Cover image for Results from the heart : how mini-company management captures everyone's talents and helps them find meaning and purpose at work
Title:
Results from the heart : how mini-company management captures everyone's talents and helps them find meaning and purpose at work
Author:
Suzaki, Kiyoshi.
Personal Author:
Publication Information:
New York : Free Press, [2002]

©2002
Physical Description:
xx, 195 pages : illustrations ; 23 cm
General Note:
Includes index.
Language:
English
ISBN:
9780743215503
Format :
Book

Available:*

Library
Call Number
Material Type
Home Location
Status
Central Library HD62.7 .S987 2002 Adult Non-Fiction Non-Fiction Area
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Summary

Summary

Results from the Heart "introduces a new and helpful approach to improving job performance, improving job satisfaction, and helping organizations better respond to the rapid changes that are an inherent part of today's business environment. Mr. Suzaki recognizes that a motivated and engaged workforce should be part of any strategy to obtain and maintain competitive advantage."

--Carl Stern, CEO,
The Boston Consulting Group


Since the publication of Frederick Taylor's "The Principles of Scientific Management," managers have relied on logic to compel action. Now Kiyoshi Suzaki, one of the world's leading experts on enlarging the talents, self-esteem, and growth of the individual employee, argues that logic alone cannot move people to act. Productivity problems are inextricably linked to self-esteem, he argues, and worst of all to a prodigious waste of individual talent. But each solution is personal, Suzaki concludes, and found only within ourselves.

"To find meaning and purpose at work we must use our brain," Suzaki says, "but listen to our heart." In Zenlike fashion he proposes that each of us ask ourselves a seri


Reviews 2

Publisher's Weekly Review

Suzaki, a manufacturing consultant (The New Manufacturing Challenge), believes that all companies, regardless of size, need to be divided into smaller operations in order to be successful. "Mini-companies" not only foster greater productivity and fulfillment among employees but also allow management to maximize resources in all departments, thereby leading to a more dynamic business. To illustrate his point, Suzaki discusses several hypothetical companies and the structural changes they make that allow for these new divisions. For example, he cites one company that chronically complains to its financers, and another that is well organized internally. Although he believes that every company can use this method, the author acknowledges that it is difficult, particularly for some micromanaging executives, to delegate responsibility and authority to many people at different levels of the company. In such cases, Suzaki suggests a trial period. He is convinced that "mini-companies" are essential to fostering happiness among workers and greater success overall for the company. Callous, hard-nosed CEOs are not likely to adapt this touchy-feely theory (they may balk at phrases like "Whether we are running a mini-company or cleaning an office, if we practice what our heart desires I have no doubt that our actions will lead to a life well lived"), especially since Suzaki does not use actual companies as examples. However, Suzaki's book is well organized and written clearly enough that employees from lower ranks through executive boardroom will find it useful. (Feb.) (c) Copyright PWxyz, LLC. All rights reserved


Library Journal Review

A worldwide manufacturing consultant, Suzaki (The New Manufacturing Challenge) asserts that managers need to make sense out of the chaos of change in order to help workers find purpose in their work. All employees must believe that their contributions are meaningful and that they have control over their responsibilities and destinies. When each unit or department of a large organization or company is seen as a "mini-company," workers gain a sense of autonomy and of participation in their mini-company and then in the larger organization's fortunes. Suzaki shows how each mini-company must clarify its structure and accountability throughout the company, practice customer orientation by involving everyone, allocate resources according to need, encourage initiative, develop a common language, utilize everyone's potential, and create a dynamic organization by involving every employee. An epilog and four appendixes expand on ideas presented in Suzaki's eight succinct chapters. This book provides a model for a successful department or company with interconnected employees and is a breakthrough in motivational business thinking and management. It may not appeal to everyone, but some creative and useful ideas are presented. For most business collections. Susan C. Awe, Univ. of New Mexico, Albuquerque (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.


