One of American business's most pervasive and least recognized problems is a lack of internal cooperation. Managers talk a great deal about teamwork, but can't get employees to work well together. Departments strive to be more efficient and customer-focused, but often waste time overcoming bureaucratic obstacles erected within their own organization. CEOs exhort their companies to outperform the competition, yet employees spend more energy competing with the person down the hall. Corporate strategy expert Lawrence G. Hrebiniak asserts that the inability of most Americans to cooperate with each other in the workplace curtails innovation, reduces product quality, slows responses to customers, wastes resources, and jeopardizes alliances. Drawing on his extensive research and consulting experience, Hrebiniak identifies the individual, organizational, and cultural impediments to cooperation. One of the chief barriers is the same force that is responsible for many American business successes. The individual drive for achievement, which Hrebiniak calls the "I-Force," is as American as the Horatio Alger, John D. Rockefeller, and Thomas Edison legends. But in this new era that demands information sharing, quick responses, and team efforts, he says, the traditional "I-Force" must be leveraged into a more collaborative "We-Force." Hrebiniak demonstrates how to foster a more cooperative attitude among individual employees and how to recognize and remedy the institutional barriers to cooperation that are inherent in most pay plans, communication systems, organizational structures, and corporate goals. The We-Force in Management offers CEOs, executives, and managers important and practical advice that will help eliminate internal one-upmanship, facilitate communication among departments, foster cooperation among divisions around the globe, or strengthen a joint partnership.

The We-Force in Management: How to Build and Sustain Cooperation

Business & Money

Hrebiniak, Lawrence G.

Management & Leadership

Jossey-Bass

Without effective execution, no business strategy can succeed. Unfortunately, most managers know far more about developing strategy than about executing it -- and overcoming the difficult political and organizational obstacles that stand in their way. In this book, leading consultant and Wharton professor Lawrence Hrebiniak offers the first comprehensive, disciplined process model for making strategy work in the real world. Drawing on his unsurpassed experience, Hrebiniak shows why execution is even more important than many senior executives realize, and sheds powerful new light on why businesses fail to deliver on even their most promising strategies. Next, he offers a systematic roadmap for execution that encompasses every key success factor: organizational structure, coordination, information sharing, incentives, controls, change management, culture, and the role of power and influence in your business. Making Strategy Work concludes with a start-to-finish case study showing how to use Hrebeniak's ideas to address one of today's most difficult business execution challenges: ensuring the success of a merger or acquisition.

Making Strategy Work: Leading Effective Execution And Change

Pearson P T R

Complex organizations (The West series in management)

West Pub. Co.

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Books by Hrebiniak, Lawrence G.