2248535341 035 $a(OCoLC)76698197 035 $a(EXLCZ)991000000000660446 100 $a20061120d1589 uy 0 101 0 $aeng 135 $aurbn||||a|bb| 200 10$a[Certen observacons [sic] for Latyne and Englishe versyfiyinge]$b[electronic resource] /$f[by H. B.] 210 $a[S.l. $cThomas Purfoote$d1589] 215 $a[3+] p 300 $aIncomplete: signature A² ("To the reader") only. Title, publisher and date from from handwritten sheet accompanying text: "1589 octavio die novembris Thomas Purfoote. Entered for his copye, under both wardens handes, a book intytuled, Certain observacons for Laytne and Englishe versyfyinge by H. B." 300 $aSigned: H.B. 300 $aReproduction of the original in: Bodleian Library. 330 $aeebo-0014 606 $aPoetics$vEarly works to 1800 615 0$aPoetics 700 $aH. B$01005582 801 0$bUMI 801 1$bUMI 801 2$bUMI 906 $aBOOK 912 $a996390908803316 996 $aFor Latyne and Englishe versyfiyinge$92374400 997 $aUNISA LEADER 05228nam 2200721 450 001 9910786432203321 005 20230803202447.0 010 $a0-7303-1251-8 010 $a0-7303-1252-6 035 $a(CKB)3710000000113096 035 $a(EBL)1690916 035 $a(SSID)ssj0001304993 035 $a(PQKBManifestationID)11895120 035 $a(PQKBTitleCode)TC0001304993 035 $a(PQKBWorkID)11247596 035 $a(PQKB)10005803 035 $a(MiAaPQ)EBC1690916 035 $a(Au-PeEL)EBL1690916 035 $a(CaPaEBR)ebr10870604 035 $a(CaONFJC)MIL611509 035 $a(OCoLC)879948924 035 $a(EXLCZ)993710000000113096 100 $a20140522h20142014 uy 0 101 0 $aeng 135 $aur|n#|||||||| 181 $ctxt$2rdacontent 181 $csti$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aAbove the line $ehow to create a company culture that engages employees, delights customers and delivers results /$fMichael Henderson 210 1$aMilton, Queensland, [Australia] :$cWiley,$d2014. 210 4$d©2014 215 $a1 online resource (248 pages) $cb illustrations, photograph 300 $aDescription based upon print version of record. 311 $a0-7303-1250-X 320 $aIncludes bibliographical references and index. 327 $aCulture is transmitted from generation to generationA simpler definition of culture; CHAPTER 2 Why organisations should take culture seriously; The relationship of culture to business strategy; Culture is your organisation's first competitor; Culture is another word for performance; The impact of the global financial crisis; Gen Y employee expectations; Why organisations should take culture seriously; CHAPTER 3 Aligning culture and strategy; The relationship between culture and strategy; Culture and performance; Aligning culture and company strategy; Misaligned on strategy 327 $aPrice, service or product? Pick one!From customer value to operating model; Values alignment to strategy; Understanding values; What are values?; How do values differ from morals and ethics?; How do values function?; The role of values in an organisation; Are values as important as organisations think they are?; Part II ABOVE THE LINE CULTURE; CHAPTER 4 Above and below the line cultures; Discovering above and below the line cultures; Below the line culture traits; Misaligned to strategy; Fearful; Angry; Taking; Draining; Empty; Lost; Disingenuous; Sense of rumour; Adopting a silo mentality 327 $aAttention turned inChildish; Reactive; Blame storms; Pessimistic; High staff turnover; 10 costs associated with a below the line culture; Above the line culture traits; Giving; Fast; Sense of humour; Belonging; Attention turned out; Mature; Adaptive; Thought leading; Willing; Optimistic; Strong employee value proposition; 10 benefits of operating with an above the line culture; CHAPTER 5 Below the line stages: dead cultures; CHAPTER 6 Below the line stages: dying cultures; Summary of culture traits at this level; CHAPTER 7 Below the line stages: disabled cultures; Owning the culture 327 $aUnderstanding ownership for leadersDisabled cultures; Characteristics of disabled cultures; CHAPTER 8 Crossing the line: a shift in perspective; The line and productivity; CHAPTER 9 Above the line cultures: stable; New behaviours; Summary of culture traits at the stable level; CHAPTER 10 Above the line cultures: successful; Mission and purpose; New questions; Summary of culture traits at the successful level; CHAPTER 11 Above the line cultures: excelling; New ways of thinking; The importance of intent; Features of excelling cultures; Summary of culture traits at the excelling level 327 $aCHAPTER 12 A glimpse behind the curtain: consciousness and culture 330 $aPosition your organisation's culture to attain new heights Above the Line: How to Create a Company Culture that Engages Employees, Delights Customers and Delivers Results offers all leaders a handbook for leveraging an organisation's culture to engage staff, increase customer satisfaction and streamline business performance. A groundbreaking work, this book reveals what it takes to achieve optimum results from your organisational culture without employing the use of external consultants. This organic, in-house approach to company culture transformation saves both time and money 606 $aCorporate culture$zUnited States 606 $aCorporations$xSociological aspects$zUnited States 606 $aOrganizational behavior$zUnited States 606 $aCustomer services$zUnited States 606 $aCustomer relations$zUnited States 606 $aIndustrial relations$zUnited States 615 0$aCorporate culture 615 0$aCorporations$xSociological aspects 615 0$aOrganizational behavior 615 0$aCustomer services 615 0$aCustomer relations 615 0$aIndustrial relations 676 $a302.35 700 $aHenderson$b Michael$0788663 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910786432203321 996 $aAbove the line$93852466 997 $aUNINA