PrintNumber ErrorLocation Error Correction DateAdded
1 pi “Forget the squishy fluff; this book is hardcore, rooted in the numbers that drive margin. It shows the calculations…reveals the numbers for the ‘report card’ that predicts the future success of your company, division, or department…numbers every leader should know…and few do. “Forget the squishy fluff; this book is hardcore, rooted in the numbers that drive margin. It shows the calculations…reveals the numbers for the ‘report card’ that predicts the future success of your company, division, or department…numbers every leader should know…and few do.” 9/8/2011
1 piv First Printing will be Second Printing 3/21/2013
1 p11 Both work hard at building distinctive cultures that contribute to their efforts to hire suprior talent. Both work hard at building distinctive cultures that contribute to their efforts to hire superior talent. 3/21/2013
1 p13 That work is described in some detail in Chapter 7 and Appendixes B and C. That work is described in some detail in Chapters 7 and 13 and Appendixes B and C. 3/21/2013
1 p13 That work is described in some detail in Chapter 7 and Appendixes B and C. That work is described in some detail in Chapters 7 and 13 and Appendixes B and C. 3/21/2013
1 p20 So much for Taylor’s grammar or state of management theory during the Industrial Revolution. So much for Taylor’s grammar or the state of management theory during the Industrial Revolution. 3/21/2013
1 p20 Later, the work of Terry Deal, Allan Kennedy, and Edgar Schein defined the nature of organization culture. Later, the work of Terrence Deal, Allan Kennedy, and Edgar Schein defined the nature of organization culture. 3/21/2013
1 p21 They wrote about the causes of seemingly irrational economic decisions by large numbers of individuals that call into question one of the basic economic assumptions of formal economics—rational behavior on the part of individuals and organizations. They wrote about the causes of seemingly irrational economic decisions by large numbers of individuals that call into question one of the basic theoretic assumptions of formal economics—rational behavior on the part of individuals and organizations. 3/21/2013
1 p35 We’re concerned about the workplace because we spend so much of our waking hours there. We’re concerned about the workplace because we spend so many of our waking hours there. 3/21/2013
1 p42 To foster adherence to the purpose, values, and behaviors, the company seeks out potential employees who are “orange”—that is, people who are convinced (or willing to be convinced) that To foster adherence to the purpose, values, and behaviors, the company seeks out potential employees who are “orange”—that is, people who are convinced (or willing to be convinced) that: 3/21/2013
1 p49 What makes Mayo Clinic distinct is that we have said, “The needs of the patient come first,” from the beginning. What makes Mayo Clinic distinct is that we have said “The needs of the patient come first” from the beginning. 3/21/2013
1 p102 Table at the top of page:

Total $135,100,000
Total $135,000,000
4/23/2013
1 p112 Of the 35, 13 were regarded by most respondents as either being in their possession or easy to get from others in the organization, another 10 existed in the organization but would be difficult to obtain, and 11 were thought not to exist. Of the 35, 13 were regarded by most respondents as either being in their possession or easy to get from others in the organization, another 10 existed in the organization but would be difficult to obtain, and 12 were thought not to exist. 4/23/2013
1 p115 Figure 5-1, repetitive text:
Percentage
Points Pp
Percentage
Points
4/23/2013
1 p125 4. Everyone in our company should conduct themselves according to the highest ethical standards.7i
4. Everyone in our company should conduct themselves according to the highest ethical standards.7
4/23/2013
1 p126 But people kept their jobs, and Nucor kept its people for the recovery to come.8i
But people kept their jobs, and Nucor kept its people for the recovery to come.8
4/23/2013
1 p129 Make decisions slowly by consensus, thoroughly considering all operations; implement rapidly. Make decisions slowly by consensus, thoroughly considering all options; implement rapidly. 4/24/2013
1 p131 A principle in The Toyota Way admonishes managers to “make decisions slowly by consensus, thoroughly considering all operations.” A principle in The Toyota Way admonishes managers to “make decisions slowly by consensus, thoroughly considering all options.” 4/24/2013
1 p135 Figure 6-1: Words “Met or Exceeded” in lower right need to be bold face type. fixed 4/24/2013
1 p142 Headings: “Organization Before Self” and “Boundarylessness” should be smaller font. fixed 4/24/2013
1 p155 ** Excluding 10% of total compensation costs in Chicago and 5% of total compensation costs in both Baltimore and Minneapolis for “management.”
*** Data for employee referrals was unavailable for 2009.
** Excluding 10% of total compensation costs in Chicago and 5% of total compensation costs in both Baltimore and Minneapolis for “management”
*** Data for employee referrals was unavailable for 2009
4/24/2013
1 p173 Figure 8-1:

