3605 Posts Found

Men have always recognized that you really have to make choices. Women have deluded themselves into thinking that you don’t. This is not to say that you can’t have a decent family life and an interesting job as well. People who are working part time in professional jobs are having a much happier time than if they were home working full time as mothers or … [ Read more ]

Content: Quotation | Source: Fast Company | Subject: Women in Business

Results and talent. In people management, competencies should be given equal consideration to objectives, say Pablo Cardona and Pilar García-Lombardía in their book “Cómo desarrollar las competencias de liderazgo” (“How to Develop Leadership Competencies”). In the authors’ view, organizations that adapt tasks to fit their employees’ competency profile have a better chance of success, especially if they take steps to develop the desired competencies. Cardona … [ Read more ]

Content: Article | Source: IESE Insight | Subjects: Management, Organizational Behavior

To be a master communicator, all you have to do is follow a simple three-step process. First, have something good to say. Second, say it well. And third, say it often.

Content: Quotation | Source: MarketingProfs | Subject: Communication

In many organizations, managers manage at one level too low. And that makes it difficult to create paradigmatic change.

Content: Article | Author: Jonathan Byrnes | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior

“By its very nature, a manager’s job leaves little room for reflection,” Bruch and Ghoshal contend, “and as a result managers tend to ignore or postpone dealing with the organization’s most crucial issues.” How can managers overcome this problem and learn to take “purposeful action” rather than drowning in the day-to-day deluge of email, phone calls and meetings? That’s the question the authors answer in … [ Read more ]

Content: Book | Authors: Heike Bruch, Sumantra Ghoshal | Subjects: Management, Organizational Behavior

An intensive study of teams in the aeronautical industry in the mid-90’s, led to the observation that successful learning teams went through a four-stage process before they achieved collective or organizational learning. Conflict often acted as a stimulant to propel teams toward organizational learning. On the other hand, not all teams became successful learning teams, and conflict was sometimes a factor when they did not. … [ Read more ]

Content: Article | Authors: Kathryn S. Rogers, Ph.D., Teri C. Tompkins, Ph.D. | Source: Graziadio Business Report | Subject: Organizational Behavior

There is no efficiency in knowledge work — it’s the wrong target. Discretionary time is required for problem solving, innovative thinking, and fruitful collaborations.

Content: Quotation | Source: Gallup Management Journal | Subjects: Knowledge, Organizational Behavior

Formal presentations often shut down the very communication they are meant to foster. Without sufficient knowledge of the interests of the audience, a slide show says, “I’ve got the answers and you’re here to listen.” This type of presentation tends to fall short of the impact of simply asking a few well-thought-out questions earlier in the process.

Content: Quotation | Source: CIO Magazine | Subjects: Communication, Persuasion

A Q&A with industrial psychologist and author David Sirota

Content: Article | Author: David Sirota | Source: Optimize Magazine | Subjects: Management, Organizational Behavior

How can corporations make themselves more like the market? An excerpt from the best-selling book.

Content: Article | Authors: Richard N. Foster, Sarah Kaplan | Source: McKinsey Quarterly | Subjects: Innovation, Organizational Behavior

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“The most powerful factors in how people perceive risk,” Professor Wildavsky wrote in his essay “Riskless Society,” “apparently are ‘trust in institutions’ and ‘self-rated liberal and conservative identification.'” According to the professor, left-leaning individuals are more likely to perceive true risk as potential injustice and perceive technology as exploitative, harming the poor and nature, while those who lean to the right are more likely to … [ Read more ]

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

In the workplace, employers need to take into account women who take a temporary “off-ramp” from their careers. Here is how to keep them connected to your company.

Content: Article | Authors: Carolyn Buck Luce, Sylvia Ann Hewlett | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Women in Business

Prioritization is about doing something. It’s not about an excuse for inaction.

Content: Quotation | Source: strategy+business | Subjects: Accountability, Action

A study by George O. Klemp, Jr. and David C. McClelland, “What Characterizes Intelligent Functioning Among Senior Managers?” examined the attributes that distinguished successful senior managers from their average counterparts, through a method called job competence assessment. The results of the study indicated that there were eight competencies which differentiated between top senior managers and their average counterparts.

Content: Article | Author: Brad McRae | Source: TheWorkingManager.com | Subjects: Management, Organizational Behavior

Networks are based on trust. Because trust is determined through face-to-face interactions, one needs to appreciate the profound and stark truth about networks: ‘You don’t look like me, you don’t dress like me, you don’t think like me, therefore I don’t want to know or understand you.’ This fetish for the familiar is fundamentally tribal and resistant to the heterogeneous qualities of hierarchical organization. So … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Knowledge, Organizational Behavior

When rapid or radical change is called for, executives must turn to the networks within their organization. Key positions in the network mobilize it to flexibly adapt to the exigencies of the moment. Three prototypical patterns emerge. The first pattern is the hub, as in a ‘hub and spoke’ system on a bicycle wheel. This pattern represents an optimal distribution system for centralizing work processes. … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Change Management, Organizational Behavior

Experience, direct or indirect, is the source of tacit knowledge. Stored in people, tacit knowledge is actuated (shared) though trust formation. Trust develops in predictable network patterns that by their nature run counter (are mis-aligned) to hierarchical organization. If one treats tacit knowledge as a natural resource embodied in humans (or human resource), then knowing where and how to mine the networks for tacit knowledge … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Innovation, Organizational Behavior

Organizational change is a fact of life in today’s companies, but why is it such a challenge? In a paper titled “Asymmetric Adaptability: Dynamic Team Structures As One-Way Streets,” Henry Moon of Emory University’s Goizueta Business School and coauthors look into the factors at play when moving from one organizational set up to another. The findings, published last year in the Academy of Management Journal, … [ Read more ]

Content: Article | Source: Knowledge@Emory | Subject: Organizational Behavior

Nothing demotivates people like the equal treatment of unequals.

Content: Quotation | Source: Fast Company | Subjects: Management, Organizational Behavior