3605 Posts Found

Most organizations have discrete formal groups and processes that use different lenses for evaluating ideas: Marketing represents the customers, finance evaluates the economics, and engineering determines feasibility for launch. They answer the questions in series, and then “throw the problem over the wall” to the next team. They may not even be aware of one another’s findings.

The principles of focused accountability or clear decision rights … [ Read more ]

Content: Quotation | Authors: Jon R. Katzenbach, Zia Khan | Source: strategy+business | Subjects: Best Practices, Innovation, Management, Organizational Behavior

New leaders want to put their stamp on an organization — but it’s often better for their egos than for their companies. Change for its own sake causes cynicism and resistance among the rank and file. And all too frequently, it’s harmful or worse for organizational performance.

Content: Article | Author: Jeffrey Pfeffer | Source: BNET | Subjects: Change Management, Management, Organizational Behavior

Ever since Netflix’s awesome vacation policy was revealed to the public (basically, there is no policy, it’s take the time you think you need), the company’s work policies have been of interest to people. A new 128-page presentation called “Reference Guide on our Freedom & Responsibility Culture” was recently sent around the company, and then put on SlideShare, where the blog Hacking Netflix found it.

The … [ Read more ]

Content: Multimedia Content | Subjects: Best Practices, Human Resources, Management, Organizational Behavior

One of the realities of corporate life is that there is only so much face time, airtime, meeting time, and thinking time available to those who lead organizations. You can have influence only to the extent that people take time out of their busy days to listen to you and pay attention to your advice. As the author has discovered, there is an art to … [ Read more ]

Content: Article | Author: James E. Lukaszewski | Source: Leader to Leader | Subjects: Leadership, Management, Organizational Behavior

J. Jacobs in her famous book Systems of Survival (1992) distinguishes between two ethical systems that she calls ‘moral syndromes’. The public domain is characterised by the guardian syndrome, the private domain by the commercial syndrome. The guardian syndrome involves values such as avoidance of trade and commerce, pursuit of discipline and loyalty, and respect for tradition and hierarchy. There is also a certain degree … [ Read more ]

Content: Quotation | Authors: Erik-Hans Klijn, Geert R. Teisman | Source: European Business Forum (EBF) | Subject: Ethics

Research shows that most transformation leaders go unpromoted, unrecognized, and unrewarded. And their companies suffer in the long run.

Content: Article | Authors: Marisa Faccio, Stratford Sherman | Source: strategy+business | Subjects: Change Management, Management, Organizational Behavior

Layoffs are a fact of life today at many companies, as is survivor guilt–which engenders the feelings of fear, frustration, and distrust harbored by some people who still have their jobs. Companies can address survivor guilt by recognizing that large-scale layoffs represent fundamental organizational change. Leaders need to manage layoffs carefully, ensuring that departing employees are treated fairly and respectfully while striving to give remaining … [ Read more ]

Content: Article | Source: Boston Consulting Group (BCG) | Subjects: Human Resources, Management, Organizational Behavior

Here are 10 best practices for using 360 feedback.

Content: Article | Source: LeaderNation | Subjects: Human Resources, Management, Organizational Behavior

One of the frameworks that resonates with me is a cycle called knowledge, experience, and trust. You capture knowledge about the person or the entity, you translate that into an experience that the person has, and that builds trust. And trust starts the cycle over again, because if you trust someone they’ll give you more knowledge about them and you keep going. And trust also … [ Read more ]

Content: Quotation | Author: Jon Spector | Source: Chief Executive | Subjects: Personality / Behavior, Trust

Leader presumes follower. Follower presumes choice. One who is coerced to the purposes, objectives, or preferences of another is not a follower in any true sense of the word, but an object of manipulation. Nor is the relationship materially altered if both parties voluntarily accept the dominance of one by the other. A true leader cannot be bound to lead. A true follower cannot be … [ Read more ]

Content: Quotation | Author: Dee Hock | Source: Leader to Leader | Subjects: Leadership, Organizational Behavior

There are three categories of people in this world. The first is the individual who wakes up in the morning and goes into the office and proceeds to dream. The second category is the individual who gets up in the morning, goes into the office, and proceeds to work 16 hours a day. The third is the individual who comes into the office, dreams for … [ Read more ]

Content: Quotation | Author: Steve Ross | Source: Leader to Leader | Subjects: Organizational Behavior, Personal Development, Personality / Behavior

Ten best-practices to follow when leading a feedback meeting.

Content: Article | Source: LeaderNation | Subjects: Human Resources, Management, Organizational Behavior

Recent research by Loran Nordgren and his colleagues Ap Dijksterhuis, Maarten Bos, and Rick van Baaren adds some surprising insights to our understanding of thought and its influence on decision making. Published in Science, the work highlights the value of unconscious thought, suggesting that when it comes to complex decisions, many of our best choices are made in the absence of attentive deliberation. Contrary to … [ Read more ]

Content: Article | Source: Kellogg Insight | Subject: Organizational Behavior

The Orpheus Chamber Orchestra was founded in 1972 in New York, designed to rely on the skills, abilities, and passionate commitment of its members rather than on the leadership of a conductor. Power, responsibility, and motivation rest entirely in the hands of the musicians. Jointly its members make the artistic decisions that are ordinarily the work of a conductor, and they participate in choosing the … [ Read more ]

Content: Book | Authors: Harvey Seifter, Peter Economy | Subjects: Leadership, Management, Organizational Behavior

The author of Emotional Intelligence says business leaders will need greater interpersonal awareness in an era of corporate transparency.

Content: Article | Authors: Daniel Goleman, Lawrence M. Fisher | Source: strategy+business | Subjects: Organizational Behavior, People

When large companies are organized in the traditional division structure, strategic decisions too often fall to managers under pressure to meet budgetary demands. Success in one unit masks underperformance in others, while ventures that promise strong future growth go underfunded because they don’t contribute to short-term bottom-line numbers.

One way to shake things up is to review the strategy and performance-management processes and to make decisions … [ Read more ]

Content: Article | Authors: Felix Wenger, Massimo Giordano | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Strategy

Phenomenon: Keirsey and Bates’s Please Understand Me, first published in 1978, sold nearly 2 million copies in its first 20 years, becoming a perennial best seller all over the world. Advertised only by word of mouth, the book became a favorite training and counseling guide in many institutions — government, church, business — and colleges across the nation adopted it as an auxiliary text in … [ Read more ]

Content: Book | Author: David Keirsey | Subject: Organizational Behavior

One of the root problems with business schools is that too many are infected with assumptions that reinforce and bring out the worst in human-beings. In particular, the logic and discipline of economics usually rules the roost at business schools.

Editor’s Note: The comments add as much or more value as the article itself.

Content: Article | Author: Robert I. Sutton | Source: Harvard Business School (HBS) | Subjects: Economics, Ethics

Without a clear vision, an organization be-comes a self-serving bureaucracy. The top managers begin to think “the sheep are there for the benefit of the shepherd.” All the money, recognition, power, and status move up the hierarchy, away from the people closest to the customers, and leadership begins to serve the leaders and not the organization’s larger purpose and goals.

Content: Quotation | Authors: Jesse Stoner, Kenneth H. Blanchard | Source: Leader to Leader | Subject: Organizational Behavior

A conversation with Dan Ariely.

Content: Thought Leader | Authors: Dan Ariely, Jon Warshawsky | Source: Deloitte Review | Subjects: Marketing / Sales, Organizational Behavior