000			02697nam a22002297a 4500
008			240723b |||||||| |||| 00| 0 eng d
020			_a9780998074306
040			_cTBS
041			_aeng
050			_aHD5660.U5 _bC37 2009
100			_aCarney, Brian M. _923922 _eauthor
245			_aFreedom, Inc. _b: how corporate liberation unleashes employee potential and business performance _c/ Brian M. Carney and Isaac Getz.
250			_aThird edition.
260			_a[Place of publication not mentioned] : Somme Valley House, [2016].
300			_axxi, 377 pages ; 23 cm.
520			_aCorporate liberation is not a strategy. It is a business philosophy that leaders around the world are using to radically transform their organizations. Liberating leaders believe that a workplace based on respect and freedom is a more natural environment than one based on mistrust and control. So they acted to align their organizations with these beliefs: They liberated people's initiative and potential and with it, unshackled their companies' performance. A lot has happened since Freedom, Inc. first appeared in 2009. The book itself has been translated to six other languages. In France, it won the best business book award and was the No.1 business/management bestseller on Amazon.fr seven months in a row. More importantly, it has inspired hundreds of leaders to launch their own corporate liberation. The French daily Le Monde has heralded the start of a corporate liberation movement in France. Since then, the phenomenon has made the cover of leading periodicals, been shown on the evening news of major European TV chains, and been the subject of a 90-minute TV documentary that broke all the records for popularity. Most liberated companies have been small and medium size-though some have grown tremendously since. Yet increasingly, multinationals such as Michelin or Decathlon-operating in Europe, America and Asia-are joining the corporate liberation movement that pioneers such as W.L. Gore and USAA began. Corporate liberation has no frontiers, geographical or industrial. Vineet Nayar has liberated an Indian high-tech giant and David Marquet, a U.S. nuclear submarine. Leaders of organizations of all sizes and types are shedding their hierarchies and bureaucracies and transforming them into respect- and freedom-based workplaces. Every morning their employees go to work, but many prefer to say they go to have fun-pursuing a common dream using their own initiative.
526			_aM1 Human Resource Management: General References
650		0	_aManagement _x Employee participation _95989
650		0	_aSuccess in business _91506
700			_aGetz, Isaac _923923 _eauthor
942			_2lcc
999			_c4281 _d4281