Normal view MARC view ISBD view

Profiting from Integrity : How CEOs Can Deliver Superior Profitability and Be Relevant to Society.

By: Barlow, Alan.
Material type: TextTextSeries: 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.
Contents:
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.
Tags from this library: No tags from this library for this title. Log in to add tags.
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.

Description based on publisher supplied metadata and other sources.

Author notes provided by Syndetics

<p>Alan Barlow's extensive senior executive experience roles in a variety of business ownership structures, include: Partner at PriceWaterhouseCoopers, Director at a FTSE 100/NYSE listed energy group and CEO for private equity owned multinational engineering group,. His considerable profit and loss (P&L) experience encompasses Europe, the Americas, Asia Pacific, Middle East and India. Alan has a doctorate in economics from Oxford University.</p>

There are no comments for this item.

Log in to your account to post a comment.