3605 Posts Found

Values drive behavior and therefore need to be consciously stated, but they also need to be affirmed by actions.

Content: Article | Author: Charles D. Kerns, Ph.D. | Source: Graziadio Business Report | Subject: Ethics

It’s one thing to aspire to please and play by the rules. It’s another thing altogether to aspire to shake things up and be an agent of change. To effect change on a wide scale, women must leverage their resolve, their internal wisdom, their authentic voice

Content: Article | Author: Linda Dunkel | Source: CEO Refresher | Subject: Women in Business

we used to endorse character and integrity, but today the business ethic that reigns is achievement. And whenever you establish the worth of someone based on what they can do and not on who they are, you have created the environment for fraud.

Content: Quotation | Source: CFO Publishing | Subjects: Ethics, Integrity

There may well be differences in the brains of males and females that equip them to excel at different things. But the error of universities and other prestigious institutions has been to construct its (sic) hierarchy of excellence on the mastery of skills that come most easily to males.

Content: Quotation | Source: The Independent (via Emerald Now) | Subject: Women in Business

In virtually all areas of human endeavour, both ‘how’ and ‘what’ are of concern. The realization that all organizations today are involved in a matrix is perhaps important; no company, organisation or even state can really afford to ignore either of these aspects. The need is always to balance the task compulsions with the task constraints – the ‘what’ and ‘how’.

Content: Article | Authors: David West, Jharna Sengupta Biswas | Source: TheWorkingManager.com | Subject: Organizational Behavior

Over a number of years I have worked on the development of at least five catapulting ideas. They are the product of an approach to organizational problems that I first formulated in 1974 under the name “idealized redesign of the corporation.” Rather than merely solving problems, this approach dissolves them. To solve a problem is to change the effects of one or more undesirable causes; … [ Read more ]

Content: Article | Author: Russell L. Ackoff | Source: Prism (Arthur D. Little) | Subjects: Management, Organizational Behavior

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CRM and the forces impeding its success are both growing up: early problems that mostly concerned technology and the misaligned goals of different organizations within the same company are giving way to perennial organizational challenges. Companies are increasingly getting the business-alignment and technology issues right, but many must still tackle the hardest challenge of all: motivating organizations and making them accountable for results.

Content: Article | Authors: Anupam Agarwal, David P. Harding, Jeffrey R. Schumacher | Source: McKinsey Quarterly | Subjects: Customer Related, Organizational Behavior

A brief outline of why the “balanced” scorecard is not truly balanced in terms of human capital, and the pernicious consequences of the absence of capability assessments that include developmental potential in companies.

Content: Article | Author: Otto Laske | Source: BetterManagement.com | Subjects: Management, Organizational Behavior

The purpose of this book is to present a broader view of intelligence than simply that which is defined by performance in intelligence tests, and to document the importance of intelligence not only in schools but in everyday life, including both job-related and domestic settings. Practical Intelligence brings together 15 chapters by distinguished experts in the field. It includes four main parts, plus introductory and … [ Read more ]

Content: Book | Authors: Richard K. Wagner, Robert J. Sternberg | Subjects: Miscellaneous, Organizational Behavior

Developing and promoting internal talent who are already performing successfully within a company’s unique culture is preferable to hit-or-miss recruiting of senior executives from the outside. For one thing, success in senior positions depends on whether a new leader is accepted by his or her peers; so many external candidates fail because the culture rejects them. For another, promotions send a signal that an organization … [ Read more ]

Content: Quotation | Source: Mercer Management Journal | Subjects: Human Resources, Organizational Behavior

Business leaders who want to create an ethical work environment should first identify their own core values and commit to practicing them.

Content: Article | Author: Charles D. Kerns, Ph.D. | Source: Graziadio Business Report | Subjects: Ethics, Leadership

“Cultural lock-in”-the inability to change the corporate culture even in the face of clear market threats-explains why corporations find it difficult to respond to the messages of the marketplace. Cultural lock-in results from the gradual stiffening of the invisible architecture of the corporation and the ossification of its decision-making abilities, control systems, and mental models. It dampens a company’s ability to innovate or to shed … [ Read more ]

Content: Quotation | Source: McKinsey Quarterly | Subject: Organizational Behavior

Lacking production-oriented control systems, markets create more surprise and innovation than do corporations. They operate on the assumption of discontinuity and accommodate continuity. Corporations, on the other hand, assume continuity and attempt to accommodate discontinuity. The difference is profound.

Content: Quotation | Source: McKinsey Quarterly | Subjects: Innovation, Organizational Behavior

Millions of people participate in online auctions everyday-numbers that are enticing more and more academics to investigate what auctions can tell us about economics, human behavior, and the way we make business decisions.

Harvard Business School professors Alvin E. Roth and Deepak Malhotra have each independently looked at auction behavior and derive some advice for business people who daily bid for everything from chips to consultants.

Roth … [ Read more ]

Content: Article | Authors: Alvin E. Roth, Deepak Malhotra | Source: Harvard Business School (HBS) Working Knowledge | Subject: Organizational Behavior

Today’s corporation is structured around layers of management. Most of those layers are information relays, and like any relays, they are very poor. Every transfer of information cuts the message in half. There needs to be very few layers of management in the future and those who relay the information must be very smart. But knowledge, as you know, often becomes obsolete incredibly fast.

Content: Quotation | Source: Business 2.0 | Subjects: Knowledge, Organizational Behavior

Can you tell if your boss really has faith in your ability to solve problems and manage your operation? If you think you can, chances are that the people reporting to you can also read your behaviour. Your low expectations may have more impact on them than you think.

Content: Article | Authors: Jean-François Manzoni, Jean-Louis Barsoux | Source: European Business Forum (EBF) | Subjects: Management, Organizational Behavior

No single change methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. What follows is a “Top 10” list of guiding principles for change management. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire … [ Read more ]

Content: Article | Authors: DeAnne Aguirre, John Jones, Matthew Calderone | Source: strategy+business | Subjects: Change Management, Organizational Behavior

The work we do is supposed to reflect our talents, intelligence, and so on. Therefore, the meritocratic idea that you “make your own luck” is a very punishing one and explains many people’s anxiety and depression over the work they do.

A society in which only extraordinary achievements are valued is setting most people up for a cruel fall. You’re no more likely to become … [ Read more ]

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

The initial headlines announcing mega-corporate mergers and acquisitions typically focus on Wall Street’s appreciation for improved finances, less duplication of services and staff, the ability to grow faster, and the anticipation of higher returns for shareholders. Yet, as Wharton professors point out, companies that fail to factor in the costs of layoffs, declining morale, and the chaos that comes from restructuring are headed for trouble. … [ Read more ]

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