Results:
Loyal Customers and
Employees, 31% of
Profit
from New Products,
Growth, Profitability

Meet Expectations:
Loose/Tight Leadership,
Interesting Jobs That Provide
Learning Opportunity: “Best in Class” Talent,
Latitude
on the Job, Reasonable
Compensation
Results:
Loyal Customers and
Employees, 31% of
Sales
from New Products,
Growth, Profitability

Meet Expectations:
Loose/Tight Leadership,
Interesting Jobs That Provide
Learning Opportunity, “Best in Class” Talent,
Latitude
on the Job, Reasonable
Compensation
4/24/2013
1 p180 The careful selection of people who will pursue individual initiative (when that is called for) and can be trusted to make good use of the latitude, time, and money given them to carry out their work, combined with policies that enable them to do so.
The careful selection of people who will pursue individual initiative (when that is called for) and can be trusted to make good use of the latitude, time, and money given them to carry out their work, combined with policies that enable them to do so
4/24/2013
1 p194 His most recent departure for a medical leave will, if it is for an extended duration, pose the kind of test during which the organization didn’t distinguish itself on one other occasion. His recent departure from his CEO’s position for a medical reasons will pose the kind of test in which the organization didn’t distinguish itself on one other occasion. 4/24/2013
1 p225 CEMEX, one of the world’s three largest cement and concrete manufacturers based in Monterrey, Mexico, fosters, in contrast to ISS, a “one company” culture. CEMEX, one of the world’s largest cement and concrete manufacturers based in Monterrey, Mexico, fosters, in contrast to ISS, a “one company” culture. 4/24/2013
1 p271 It is has led to such things as the departure of key managers. It ihas led to such things as the departure of key managers. 4/24/2013
1 p289 Figure 13-1 wrong. fixed 4/24/2013
1 p298 Figure 13-2 wrong. fixed 4/24/2013
1 p312 The process may test the patience of more impulsive leaders. But if a change in culture and the complete brand are led from the top, they are sustained throughout the organization. The process may test the patience of more impulsive leaders. But if a change in culture and it’s foundations are led from the top, they are sustained throughout the organization. 4/24/2013
1 p337 *** Average agree score equals the respondents agreeing or strongly agreeing with a statement, equivalent to 4 or 5 on a 5-point scale. *** Average agree score equals the respondents agreeing or strongly agreeing with a statement, equivalent to 4 or 5 on a 6-point scale, beginning with zero 4/25/2013
1 p342 25. See, for example, John R. Emshwiller and Rebecca Smith, “Corporate Veil: Behind Enron’s Fall, a Culture of Operating Outside Public’s View. Hidden Deals with Officers and Minimal Disclosure Finally Cost It Its Trust,” Wall Street Journal, December 5, 2001, p. 1, and Kay E. Zekany, Lucas W. Braun, and Zachary T. Warder, “Behind Closed Doors at Worldcom: 2001,” Issues in Accounting Education, February 2004, pp. 161–117. The quote is from Zekany, Braun, and Warder regarding Worldcom, although much the same could be said for Enron. 25. See, for example, John R. Emshwiller and Rebecca Smith, “Corporate Veil: Behind Enron’s Fall, a Culture of Operating Outside Public’s View. Hidden Deals with Officers and Minimal Disclosure Finally Cost It Its Trust,” Wall Street Journal, December 5, 2001, p. 1, and Kay E. Zekany, Lucas W. Braun, and Zachary T. Warder, “Behind Closed Doors at Worldcom: 2001,” Issues in Accounting Education, February 2004, pp. 116–117. The quote is from Zekany, Braun, and Warder regarding Worldcom, although much the same could be said for Enron. 4/25/2013
1 p350 10. Jeffrey K. Liker, The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer (New York: McGraw-Hill, 2004), xix. 10. Jeffrey K. Liker, The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer (New York: McGraw-Hill, 2004), p. xix. 4/25/2013
1 p362 changing culture, 285-287. See also sustaining culture change
assumptions, values, and beliefs, 301-303h
changing culture, 285-287. See also sustaining culture change
assumptions, values, and beliefs, 301-303
4/25/2013
1 p365 Fairbank Richard, 80 Fairbank, Richard, 80 4/25/2013
1 p366 Hellelbein, Frances, 242 Hesselbein, Frances, 242 4/25/2013
1 p370 Salkiwitz, Rob, 276 Salkowitz, Rob, 276 4/25/2013