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Description de l’éditeur
The manager who can balance the people and profit factors has the best chance of succeeding in tomorrow's corporation. The "altrupreneur"_one who conducts the affairs of an enterprise with conspicuous regard for the welfare of others_builds communities that produce value for all the organization's stakeholders. This new breed of leader responds to the needs of the organization and the demands of people coming to the workplace and marketplace.
Drawing examples from top and middle management, the authors describe the characteristics of altrupreneurs and the core principles by which they operate: their values and vision, optimism, integrity, confidence, and enthusiasm. Altrupreneurial organizations create innovation-friendly environments, where it is not only safe to innovate, it is encouraged.
This book shows what it means to challenge the routine, be other-centered, and build community.
Bernard A. Nagle has over 22 years of executive operations experience in the fields of manufacturing, quality assurance, supply chain management, distribution, strategic planning, and new product development. A native of Pennsylvania, Mr. Nagle currently resides in the St. Louis area.
Perry Pascarella is a nationally recognized authority on humanistic management, worker motivation, and the role of business in society. Until 1996, he was vice president-editorial of Penton Publishing Inc., publisher of 42 business and professional magazines. Mr. Pascarella has collaborated with such celebrated management experts as Peter Drucker, Tom Peters, and Frederick Herzberg. He lives in the Cleveland area.
The concept of servant leadership, wherein managers put the interests of their "stakeholders" first--these being employees, shareholders, suppliers and the people who live in the communities they serve--has been around for years. Still, understanding and implementation of the concept remain elusive. Nagle, a consultant for Price Waterhouse, and Pascarella, former editor of Industry Week, do an excellent job of explaining the origin of the idea and how it can be a source of competitive advantage. Even better, the authors spell out how an executive can build trust in an organization and also ensure that the company remains focused on achieving a profit while still serving stakeholders. But the book is not without flaws. For example, the boxes that repeat verbatim material that appears in nearby text are distracting. And the authors' coining of the word altrupreneur--"one who conducts the affairs of an enterprise with conspicuous regard for the welfare of others"--to describe the servant leader seems superfluous. But Nagle and Pascarella have gone a long way toward clarifying an increasingly important concept.