3590 Posts Found

Researchers routinely find that 60 to 75 percent of the employees in any organization-no matter when or where the survey was completed and no matter what occupational group was involved-report that the worst or most stressful aspect of their job is their immediate supervisor.

Content: Quotation | Source: Stanford University | Subjects: Human Resources, 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 School (HBS) Working Knowledge | Subject: Power / Authority

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Dr. Robert Atkins made a living and created a cultural phenomenon teaching people to reduce
their intake of carbs. My advice counters Dr Atkins; I teach teams to indulge, even delight in their CARB intake. CARB is an acrostic representing the four major dimensions ultimately responsible for a team’s effectiveness:
– Commitment to the team and each other
– Alignment and goal agreement
– Relationships among … [ Read more ]

Content: Article | Author: Kevin Eikenberry | Source: ChangeThis | Subjects: Management, Organizational Behavior

For the past 25 years, the author of this article has studied organizations that provide stimulating work climates and found that while some of the best, most creative ideas are often spontaneous, in general, creativity is not random. Certain organizational structures can foster greater innovation–not just the generation of great ideas, but their implementation as well.

Content: Article | Author: Stanley S. Gryskiewicz | Source: Psychology Today | Subjects: Innovation, Organizational Behavior

The smart aleck employee who prides himself on doing as little as possible to scrape by will needle you by saying, “There are no bad workers–just bad managers.”

Editor’s Note: check out the ten types of bad employees slideshow.

The genius-in-residence has a minor point. But the question remains: How do you motivate employees who don’t perform up to their potential?

Content: Article | Author: Scott Reeves | Source: Forbes | Subjects: Management, Organizational Behavior

The best organizations have the best talent…Financial incentives drive company performance…Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to … [ Read more ]

Content: Book | Authors: Jeffrey Pfeffer, Robert I. Sutton | Subjects: Management, Organizational Behavior

Values in teams are the specific beliefs about what is right and wrong around us. Organizational and team values are about the culture we should encourage, the standards we should have, and the principles that should underpin the team’s efforts. They are the essential building blocks of teambuilding.

Over time all other things may change – an organization’s people, strategy, finances, beneficiaries – but its values … [ Read more ]

Content: Article | Author: Martin Edwards | Source: LeaderValues | Subject: Organizational Behavior

New research shows that women managers outperform men in almost every management dimension. For women financial managers, this can translate into increased faith in their ability to climb to the top. The message for men is twofold: a call to develop their leadership skills and to recognize that their companies have a superior resource that is tremendously underutilized.

Content: Article | Author: Shari Caudron | Source: Business Finance Magazine | Subject: Women in Business

Visionary in scope, Intellectual Capital is the first book that shows how to turn the untapped knowledge of an organization into its greatest competitive weapon. Thomas A. Stewart demonstrates how knowledge-not natural resources, machinery, or financial capital-has become the most important factor in economic life. Through practical advice, stories, and case histories, Stewart reveals how organizations and individuals can create and use the knowledge assets … [ Read more ]

Content: Book | Author: Thomas A. Stewart | Subjects: Knowledge Management, Organizational Behavior

Examine a business situation gone bad and there is a good chance you will find, somewhere in the chain of failure, an executive who did not listen. The executive was told but never heard.

Content: Quotation | Source: Ivey Business Journal | Subject: Communication

Many organizations suffer a disconnect between strategy formulation and its execution. The answer? HBS professor Robert S. Kaplan and colleague Andrew Pateman argue for the creation of a new corporate office.

Content: Article | Author: Martha Lagace | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Organizational Behavior, Strategy

A company today is made up of six kinds of capital. There’s the financial capital, the structural capital and the intellectual capital, all of which we understand pretty well. Yet I don’t believe those things by themselves create wealth. Those are actually almost inanimate. And it’s a complete mistake to say that knowledge is the most critical resource in the New Economy. Knowledge today is … [ Read more ]

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

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People tend to think of diversity as simply demographic, a matter of color, gender, or age. However, groups can be disparate in many ways. Diversity is also based on informational differences, reflecting a person’s education and experience, as well as on values or goals that can influence what one perceives to be the mission of something as small as a single meeting or as large … [ Read more ]

Content: Article | Authors: Gregory Northcraft, Karen Jehn, Margaret Neale | Source: Stanford University | Subject: Organizational Behavior

Do you let ego and basic survival instincts dictate your workplace behavior? Are co-workers playing destructive power games that undermine your efforts? Being territorial isn’t always all bad, but if taken too far, it can work against you in today’s collaborative team environment.

Content: Article | Author: Carol Orsag Madigan | Source: Business Finance Magazine | Subject: Organizational Behavior

What type of employee becomes a whistleblower? What type of company culture promotes whistleblowers? How should the company respond once a whistleblower steps forward? Can a silent employee be just as damaging as an employee who speaks out? These are relevant questions with serious consequences in today’s business climate.

Content: Article | Author: Ariane David, Ph.D. | Source: Graziadio Business Report | Subjects: Ethics, Management

Developing high potentials to take on key senior leadership roles is complex and challenging for organizations – beginning with how to define “high potential.” Most organizations can identify, with varying degrees of formality, their short list of likely future senior leaders. But, by definition, the characteristics of these high potentials are illusive. How do you recognize promise, or know it when you see it? This … [ Read more ]

Content: Article | Author: Ellen Foley | Source: Forum | Subjects: Leadership, Organizational Behavior

In many of the management teams I’ve studied, an unwillingness to disagree has proved a problem. This seems to be the general pattern. It’s more difficult to draw people out than to control. Within a team there is a sort of natural policing that goes on which means excessive combativeness usually isn’t tolerated. On the other hand there are no sanctions … [ Read more ]

Content: Quotation | Source: Emerald Now | Subject: Teamwork

In business, where sins of commission (doing something) tend to be punished much more severely than sins of omission (doing nothing), the status quo holds a particularly strong attraction.

Content: Quotation | Sources: Harvard Business Review, The Hidden Traps in Decision | Subject: Organizational Behavior