The High Engagement Work Culture

The 2008 crisis set off a systemic panic which almost engulfed the world's financial system. Through a lens of sustainability this book examines how organisations can explore a new business culture today. Drawing from real-life examples and new ideas Bowles and Cooper discuss how organisations can move from 'me' to 'we'.

Autorentext
DAVID BOWLES is an international management consultant, speaker and author in the area of morale and engagement at work. Before 1988 he was a Senior Vice President with Hay Group, the global consultancy, directing Hay's corporate culture and morale/engagement activities in the western and southwestern US. Since that time he has been Managing Director of Research & Consulting International in Rancho Santa Fe, California, whose projects center around the measurement and enhancement of morale/engagement and corporate culture. Dr. Bowles has a Ph.D. in Management Sciences (emphasis: organizational psychology) from the University of Manchester, Institute of Science and Technology, UK (UMIST), and has worked across all major industry and non-profit groups from his two bases in southern California and Bavaria, Germany. His first book, Employee Morale, Driving Performance in Challenging Times (also with Cary Cooper) was published by Palgrave-Macmillan in 2009. He can be reached at db@moraleatwork.com and blogs at www.moraleatwork.com.

CARY COOPER is Distinguished Professor of Organizational Psychology and Health at the Lancaster University Management School, UK. He is the author of over 125 books, has written over 400 scholarly articles, and is a frequent contributor to national newspapers, television and radio. He is a Fellow of the British Academy of Management and also of the US-based Academy of Management. In 2001 he was awarded a CBE in the Queen's Birthday Honours List. He was Founding President of the British Academy of Management, and formerly the Chair of the Sunningdale Institute in the National School of Government, UK. He was also the lead scientist to the UK Government Office for Science on their Foresight programme on Mental Capital and Wellbeing, and was appointed a member of the expert group on establishing guidance for the National Institute for Health and Clinical Excellence on stress management in the workplace in 2009. Professor Cooper is Chair of the Academy of Social Sciences, President of the British Association of Counselling and Psychotherapy, President of RELATE, President of the Institute of Welfare and Patron of Anxiety UK. HR magazine named him the 5th Most Influential Thinker in HR in 2011. He was awarded the Lord Dearing Lifetime Achievement Award at the Times Higher Education Awards 2010.

David Cary

Inhalt
Introduction and Background Part 1 What Has Happened to Our Work Culture and Why? 1. The Crash of 2008: What Happened and Why Did It Happen? 2. A Benefit of the Crash: More Focus on Culture and Engagement at Work 3. Ego at Work: The Common Thread between the Crash and Low Engagement Part 2 What Can We Do To Change? 4. Balancing Me and We : Building a Sustainable, High Enagement Work Culture 5. Case Studies for the High Engagement Culture: BMW Group and Whole Foods Market 6. Why All This Matters So Much, and Where We Go From Here Notes Index