Make Your Values Mean Something  

Oleh:

Lencioni, Patrick M.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 80 no. 10 (2002), page 133.
Topik: VALUES; layoffs; organizational behaviour; organizational development; organizational learning; organizational problems; recruitment; values

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.19 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Take a look at this list of corporate values : Communication. Respect. Integrity. Excellence. They sound pretty good, don't they ? Maybe they even resemble your own company's values. If so, you should be nervous. These are the corporate values of Enron, as claimed in its 2000 annual report. And they're absolutely meaningless. Indeed, most values statements, says the author, are bland, toothless, or just plain dishonest. And far from being harmless, as some executives assume, they're often highly destructive. Empty values statements create cynical and dispirited employees and undermine managerial credibility. But coming up with strong values - and sticking to them - isn't easy. Organizations that want their values statements really to mean something should follow four imperatives. First, understand the different types of values : core, aspirational, permission - to - play, and accidental. Second, be aggressively authentic. Third, own the process. Finally, weave core values into everything. Living by stated corporate values is difficult. But the benefits of doing so can be profound ; so can the damage from adopting a hollow set of corporate values.

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