4757 Posts Found

Many factors have played a role in shifting business operations dramatically over the past decade. Access to real-time, enterprise-wide information, expanded globalization, and changing financial and social priorities are creating new and diversified challenges for management. In this environment, corporate officers and directors must continue to build trust and confirm stockholders’ belief in the wisdom of their investments. Clearly articulating the company’s plans and … [ Read more ]

Content: Online Resource | Source: Deloitte | Subjects: Corporate Governance, Management

co-author (with Robert Eccles, Mary Keegan and David Phillips) of The ValueReporting Revolution: Moving Beyond the Earnings Game.

Content: Thought Leader | Sources: PwC, Quisic | Subject: Management | Industry: Investing

“We’ve stopped complaining about the lack of accountability and provided a tool to make it understandable, negotiable, and accessible.”

Content: Article | Authors: Bruce Klatt, Shaun Murphy | Source: CEO Refresher | Subjects: Management, Miscellaneous

Content: Book | Author: Henry Mintzberg | Subject: Management

What makes a value leader, and how much do industry dynamics determine value creation for different types of firms? Professor Gabriel Hawawini, Professor Paul Verdin and PhD candidate Venkat Subramanian re-examine the question to reveal new findings. Using 55 industries, they categorise firms within each industry into 3 main groups – the leading value creators, the value destroyers (the losers) and the rest that lie … [ Read more ]

Content: Article | Authors: Gabriel Hawawini, Paul Verdin, Venkat Subramanian | Source: INSEAD Knowledge | Subjects: General, Trends / Analysis

This excellent article starts out with an introduction and a good overview of issues surrounding knowledge management and then proceeds to discuss the results of an empirical study that examined the extents of KM systems operating within sample UK enterprises with respect to each company’s use of teamwork, level of bureaucracy and centralisation of decision making, innovativeness, and the ability to cope with change. … [ Read more ]

Content: Article | Authors: Helen Gabriel, Roger Bennett | Source: Emerald Now | Subjects: Knowledge Management, Organizational Behavior

This article outlines some of the reasons that companies are feeling the pressure to reduce costs and then offers a five-step methodology for building a foundation of strategic cost reduction (SCR) in your organization.

Content: Article | Author: Derek F. Martin | Source: CEO Refresher | Subject: Management

Perception follows purpose.

Content: Quotation | Source: LiNE Zine | Subjects: Perception, Vision

Annunzio is a Chicago-based partner at the consultant firm Nextera, an adjunct professor at the University of Chicago Graduate School of Business, and author of eLeadership: Proven Techniques for Creating an Environment of Speed and Flexibility in the Digital Economy

Content: Thought Leader | Source: Quisic | Subject: Management

A two-page summary of research by the American Management Association of workplace testing of basic skills, job skills, and psychological meaurement (2001)

Content: Online Resource | Source: American Management Association (AMA) | Subjects: Human Resources, Management

How often do we make false assumptions about other people based on our own culture and experiences? And even more importantly, how often do we fail to recognise and understand how individuals deal with grief and change in their personal lives or at work.

Content: Article | Author: Anne Riches | Source: CEO Refresher | Subjects: Change Management, Management

When governance has the texture of service it calls for a like response from those governed.

Content: Quotation | Source: ManagementFirst | Subjects: Leadership, Management

Companies such as Pan Am provide classic case examples of failure. From examining such cases, current literature has identified four notable areas of failure within organizations. In addition, the authors carried out a survey on front-line supervisors and managers asking what factors they thought contributed to organizational failure. Six of the top causes of failure are presented.

Content: Article | Authors: Clinton O. Longenecker, Jack L. Simonetti, Thomas W. Sharkey | Source: ManagementFirst | Subjects: Leadership, Management

People can’t do what they can’t imagine.

Content: Quotation | Source: CEO Refresher | Subjects: Action, Success / Failure

Now you see it. And then you don’t. The emerging economy that will dominate the next century will be governed by a series of factors or “discontinuities” that managers need to prepare for.

Content: Article | Author: C.K. Prahalad | Source: ManagementFirst | Subjects: Strategy, Trends / Analysis

This article starts off with a dubious and unsupported rail against centralized organizations. Luckily, it soon changes gears and discusses high-performing organizations and the futility of searching for an ideal or perfect organizational structure (the structure must be appropriate for the organization’s vision and values, goals and priorities, skill and experience levels, culture, team effectiveness, etc.) Some general trends that are emerging are … [ Read more ]

Content: Article | Author: Jim Clemmer | Source: CEO Refresher | Subjects: Management, Organizational Behavior

Emin Civi asks ‘What is knowledge management?’ and ‘Why is it important?’ and discusses issues associated with knowledge and identifies five general steps to knowledge management success.

Content: Article | Author: Emin Civi | Source: ManagementFirst | Subject: Knowledge Management

Sure, you’ve heard of the waterfall development methodology and have probably used it (whether you knew it or not). But how is it used at the enterprise level? Here’s a look at the process, typical deliverables, and what to expect from each step.

Content: Article | Author: Tom Mochal | Source: TechRepublic | Subject: Project Management

Until customers of measures and owners of measures get together, what gets measured doesn’t necessarily get managed…What gets rewarded gets managed.

Content: Quotation | Source: CEO Refresher | Subjects: Management, Measurement

Peter Senge argues that it is no accident that most organizations are ‘poor learners’. The way organizations are designed and structured, the ways jobs are defined, and the way we have been taught to behave and think in organizations create fundamental learning disabilities. The disabilities persist in spite of the best efforts of intelligent and committed people. The learning that does take place occurs in … [ Read more ]

Content: Article | Author: Rick Sidorowicz | Source: CEO Refresher | Subjects: Management, Organizational Behavior