3590 Posts Found

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

Business literature is packed with advice about worker motivation-but sometimes managers are the problem, not the inspiration. Here are seven practices to fire up the troops.

Content: Article | Authors: David Sirota, Louis A. Mischkind, Michael Irwin Meltzer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior

Risk tolerance is a kind of index of confidence and courage: the willingness to go forward into uncertainty and operate there at length. When decisions are made collectively, the risk tolerance of the group is a measure of mutual trust. It shows what the members believe they can accomplish as a group if conditions become turbulent during, say, a difficult merger or acquisition. But it’s … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Organizational Behavior, Risk Management

Kimmel (ESCP-EAP, European School of Management) examines the phenomenon of rumor as viewed from the behavioral sciences, marketing, and communication fields. He offers a framework for preventing and neutralizing marketplace rumors, and for managing the rumors that circulate within an organization. The text includes numerous examples of actual rumor cases and how managers dealt with them. Written for academics and managers in a wide range … [ Read more ]

Content: Book | Author: Allan J. Kimmel | Subjects: Management, Organizational Behavior

Uncomfortable work environments make for disgruntled employees — just like the cartoon says.

Content: Article | Authors: Emily Killham, Jerry Krueger | Source: Gallup Management Journal | Subjects: Management, Organizational Behavior

In the first preliminary analysis of data on 100 firms collected by the Stanford Project on Emerging Companies (SPEC), researchers James Baron, Diane Burton, and Michael Hannan identify four distinct models of how young firms approach human resource issues. They call these models star, engineering, commitment, and factory and they can have a significant impact on a firm’s future.

Editor’s Note: this is an … [ Read more ]

Content: Article | Author: Cathy Castillo | Source: Stanford University | Subjects: Human Resources, Organizational Behavior

The human condition can almost be summed up in the observation that, whereas all experiences are of the past, all decisions are about the future. The image of the future, therefore, is the key to all choice-oriented behavior.

Content: Quotation | Source: The Wilson Quarterly | Subjects: Decision Making, Future

Organizations are increasingly inter-connected as they source talent, goods and services from other organizations located in disparate parts of the world. They seek new ways of creating value for themselves, customers and partners. They operate outside and across traditional industry boundaries and definitions. These innovations have lead to a focus on business models as a fundamental statement of direction and identity. This paper highlights what … [ Read more ]

Content: Article | Authors: Peter Keen, Sajda Qureshi | Source: Hawaii International Conference on System Sciences | Subjects: Organizational Behavior, Strategy

The value of most frameworks lies not in changing a manager’s initial intuition but in clarifying the issues that arise when managers with different instincts try to debate the right course of action. A structured framework can transform the debate from a battle of guts, ultimately resolved on the basis of reputation, power, and eloquence (often in that order), into a comparison of the assumptions … [ Read more ]

Content: Quotation | Source: Harvard Business Review | Subjects: Decision Making, Strategy

Apollo Root Cause Analysis is about effective problem solving. It is a new way of thinking that will ensure you find an effective solution to almost any kind of problem. You will discover new communication tools that are revolutionizing the way people all around the world think, communicate, and make decisions together. This book will enable you and your organization to effectively communicate without the … [ Read more ]

Content: Book | Author: Dean Gano | Subjects: Management, Organizational Behavior

We’re all taught the Lord Acton saying that power corrupts and absolute power corrupts absolutely. But the more time I spend looking into power, the less I feel that is always true. What I do feel is invariably correct-what power always does-is reveal. Power reveals. When a leader gets enough power, when he doesn’t need anybody anymore-when he’s president of the United States or CEO … [ Read more ]

Content: Quotation | Source: Harvard Business Review | Subject: Power / Authority

No one can lead who does not first acquire power, and no leader can be great who does not know how to use power. The trouble is that the combination of the two skills is rare. The temperament and behavior of the ambitious, cynical player adept at amassing power is often at odds with those of the daring and imaginative visionary able to achieve great … [ Read more ]

Content: Quotation | Source: Harvard Business Review | Subject: Power / Authority

The central task of management is getting things done in situations in which you cannot do everything yourself, which means getting things done through others. To carry out this task – and solve the concrete problems it poses – managers need a causal map of their employees’ beliefs, intentions and actions.

Editor’s Note: this is one article of the entire Fall 2003 issue found in … [ Read more ]

Content: Article | Author: Mihnea Moldoveanu | Source: Rotman Magazine | Subjects: Management, Organizational Behavior

Organizations do four things – they find, they keep, they tranform and they distribute. Many concentrate on one thing or another, although virtually all organizations do all four. And they do them in all kinds of ways (sometimes in linear sequences, called chains, often around central cores, called hubs, and increasingly in interactive networks, called webs). Which one is used makes a big difference in … [ Read more ]

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

It is widely recognized that cultural differences between the partners of a merger are one of the most common reasons for failure in mergers. The development of a new, shared culture is a critical factor for merger success. It is possible to manage this process in a structured way. This article gives a brief introduction into the concept of corporate culture and explains, why it … [ Read more ]

Content: Article | Author: Oliver Recklies | Source: TheManager.org | Subject: Organizational Behavior

What the people of an organization want from their leader are answers to the following: Where are we going? How are we going to get there? What is my role? The more clarity that can be added to each of the three questions, the better the result.

Content: Quotation | Source: CEO Refresher | Subjects: Leadership, Organizational Behavior