Neil H. Snyder

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The Will to Lead: Managing With Courage & Conviction in the Age of Uncertainty

Neil H. Snyder; Angela P. Clontz

America has a growing leadership crisis. Americans today are held less accountable for their actions than ever before. Will this undeniable trend ruin American individuals' drive for excellence? This leadership vacuum in American industry is nothing new. Led by the automobile and steel industries, established U.S. firms have seen their markets decline under the onslaught of fierce foreign competition. While leaders in companies such as Motorola and GE made hard choices, invested heavily in their products and their people, and emerged as companies that can compete effectively anywhere, leaders in most U.S. firms are still reluctant to step up to the plate and make similar decisions. It is just a matter of time before these firms have no choice but to act. Business leaders must recognize, and then take steps to solve, the forces resisting leadership. Today's problems stem from four major sources: 1. Divisions in the workplace; 2. Destruction of the work ethic; 3. Obsession with harmony; 4. Fear of change. The Will to Lead doesn't pull any punches. Government, unions, welfare, education, affirmative action--all come under the authors' microscope. The result is a detailed framework for emphasizing teamwork while encouraging leadership, highlighting and demanding personal accountability, and more. Tactics and strategies developed by Ford, Motorola, MCI and others are examined and their effectiveness graded. The result is a timely and provocative book that approaches this growing problem from a new and controversial angle, and is guaranteed to provoke commentary and reaction.

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Vision, Values, and Courage: Leadership for Quality Management

Neil H. Snyder; James J. Dowd; Dianne Morse Houghton

Today, quality is the battleground on which global competition takes place, yet without effective leadership no quality program can succeed. This penetrating book exposes the problems that arise when leadership in business fails to do its job, and offers powerful, inspirational examples of firms that have confronted this problem and prevailed through leadership that aims at producing quality results. By highlighting the practices of such noted leaders as Walt Disney and Michael Eisner at Walt Disney, Ray Kroc at McDonald's, Sam Walton at Wal-Mart, David Kearns at Xerox, and Robert Galvin at Motorola, the authors reveal how each of these legendary leaders possessed three crucial leadership characteristics - vision, strong values and beliefs, and the active courage to make their visions a reality. These characteristics, they show, make the difference between superior performance and "business as usual". With eloquent case studies, the authors demonstrate that unusually successful business leaders show the way for their employees by nurturing cultures that encourage and reward quality performance and by exhibiting personal characteristics that inspire excellence. A leader dedicated to a single vision, the authors show, inspires personal commitment to a common purpose. Walt Disney had a vision of a company that would never stop creating, innovating, and growing. Values and beliefs serve as the basis for direction and action in a business. Superior leaders, the authors argue, are expert in the promotion of values - such as Ray Kroc's obsession with high-quality, inexpensive food in a clean environment. The courage to make things happen is exhibited most dramatically by Sam Walton'sperseverance in mass-market retailing. The payoffs for these superior leaders included the loyalty and commitment of their employees, quality, and profits. The authors' approach to leadership for quality management - with its focus on vision, values, and courage - emphatically demonstrates what leaders must do to consistently produce quality results if they want their organizations to prosper and grow.

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Reducing Employee Theft: A Guide to Financial and Organizational Controls

Neil H. Snyder; William J. Kehoe; O. Whitfield Broome

This volume presents the first full-length guide to the alternatives available to companies seeking to reduce employee theft. The authors offer an in-depth discussion of the safeguards employers can implement and develop a comprehensive theft reduction strategy aimed at creating a working environment that discourages theft. They also address the legal and ethical problems arising from theft control issues as well as the question of equity in the workplace.

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Strategic Management Cases

Neil H. Snyder

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