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[null,"1.","Record Nr.",null,"UNINA9910143703503321"]
[null,null,"Autore",null,"Kearns Paul"]
[null,null,"Titolo",null,"The value motive [[electronic resource] ] : the only alternative to the profit motive / / Paul Kearns"]
[null,null,"Pubbl/distr/stampa",null,"Chichester, England ; ; Hoboken, NJ, : John Wiley & Sons, c2007"]
[null,null,"ISBN",null,"1-119-20892-0"]
[{"$nulls":4},"1-280-83944-9"]
[{"$nulls":4},"9786610839445"]
[{"$nulls":4},"0-470-31980-1"]
[null,null,"Descrizione fisica",null,"1 online resource (289 p.)"]
[null,null,"Disciplina",null,"658.4012"]
[{"$nulls":4},"658.4092"]
[null,null,"Soggetti",null,"Leadership"]
[{"$nulls":4},"Management"]
[{"$nulls":4},"Organizational effectiveness"]
[{"$nulls":4},"Value"]
[{"$nulls":4},"Electronic books."]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Includes index."]
[null,null,"Nota di contenuto",null,"THE 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"]
[{"$nulls":4},"DECLARING VALUE IN A PUBLIC STATEMENTTHE VALUE AGENDA; A VALUE STATEMENT FOR A COMMERCIAL COMPANY; A VALUE STATEMENT FOR A PUBLIC SECTOR ORGANIZATION; 'INTANGIBLES' CONFUSE THE ISSUE OF ADDED VALUE; CHAPTER 3: THIS POWERFUL MOTIVE FORCE WE CALL VALUE; HARNESSING THE POWER OF MOTIVE; VALUE MEANS OUTPUT, NOT INPUT; DEFINING VALUE AS AN ECONOMIC SYSTEM; DOES THE CAPITALIST SYSTEM DELIVER THE BEST VALUE?; WHEN WE SAY VALUE WE SHOULD REALLY MEAN IT; A HOLISTIC VALUE "]
[{"$nulls":4},"SYSTEM FOR EVERYONE; CHAPTER 4: VALUE HAS TO BE THE RAISON D'ÊTRE FOR EVERY TYPE OF ORGANIZATION; ALL VALUE IS GOOD"]
[{"$nulls":4},"VALUE IS THE RAISON D'ÊTRE OF ALL ORGANIZATIONSCORPORATE SOCIAL RESPONSIBILITY (CSR) AND THE 'TRIPLE BOTTOM LINE'; SOCIAL ENTERPRISE; IS THE 'PUBLIC SECTOR' AN OBSOLETE CONSTRUCT?; CHAPTER 5: ORGANIZATIONAL PERFORMANCE MEASUREMENT HAS TO MEASURE VALUE; TURNING HUMAN ACTIVITY INTO VALUE; THE ADVENT OF THE SCORECARD; THE EFQM BUSINESS EXCELLENCE MODEL; AGREEING VALUE PRIORITIES USING THE 3 BOX SYSTEM; THE GULF BETWEEN PERFORMANCE MEASUREMENT THEORY AND PRACTICE; ACTIVITY, PERFORMANCE AND ADDED VALUE MEASURES; TAKING A FRESH PERSPECTIVE ON THE PURPOSE OF PERFORMANCE MEASUREMENT"]
[{"$nulls":4},"MEASURING 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?"]
[{"$nulls":4},"HUMAN 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"]
[null,null,null,"Sommario/riassunto","Our 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"]