3588 Posts Found

Four of the most common irritants I’ve seen arise as a result of ineffective organization design are: competing priorities, unwanted turnover, inaccessible bosses, and cross-functional rivalry. If you find yourself struggling with one or more of these issues, consider if the design challenges I discuss below may be the deeper cause. Doing so may help you pinpoint, and resolve, the real problem.

Content: Article | Author: Ron Carucci | Source: Harvard Business Review | Subject: Organizational Behavior

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If your company is like most, you’re likely struggling with workplace discrimination, even if you don’t know it. Equity gaps remain a pernicious problem in the U.S., particularly for women and people of color, who, on average, earn less and are under-promoted compared to their white or male counterparts. And though federal law has prohibited workplace discrimination for more than fifty years, those gaps don’t … [ Read more ]

Content: Article | Author: Elizabeth C. Tippett | Source: Harvard Business Review | Subjects: Diversity, Human Resources, Women in Business

What it means to be a great workplace has evolved. We have entered a new era, a new frontier in business. Our economy has evolved through agrarian, industrial, and ‘knowledge’ phases to the point where the essential qualities of human beings—things like passion, creativity, and a willingness to work together—are the most critical. In this ‘human economy,’ every employee matters.

Content: Article | Author: Michael C. Bush | Source: ChangeThis | Subjects: Best Practices, Management, Organizational Behavior

Around the world, women are paid at lower rates and wages than men and are less likely to be promoted. They also tend to work in different sectors. The implications are everyone’s business.

Content: Multimedia Content | Authors: Kweilin Ellingrud, Lareina Yee | Source: McKinsey Quarterly | Subject: Women in Business

Substantial changes to an operating model are often necessary to achieve an organization’s strategic objectives and deliver the promised value of a merger. Making these changes requires a thoughtful, leader-driven process to navigate the unique constraints and risks of the endeavor.

Content: Article | Authors: Caitlin Hewes, Kameron Kordestani, Olivier Rigaud, Rebecca Kaetzler | Source: McKinsey Quarterly | Subjects: Management, Mergers & Acquisitions, Organizational Behavior

Separating people-leadership tasks from day-to-day business leadership can help organizations strike a better balance between centralization and decentralization, reduce complexity, and embrace agility.

Content: Article | Authors: Aaron De Smet, Kirsten Weerda, Sarah Kleinman | Source: McKinsey Quarterly | Subject: Organizational Behavior

Getting things done through others—the essence of leadership—requires a combination of technical skills (being proficient in areas important to the success of the business), intrapersonal skills (especially strong self-management skills, which are driven by self-understanding and self-control), and interpersonal skills (the ability to develop and foster strong relationships and gain the enlistment of others). People may derail due to a lack of technical, job-related skills, … [ Read more ]

Content: Article | Author: Carter Cast | Source: ChangeThis | Subjects: Career, Organizational Behavior, Personal Development

For innovation initiatives to succeed, they must be staffed with the right combination of talent.

Content: Multimedia Content | Authors: Erik Roth, Matt Banholzer, Sean Brown | Source: McKinsey Quarterly | Subjects: Innovation, Organizational Behavior

High-stakes decisions are seldom clearly cut. On a team, it’s difficult to get consensus on what the “best” option even means; with an excess of choices, leaders can fall into the paralysis of indecision, wasting precious time and opportunities. How do you make a choice that optimizes for both speed and sagacity? Should you place more weight on data, or go with your gut? How … [ Read more ]

Content: Article | Source: First Round Review | Subjects: Decision Making, Management

No purpose? No problem. Create customers, care for employees, be a good citizen, and make money instead.

Content: Article | Author: Theodore Kinni | Source: strategy+business | Subjects: Management, Organizational Behavior

Every kind of for-profit and/or not-for-profit enterprise falls into one of four categories determined by (and named after) their customer promise: the predictable and dependable enterprise delivering consistent, reliable, and dependable products or services; the best-in-class enterprise delivering one-of-a-kind and distinctive products or services; the customized enterprise delivering a unique solution to each customer; or the enrichment enterprise promising fulfillment and the realization of higher-level … [ Read more ]

Content: Article | Authors: Ph.D., William E. Schneider | Source: ChangeThis | Subject: Organizational Behavior

Top teams work best — and fastest — when they are based on the right criteria and include a highly diverse group of people from all levels across an organization, including outside stakeholders, write David Komlos and David Benjamin in this opinion piece.

Content: Article | Authors: David Benjamin, David Komlos | Source: Knowledge@Wharton | Subjects: Management, Organizational Behavior, Teamwork

What happens to a company when a visionary CEO is gone? Most often, innovation dies and the company coasts for years on momentum and its brand. Rarely does it regain its former glory. Here’s why.

Editor’s Note: for more on this theme, read “Visionary, Salesman and Pragmatist Model of Business Succes.”

Content: Article | Author: Steve Blank | Source: VentureBeat | Subjects: Entrepreneurship, Leadership, Management, Organizational Behavior

Professor Jochen Menges on the ways companies can develop well-being initiatives that genuinely make people feel better.

Content: Thought Leader | Authors: Jochen Menges, Laura W. Geller | Source: strategy+business | Subjects: Human Resources, Organizational Behavior

Decision makers fed up with slow or subpar results take heart. Three practices can help improve decision making and convince skeptical business leaders that there is life after death by committee.

Content: Article | Authors: Aaron De Smet, Gregor Jost, Leigh Weiss | Source: McKinsey Quarterly | Subject: Decision Making

There is no single way that Google manages internal change, like a reorganization. But we’ve been piloting a new approach that has been used in different parts of the company, impacting thousands of Googlers. After piloting and iterating on our work, we came up with a four-step approach to business-driven organizational change we call “ChangeRules.” Four analytical questions drive this approach: Why? What? Who? How? … [ Read more ]

Content: Article | Authors: Li-Ming Pu, Lyra Schramm | Source: re:Work | Subjects: Change Management, Organizational Behavior | Company: Google

One piece of feedback that the executives I coach receive over and over again from their direct reports is: “She doesn’t give enough helpful feedback.”

When I ask these direct reports about the impact this has on them, I find that, in the absence of understanding why they’re getting so little feedback, they often make up their own explanations.

Here are three of the most common stories … [ Read more ]

Content: Article | Author: Deborah Grayson Riegel | Source: Harvard Business Review | Subjects: Communication, Human Resources, Management, Organizational Behavior

Psychological safety takes off the brakes that keep people from achieving what’s possible. But it’s not the fuel that powers the car. In any challenging industry setting, leaders have two vital tasks. One, they must build psychological safety to spur learning and avoid preventable failures; two, they must set high standards and inspire and enable people to reach them.

Content: Quotation | Author: Amy Edmondson | Source: strategy+business | Subjects: Leadership, Management, Organizational Behavior

Employee recognition is the timely informal or formal acknowledgement of a person’s or team’s behavior, effort or business result that supports the organization’s goals and values. It is a known fact that appreciation is one of the top motivators for employees to work harder and to be more committed to their companies. Even cost-efficient forms of appreciation show employees that they are valued. Therefore, here … [ Read more ]

Content: Article | Author: Martin Luenendonk | Source: Cleverism | Subjects: Human Resources, Management, Organizational Behavior