3605 Posts Found

We attempt to treat everyone fairly, but treating people fairly is not the same as treating them equally. People are not equal. And I think people don’t want to be equal for many reasons. Most people want to be individuals; they want to excel at something. And the definition of excelling means, “I’m going to prove just how unequal I am.” I don’t think there’s … [ Read more ]

Content: Quotation | Source: Babson Insight | Subjects: Management, Organizational Behavior

If you can put a box around each person, their role and their relationships – if you can actually draw a diagram with boxes and arrows – that’s a far more simplistic model than a company full of very passionate, very creative people all bringing their backgrounds, experiences and visions to a project, and having them all rowing the boat in the same direction.

Content: Quotation | Source: Babson Insight | Subject: Organizational Behavior

You may be deceived if you trust too much, but you will live in torment if you do not trust enough.

Content: Quotation | Source: Help Desk Institute Austin | Subject: Trust

The evidence of women’s success in the corporate world is plentiful. But two professors from the Olin School of Business at Washington University in St. Louis wondered whether women’s evident prowess in business is something that most people generally recognize when making investment decisions. Their conclusion: perceptions of female business leaders aren’t keeping up with reality.

Content: Article | Authors: Judi McLean Parks, Lyda Bigelow | Source: Discovery@Olin | Subject: Women in Business

Organizations are effective to the extent that they attempt to satisfy the interests of participating individuals. It is only when persons feel that their own interests are protected by some equitable distribution principle that they may value the overall attainment of a collective outcome or goal.

Content: Quotation | Source: Graziadio Business Report | Subject: Organizational Behavior

Resistance to change is one of the most powerful drivers of human behavior, and the key to dealing with it effectively is to understand both its physical and emotional components.

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

Of all the people you work with, who would you least like to be stranded alone with on a desert island? While your worst nightmare is an unlikely scenario, problem people are permanent workplace fixtures, leaving you nowhere to run. Learning some emotional survival skills can help ease the pain of close encounters you can’t avoid.

Content: Article | Author: Carol Orsag Madigan | Source: Business Finance Magazine | Subjects: Organizational Behavior, Personal Development

There is no surer way of putting problems across than to present them in a form as close as possible to that in which they actually occur, and the greater vividness and realism thereby secured will stimulate the ensuing thinking and discussion.

Content: Quotation | Source: Harvard Business Review | Subjects: Decision Making, Problems / Solutions

Most organizations are not structured with the intent of allowing people to develop themselves and to find satisfaction and fulfillment in their work. They are designed for the convenience of the managers or they’re designed for the convenience of the customer in some cases; but too few of them take into account the really basic needs of the workers. And workers have psychological needs, they … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Organizational Behavior

Since organizations get the behaviors they reward, organizations that wish to perform well and change effectively need to create systems that reward both performance and change. This sounds simple, but it is not easy to do. It is also not what most organizations do. All too often, they reward stability more than change, seniority more than performance and job size more than skill development.

Content: Quotation | Source: Ivey Business Journal | Subjects: Change Management, Organizational Behavior

Paying the person rather than the job has its most significant impact on organizational culture and employees’ motivation to change. Instead of being rewarded for moving up the hierarchy, people are rewarded for increasing their skills and developing themselves. This can reinforce a culture in which personal development and a highly talented workforce are receptive to change. It can be especially helpful when an organization … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Human Resources, Organizational Behavior

Employee engagement has three related components: a cognitive, an emotional, and a behavioral aspect. The cognitive aspect of employee engagement concerns employees’ beliefs about the organization, its leaders, and working conditions. The emotional aspect concerns how employees feel about each of those three factors and whether they have positive or negative attitudes toward the organization and its leaders. The behavioral aspect of employee engagement is … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Organizational Behavior

Emotional Intelligence (El) has been embraced by many practitioners and academicians without clear empirical support for the construct. This paper highlights the importance of using methodologically defensible scientific criteria for conducting or evaluating research. It reviews literature demonstrating that El models are beset with problems concerning their validity and show that support for the El construct may be based more on tangential speculation than on … [ Read more ]

Content: Article | Author: John Antonakis | Source: University of Lausanne | Subjects: Management, Organizational Behavior

It is not the job of a CEO to make employees listen to what you have to say; it is about setting up the system so that people want to listen. The combination of the right environment and a culture that creates wants instead of requirements places few limits on what employees can achieve.

Content: Quotation | Source: Ivey Business Journal | Subjects: Leadership, Organizational Behavior

Pretend that every single person you meet has a sign around his or her neck that says, ‘Make me feel important.’

Content: Quotation | Source: USTelecom dailyLead | Subjects: Communication, Leadership, People, Personal Development

Great companies first build a culture of discipline…and create a business model that fits squarely in the intersection of three circles: what they can be best in the world at, a deep understanding of their economic engine, and the core values they hold with deep passion.

Content: Quotation | Source: Ivey Business Journal | Subjects: Best Practices, Organizational Behavior

A Gallup survey reveals what workplace diversity really means to employees, managers, and the balance sheet.

Content: Article | Author: David C. Wilson | Source: Gallup Management Journal | Subjects: Human Resources, Organizational Behavior

Our brains are hard wired to do three things: match patterns, resist or fight any threats to survival, and respond first with emotion over logic.

…Unless an organization accepts and addresses this reality, managing change with an emphasis on logic not emotion will not diminish resistance to organizational change.

Content: Quotation | Source: CEO Refresher | Subjects: Change Management, Personality / Behavior

Our research on goal setting and our experience in coaching have helped us better understand the dynamics of what is required to actually produce positive, long-term change in behavior. We believe that the lessons executive coaches have learned in helping their clients set goals apply to leadership development in a wide variety of settings. Whether you are a professional coach, a leader coaching your direct … [ Read more ]

Content: Article | Authors: Kelly Goldsmith, Marshall Goldsmith | Source: Leader to Leader | Subjects: Organizational Behavior, Personal Development

In every industry and country there is a limit to the size of an effective organization. If employees essentially perform repetitive tasks, like assembly-line work or telemarketing, the maximum effective size is about 1,500 people. If employees are professionals, like consultants, accountants, doctors, lawyers, or teachers, then the maximum effective size is about 150. Larger sizes produce the pathologies of centralization, rising general and administrative … [ Read more ]

Content: Quotation | Source: strategy+business | Subject: Organizational Behavior