Publication Date

5-1-2007

Abstract

[Excerpt] You’re reading this book because you want to do good and you want to do well in your organization. In this book, I will help you do both. I will help you if you are (or aim to be) a senior manager in an organization and have a seat at the table where key decisions are made. I will also help you if you are (or aim to be) one of the valued employees doing the good work of the organization in your individual office, cubicle, laboratory, or sales territory. What makes you valuable to your organization? You’re valuable if the organization would lose out if it weren’t paying you for your input. The head of the organization would have significantly more to do if you weren’t there. Without you, less would be produced. In your absence, poorer decisions would be made. But in order for you to be valuable, your input must truly be valuable. Your input cannot be valuable if you do not know what the organization is trying to achieve. It cannot be valuable if you do not know what strategy the head of the organization and the other leaders have adopted to try to achieve it. And it cannot be valuable if you cannot contribute to the making of good, sound, purposeful decisions. Those are the things that this book will help you do: understand the organization’s bottom line and help you contribute to it.

Comments

Suggested Citation
Fields, G. (2007). Excerpts from Bottom-Line Management. Retrieved [insert date], from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/workingpapers/18/

Required Publishers Statement
Copyright held by the author.

Share

COinS