3605 Posts Found

When you examine alternative organizational architectures, it helps to keep in mind that the reality of an organization is not expressed in the charts, organograms, and job descriptions that attempt to describe it. The true bottom line of any structure is visible only through the kinds of actions and interactions, the attitudes and behaviors it promotes. So it can be a worthwhile exercise to take … [ Read more ]

Content: Article | Author: Robert M. Tomasko | Source: Prism (Arthur D. Little) | Subjects: Management, Organizational Behavior

Keeping employees engaged and aligned with the needs of the organization is the responsibility of executives at all levels. And for good reason: New research shows that the more engaged the workforce, the more innovative, productive and profitable the company.

Content: Article | Authors: James M. Benton, Susan Cantrell | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Organizational Behavior

People don’t have time to seek authentic experiences, so they are looking for experiences in the products they buy.

Content: Quotation | Source: Business Finance Magazine | Subjects: Experience, Personality / Behavior

Leader to Leader recently talked to Rosabeth Moss Kanter about her latest book, Confidence: How Winning Streaks and Losing Streaks Begin and End. Confidence explains how leaders can sustain winning streaks and turn around losing streaks–with evidence from businesses, major league sports teams, inner-city schools, and political leaders.

Content: Article | Source: Leader to Leader | Subjects: Leadership, Organizational Behavior

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Command and control is a disease in our organisations. It sub-optimises performance. We do not treat it as a disease, because we accept its ideas as normal and we are unable to see the dysfunctional consequences. If and when we do see the damage it causes, we are alarmed to such an extent that some become fearful of telling others. It is career limiting to … [ Read more ]

Content: Article | Author: John Seddon | Source: TheWorkingManager.com | Subjects: Management, Organizational Behavior

Six no-nonsense ways women can close the gender wage gap.

Content: Article | Author: Linda Tischler | Source: Fast Company | Subjects: Career, Women in Business

I constantly have warned our people over the years that, as we became bigger and more successful, our primary potential enemy was ourselves, not our competitors. Getting cocky, getting complacent, thinking that the world was our oyster, disregarding our competitors, both new and old. I think humility is very important in keeping your eye on the carrot, keeping focused outwardly instead of inwardly, and knowing … [ Read more ]

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

When you write things down you confine yourself. That’s why we have never used the fancy titles for empowerment, total quality, etc. Every time you talk jargon you find that people assume that they have the same thing in mind when they really don’t. We don’t apply labels to things because they prevent you from thinking expansively.

Content: Quotation | Source: strategy+business | Subject: Communication

Creating shareholder wealth is absolutely crucial to organizations, but the way that is done is by establishing organizational structures and working practices that enable every employee to be the very best he or she can be.

To accomplish that, CEOs have to do three things extremely well. First, they have to continuously reduce the level of bureaucracy and control in organizations so that individuals have more … [ Read more ]

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

On the basis of his research for The 100 Best Companies to Work for in America, Robert Levering has defined a great place to work as one where employees trust the people they work for, have pride in what they do, and enjoy the people they work with. Note that this definition does not equate a good workplace with specific policies or practices or with … [ Read more ]

Content: Article | Author: Robert Levering | Source: Prism (Arthur D. Little) | Subjects: Management, Organizational Behavior

“1000 Ventures” presents a smorgasbord of resources for a more efficient and profitable business in the guise of a ‘business e-coach’. One small but potent slice of the business e-coach pie will satisfy managers looking to maximize organizational performance through careful study of that organization and its processes. This slice, entitled, “Organization” examines corporate culture, performance management and measurement, sustainable innovation, continuous improvement and the … [ Read more ]

Content: Article | Author: Vadim Kotelnikov | Source: Ten3 East-West | Subjects: Management, Organizational Behavior

Go to a bookstore in London and you’ll see endless rows of books on the history of British royalty or the Victorian garden or the Great Age of Elizabeth. In a Japanese bookstore, those books are about the future of transportation, the future of health, the future of urban development, and so forth. We Americans, on the other hand, tend to have no past and … [ Read more ]

Content: Quotation | Source: Business 2.0 | Subjects: Culture, International

I don’t think the issue is too much information. More important is decision overload. We believe that every person, or organization, can only make so many competent decisions in a given amount of time. Up until the point that we change our biology, there are some fixed limits on the speed by which we individually process information. However, there are enormously powerful tools by which … [ Read more ]

Content: Quotation | Source: Business 2.0 | Subjects: Decision Making, Information

Growing attention has been focused on top people’s rewards, notably on so-called ‘rewards for failure’. But rewards systems remain a difficult challenge at every level of the organisation.
* Are we any nearer to agreement on what constitutes fairness?
* What is the next generation of employees looking for?
* What balance in work/life issues?
* How does the collapse of the pension promise in … [ Read more ]

Content: Article | Source: European Business Forum (EBF) | Subjects: Human Resources, Organizational Behavior

We think of a medium as a thing that delivers content. But the delivered content is a medium in itself. The many forms of content we collect and experience online are really just forms of ammunition, an excuse to start a discussion with that attractive person in the next cubicle…

That’s why the most successful TV shows, Websites, and music recordings are generally the ones … [ Read more ]

Content: Quotation | Source: Business 2.0 | Subjects: Communication, Customer Related, Marketing / Sales

A man who has never gone to school may steal from a freight car, but if he has a university education he may steal the whole railroad.

Content: Quotation | Source: Across the Board (ATB) | Subject: Ethics

“I never wanted to work in business,” writes Heffernan. Twenty years after expressing that sentiment, as CEO of a technology company, she found herself “having the time of my life” and wondered whether she had “completely lost my mind? Or sold my soul?” Heffernan sees “women creating a new business order that places values at the heart of business, takes sustainability seriously, and recognizes that … [ Read more ]

Content: Book | Author: Margaret A. Heffernan | Subject: Women in Business

This article is a summary sketch of the structural and cultural downsides of matriced relationships. It is an outgrowth of the author’s organization development (OD) consulting experiences. It draws on a great many group interviews and workshop observations. It encompasses the (remarkably consistent) views of both managerial and non-managerial personnel within those matrix organizations.

Content: Article | Author: Charles Albano | Source: TheWorkingManager.com | Subject: Organizational Behavior

Traditional approaches to addressing organizational behavior problems always focus on changing shared values. They always try to change motivators. It’s the only approach most senior managers can take because they’re using models of the problem that have no cause-and-effect built into them.

So they try to “teach teamwork,” “encourage quality,” and “inspire customer service.” But they are trying to change the symptom without changing the factors … [ Read more ]

Content: Article | Author: Peter B. Scott-Morgan | Source: Prism (Arthur D. Little) | Subjects: Management, Organizational Behavior