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 Taylors grammar or state of management theory during the Industrial Revolution. | So much for Taylors 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 economicsrational 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 economicsrational behavior on the part of individuals and organizations. | 3/21/2013 |
1 | p35 | Were concerned about the workplace because we spend so much of our waking hours there. | Were 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 orangethat 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 orangethat 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 didnt distinguish itself on one other occasion. | His recent departure from his CEOs position for a medical reasons will pose the kind of test in which the organization didnt distinguish itself on one other occasion. | 4/24/2013 |
1 | p225 | CEMEX, one of the worlds three largest cement and concrete manufacturers based in Monterrey, Mexico, fosters, in contrast to ISS, a one company culture. | CEMEX, one of the worlds 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 its 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 Enrons Fall, a Culture of Operating Outside Publics 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. 161117. 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 Enrons Fall, a Culture of Operating Outside Publics 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. 116117. 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 Worlds Greatest Manufacturer (New York: McGraw-Hill, 2004), xix. | 10. Jeffrey K. Liker, The Toyota Way: 14 Management Principles from the Worlds 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 |