3605 Posts Found

This content is restricted to site members. Please log in or register

People want to have positive views of themselves, and organize much of their lives around maintaining, enhancing, and protecting their self-esteem. By simply comparing oneself to more successful rivals, one’s self-esteem may become threatened. These comparisons are particularly intense in the business world when rivals are members of the same company-such as competitors for organizational rewards and promotions-as opposed to rivals from other firms.

The subtleties … [ Read more ]

Content: Article | Authors: Hoon-Seok Choi, Leigh Thompson, Tanya Menon | Source: Capital Ideas | Subject: Organizational Behavior

The redesign of organizations to become more capable of change and innovation while improving operating efficiencies has become an urgent priority for leaders of companies all over the world. So, where do we turn for help? As we have searched the business world for examples of a new form of organization suited to the rapidly emerging, new context, we have realized what should have been … [ Read more ]

Content: Article | Authors: Arun N. Maira, Robert J. Thomas | Source: Prism (Arthur D. Little) | Subject: Organizational Behavior

Large companies are neglecting the development of internal executive candidates since the old paternalistic, career-oriented employment contract was destroyed with the downsizings of the 1990s…Similarly, companies invested less in career and executive development because of the new transience and heightened career mobility…So organizations aren’t doing what they need to do to develop executive talent, yet they decry a shortage. Then they poach from other organizations…that … [ Read more ]

Content: Quotation | Source: Across the Board (ATB) | Subjects: Corporate Governance, Organizational Behavior

The way a company really works is probably not the way managers think it does. Network-analysis techniques can reveal deep corporate knowledge and connections.

Content: Article | Authors: Eric Bonabeau, Valdis Krebs | Source: Optimize Magazine | Subjects: Management, Organizational Behavior

This content is restricted to site members. Please log in or register

A company becoming a ‘good citizen’ will not only make the world a better place but will also add to shareholder value. An integrative approach is essential.

Content: Article | Authors: Peter Ulrich, Thomas Maak | Source: European Business Forum (EBF) | Subjects: Economics, Ethics

Marketers are generally the least financially skilled of all executives in an organization…It’s the language of business, and if you cannot speak that language today, you’re going to be in trouble. And that’s the one prediction I’m pretty confident about. Marketers will have to be financially savvy to keep their jobs in the future.

Content: Quotation | Source: MarketingProfs | Subjects: Marketing / Sales, Organizational Behavior

Language is messy by nature, which is why we must be careful in how we use it. As leaders, after all, we have little else to work with. We typically don’t use hammers and saws, heavy equipment, or even computers to do our real work. The essence of leadership — what we do with 98 percent of our time — is communication. To master any … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subjects: Communication, Leadership

“We don’t have the right people” is an excuse that suits all times and all circumstances; it is a refuge for scoundrels. Moreover, it obscures leaders’ fundamental task of helping people do more together than they could individually.

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

The dictionary — which, unlike the computer, is an essential leadership tool — contains multiple definitions of the word mission; the most appropriate here is, “purpose, reason for being.” Vision, by contrast, is “a picture or image of the future we seek to create,” and values articulate how we intend to live as we pursue our mission. Paradoxically, if an organization’s mission is truly motivating … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subjects: Organizational Behavior, Vision

Have you ever wondered what makes your organization tick, how or why it works (or doesn’t)? Find out by taking our five-minute organizational DNA self-assessment.

By answering a few short questions on your organization’s structure, decision making, motivators, and information processes, you can learn whether your organization is resilient or passive-aggressive, overmanaged or just-in-time, military or outgrown.

Whatever the result, this assessment will help you … [ Read more ]

Content: Online Resource | Source: Strategy& | Subjects: Consulting / Analytical Tools, Organizational Behavior

It’s not vision that makes a company successful. What sets the top performers apart is the organizational models they develop to realize their aspirations.

Content: Article | Authors: Jeffrey W. Bennett, Paul F. Kocourek, Steven B. Hedlund, Thomas E. Pernsteiner | Source: strategy+business | Subjects: Management, Organizational Behavior

Companies that are successful avoid three deadly sins: 1. Arrogance that we will always be successful doing what we’ve always done. 2. Denial or not being realistic, looking in the mirror and saying there is something going on here. 3. Nostalgia for an old business model that has since decayed or is decaying.

Content: Quotation | Source: Quisic | Subjects: Management, Organizational Behavior

Men ask for what they want twice as often as women do and initiate negotiation four times more, report economist Linda Babcock and writer Sara Laschever in the footnoted but engaging Women Don’t Ask. With vivid research examples drawn from cradle, classroom and playground, the authors detail culture as the culprit in discouraging women from negotiating on their own behalf.
Men, socialized in a “scrappier … [ Read more ]

Content: Book | Authors: Linda Babcock, Sara Laschever | Subjects: Personal Development, Women in Business

Now, here’s the dilemma: A lot has been said and written about capabilities — but most companies don’t really understand how to plan for them. And capability is a factor that still doesn’t have an equal place in the business-planning process: It’s not at the table along with finance and marketing. This goes beyond the old problem of the HR department not having equal standing … [ Read more ]

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

Combining perspectives of “a doer and a teacher” with experiences of two dozen professional service firms representing the ups and downs of the Old and New economies, Aligning the Stars offers detailed analysis of such firms today–and specific suggestions for their future success. Jay W. Lorsch, professor of human relations at Harvard Business School, and Thomas J. Tierney, former chief executive of Bain & Company … [ Read more ]

Content: Book | Authors: Jay W. Lorsch, Thomas J. Tierney | Subjects: Best Practices, Organizational Behavior

Recent surveys reveal that although business executives firmly believe that people are the most important asset, most executives are at a loss to prove that investments in people lead to improved business results. Common metrics like economic value added (EVA™) and return on investment (ROI) shed little light on how an organization’s human assets are performing. They say even less about whether an organization’s people … [ Read more ]

Content: Article | Authors: James M. Benton, Peter Cheese, Robert J. Thomas | Source: Accenture | Subject: Organizational Behavior

American culture loves the myth of the lone individual hero. It is built into our cultural DNA as a nation and yet it’s not even supported by the evidence of our own history – the West was settled by groups of people not lone individuals; the great industrial advancements of the 1800s and early 1900s were not accomplished by lone geniuses but achieved by people … [ Read more ]

Content: Quotation | Source: Emerald Now | Subjects: Culture, International

It was interesting to note that these good to great companies spent no time ‘motivating’ people as such – it just wasn’t something they wasted time and energy on. The very idea of motivating people doesn’t make any sense if you have self-motivated people.

Content: Quotation | Source: Emerald Now | Subjects: Best Practices, Organizational Behavior