Jack Stack took over a fledging company called Springfield Remanufaturing Corporation (SRC) in early 1983. At the time Stack's management team bought out SRC, the company lost $60,000 in revenues for fiscal year 1982. By instituting his unique style of "open book management," Stack was able to turn the company around with pretax earnings of $2.7 million in 1986 and annual sales of $70 million by 1991.

The long touted "partnership" between management and staff is still an elusive goal for many companies. This book provides the first practical, step-by-step approach to actually achieving this kind of high-performace culture. Filled with original implemetation tools, the book outlines how to educate employees so they fully understand the business and their specific roles, empower them to act in the company's best interests, and engage them with incentive plans.

From managing diversity to exploring alternative workplaces to debunking myths about compensation, the topics covered in this collection address how to build organizations with judicious and effective systems for managing people.

The authors of the acclaimed The Power of Open-Book Management now bring you their essential nuts-and-bolts guide to creating and implementing an OBM strategy tailored to the specific needs of your company. Sample dialogues, training exercises, tips, and techniques provide the tools you need to successfully meet the challenge of introducing OBM into your company. Check out our review

The Open-Book Experience explains how to identify critical numbers, how to bring the corporate financials down to earth, and how to set up a system that gets everyone in the business working to improve performance. It describes how companies both large and small have actually implemented open-book management - how they got started, how they overcame obstacles, and how they taught employees to understand the business. Using a step-by-step methodology gleaned from the experiences of more than 100 successful companies, and revealing tools and techniques such as electronic scoreboards and collaborative "games," Case shows how open-book management can work for any company wanting to bridge the age-old gap between concern for people and the need for rigorous performance measurement and improvement.

Open-book management is a unique business model based upon the appealingly simple idea that employees who are informed about their organization's financial, sales, and marketing results make more significant contributions to the company's success. This book offers readers plenty of solid advice and guidance on how to launch an open-book management initiative and achieve a customer/people-focused enterprise.

A refreshingly sensitive and sensible guide to motivating employees, this new volume by Stack and Burlingham (The Great Game of Business) is a standout in its crowded genre. Stack is the president and CEO of SRC Holdings Corporation, an employee-owned supplier of renovated engines to auto companies and a celebrated business success story. In 1983, when it looked like SRC's parent company, International Harvester, might shut down its southwestern Missouri "remanufacturing" plant, Stack and 12 other employees bought the place and fashioned a system of employee ownership that turned SRC into a corporation of 22 companies with more than $100 million in sales.

Chuck Kremer, Ron Rizzuto, and John F. Case believe "50 percent of small-company owners and managers don't get complete, timely information about their business's financial performance" and "90 percent don't really understand or use the information they do get." Kremer, a business-literacy consultant, Rizzuto, a university finance professor, and Case, a business journalist, further contend that such data and their proper application are critical to the successful operation of any small business. That's why they've assembled Managing by the Numbers as a self-help guide to the ins and outs of corporate finance. In the first section, they show how to decipher three major reports that everyone should review monthly (balance sheet, income statement, cash flow). In the second, they discuss how resultant figures tie in to "three bottom lines of business" (net profit, operating cash flow, return on assets) that can be examined collectively.