Table of Contents

Forewordp. xvii
Prefacep. xix
1 Introductionp. 1
Passagesp. 2
A Point of Reflectionp. 3
The Challengep. 4
Knowing Ourselvesp. 5
Asking "So What?"p. 6
Listening to Our Heartp. 9
Connecting Brain and Heartp. 11
2 Setting Up the Mini-Companyp. 13
What Is a Mini-Company?p. 13
Purposep. 15
Organization of a Mini-Companyp. 16
From Hierarchical to Self-Initiatingp. 21
The Basics of a Mini-Companyp. 22
Taking Initiative in Our Journeyp. 23
Creating a Mini-Company's Missionp. 26
Clarifying the Customer-Supplier Relationshipp. 29
Customer Servicep. 31
Setting Up Objectives and a Scoreboardp. 32
Collecting Informationp. 35
3 Operating the Mini-Companyp. 37
Problem Solvingp. 37
Addressing the Problem at the Sourcep. 40
Developing and Executing Business Plansp. 42
Developing the Heartbeat: PDCAp. 45
Progress Reportsp. 46
The Mini-Company Annual Reportp. 49
Bankers' Rolep. 51
Bankers' Meetings and Mini-Company's Meetingsp. 53
The Mini-Company Open Dayp. 55
Awards and Recognitionp. 57
The Mini-Company President's Rolep. 59
Principles of Mini-Company Managementp. 60
4 Tying Things Togetherp. 63
The Roles of the Mini-Companyp. 63
An Overall View of Mini-Company Operations in the Companyp. 64
Process Control in Managementp. 66
Strategic Considerationsp. 69
Glass Wall Managementp. 72
The Self-Organizing Process Using the Glass Wallp. 75
Showing the Reasons for Existence with the Glass Wallp. 77
Benefits of Glass Wall Managementp. 80
More Consideration of the Bankers' Rolep. 81
Bringing Out the Creativity of Peoplep. 83
Creating an Environment That Fosters Creativityp. 87
5 Getting Ready for Implementationp. 91
Top Management's Rolesp. 91
Middle and Lower Management's Rolesp. 94
"Making People"p. 95
Finding Congruencyp. 97
Introducing a Rhythmp. 99
Mastering Our Toolsp. 101
Leadership: Expressing Our Beliefsp. 103
The Mini-Company and Entrepreneurshipp. 104
Principles of Organizational Developmentp. 107
The Heart of the Mini-Companyp. 110
6 Implementationp. 115
Factors Affecting Implementationp. 115
The Role of Trainingp. 117
Establishing a Foundationp. 118
General Guidelines for Implementationp. 119
Where to Start?p. 120
Are You Already Practicing It?p. 121
Types of Implementationp. 123
Training Programsp. 128
On-the-Job Trainingp. 131
Orchestrating the Implementation Processp. 133
Each Individual Plays a Part in Implementationp. 134
Connecting to the Basic Principlep. 135
7 Mini-Companies in the Dynamics of Today's Businessp. 137
The Mini-Company and Strategy Developmentp. 138
The Mini-Company Is the Strategyp. 139
The Strategy Development Processp. 140
Key Factors in Developing a Sound Strategyp. 141
Business Development by Mini-Companiesp. 143
Creating a Supportive Environmentp. 146
Creating a Core Competence and Bringing Out the Meaningp. 147
How Mini-Companies Interact with Other Business Unitsp. 148
Key Factors in Running a Mini-Company Successfullyp. 152
8 Finding Our Destinyp. 155
Survival of the Fittestp. 155
Finding Meaningp. 157
The Importance of Asking Questionsp. 158
The Solution Is within Usp. 160
About Masterp. 162
Epiloguep. 165
"So What?"p. 165
A Bird in a Cagep. 166
Green--The Color of Hopep. 167
"It Is OK"p. 168
From the Heart--The Principle Wayp. 169
Appendix A A Note on Interconnectednessp. 171
Appendix B Beyond the Mini-Company: Life Managementp. 173
Appendix C Listening to the Mastersp. 176
Appendix D Characteristics of the Mastersp. 182
Acknowledgmentsp. 185
Indexp. 189
About the Authorp. 195

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