The High Engagement Work Culture: Balancing Me and We [Paperback]

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'.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

'Great read. There are many good examples that show how organizations can create a high engagement culture. It clearly describes how successful companies have achieved outstanding levels of performance by balancing me and we.'

Edward E. Lawler III, Author of Management Reset: Organizing for Sustainable Effectiveness, Director, Center for Effective Organizations and Professor at Marshall School of Business, University of Southern California, Los Angeles.

'The way we manage our employees has not kept pace with the changing nature of workplaces, growing competition and the changing attitudes of people at work. This mismatch is not sustainable; this is a vital topic for our ability to sustainably create wealth and for the wellbeing of our people. David Bowles and Cary Cooper have written an important book, at an important time on a vital topic. The good news is that some (but all too few) organizations have risen to this challenge and are sustainably engaging their people while delivering great business outcomes. The current crisis has focused attenti