Profiting from Integrity : How CEOs Can Deliver Superior Profitability and Be Relevant to Society.
By: Barlow, Alan.Material type: TextSeries: eBooks on Demand.Publisher: London : Routledge, 2017Copyright date: ©2018Edition: 1st ed.Description: 1 online resource (179 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9781351610391.Subject(s): Business ethicsGenre/Form: Electronic books.Additional physical formats: Print version:: Profiting from Integrity : How CEOs Can Deliver Superior Profitability and Be Relevant to SocietyDDC classification: 658.408 Online resources: Click here to view this ebook.
|Item type||Current location||Call number||URL||Status||Date due||Barcode|
|Electronic Book||UT Tyler Online Online||HF5387.B375 2018 (Browse shelf)||https://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=5107315||Available||EBC5107315|
Cover -- Half Title -- Endoresment -- Title Page -- Copyright Page -- Table of Contents -- List of Figures -- List of Tables -- Acknowledgements -- About the author -- Part 1 The case for integrity -- Chapter 1 The need for a pro-integrity business model -- The pro-integrity model: An opportunity and a challenge -- The need -- The response -- Notes -- References -- Chapter 2 Heightened integrity and superior profits -- Heightened integrity -- Superior profits -- Business executives' views -- Confirming evidence -- Benchmarking -- Note -- References -- Part 2 Making integrity pay -- Chapter 3 The pro-integrity business model in practice -- The pro-integrity business model -- The case study company -- Notes -- References -- Chapter 4 Stakeholders: The specific connection -- Why 'The specific connection'? -- Stakeholders process: Identify and value the specific connection that matters -- Identify the connection -- Audit the connection -- Ensure fit for purpose -- Subtle initiation of change -- Handle friction with care -- Expect extraneous shocks -- Enable staff-based synergies -- Monitor its health -- Value the connection that matters -- Benchmark -- References -- Chapter 5 Vision: Beyond aspirational and motivational -- Why 'Beyond aspirational and motivational'? -- Vision process: Set out an aspirational and motivational vision for staff that also meets a societal need -- Vision and mission -- Vision: World leader through market-leading and competitive new products -- Vision: World leader through wider and deeper geographic distribution network -- Mission: Profit growth through increased return on sales -- Beneficial perception of investment in soft infrastructure -- Bringing it all together -- Resetting the ambition -- Benchmark -- Notes -- References -- Chapter 6 Integrity: Embody -- Why 'Embody'?.
Integrity process: Embody an integrity and compliance ethos in the business -- Adopt the integrity and compliance matrix -- Invest in ethics, competence and accountability building -- Resolve multi-party conflicts -- Meet emerging markets' challenges -- Benchmark -- References -- Chapter 7 Leadership: Demonstrated tone -- Why 'Demonstrated tone'? -- Leadership process: Ensure that the leadership's moral compass demonstrates the right tone from the top -- CEO's demonstrated tone -- Demonstrating tone across the Group -- Nicknames tell a lot -- Pass the litmus test -- Benchmark -- References -- Chapter 8 Staff: More than engagement -- Why 'More than engagement'? -- Staff process: Deliver radical staff engagement and communication -- Engagement through communication -- Make face-to-face communication the norm -- Make two-way interaction the norm -- Ensure engagement between staff -- Maximise the emotional impact of investment -- Deliver the employer's 'extra mile' -- Expect disruptions -- Benchmark -- References -- Chapter 9 Feedback: Closing the feedback loop -- Why 'The feedback loop'? -- Feedback process: Proactively close the feedback loop between management and staff -- Adopt the open consumer feedback revolution -- More than staff satisfaction surveys -- More than workshop feedback -- Acid test: Open forum Q&A sessions -- Benchmark -- Note -- References -- Chapter 10 Superior financial performance -- Delivered -- Benchmarked: Measurable business benefits -- Benchmarked: Great place to work -- Great place to work -- But, was it 'integrity'? -- Notes -- References -- Part 3 The requirement -- Chapter 11 Prerequisites -- Is a long-term view by owners and a long-term tenure for CEOs required? -- Do executives' incentives matter? -- Where might the pro-integrity business model not work? -- Is the model scalable? -- Is integrity an inevitability?.
What is the requirement? -- Does operating with heightened integrity result in a new competitive frontier? -- Making an impact -- Notes -- References -- Index.
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