3605 Posts Found

Bottom Line: The number of women presiding over large companies still lags far behind men, yet the firms they lead tend to be more risk averse and more profitable over the long term.

Content: Article | Author: Matt Palmquist | Source: strategy+business | Subject: Women in Business

A look at the value of in-person meetings for dispersed teams.

Content: Article | Author: Eric McNulty | Source: strategy+business | Subject: Teamwork

The tools of accountability — data, details, metrics, measurement, analyses, charts, tests, assessments, performance evaluations — are neutral. What matters is their interpretation, the manner of their use, and the culture that surrounds them. In declining organizations, use of these tools signals that people are watched too closely, not trusted, about to be punished. In successful organizations, they are vital tools that high achievers use … [ Read more ]

Content: Quotation | Author: Rosabeth Moss Kanter | Subjects: Accountability, Management, Measurement, Organizational Behavior

Culture eats strategy for breakfast, operational excellence for lunch, and everything else for dinner.

Content: Quotation | Author: Bill Aulet | Subjects: Culture, Operations, Organizational Behavior, Strategy

Getting a team to work efficiently requires focus on team building. But what are the best tricks for getting a team to bond and succeed? We’ll provide you over thirty science-backed tips for making the most of your team.

Content: Article | Author: Anastasia Belyh | Source: Cleverism | Subject: Teamwork

We call this dynamic the “Growth Paradox:” Growth creates complexity and yet complexity is the number one killer of profitable growth. You cannot win on the outside, in the marketplace, if you are losing on the inside, with an organization stifled by its own growth.

Content: Quotation | Author: Chris Zook | Source: Harvard Business Review | Subjects: Management, Organizational Behavior

Investments in traditional leadership development are often misguided and a waste of money. It’s not that development itself isn’t important. But there’s little evidence that much of it works. I’ll share some findings from a study my colleagues and I just completed at Deloitte. We surveyed and interviewed executives from more than 2,000 companies, asking extensive questions about how they develop leaders, how their companies … [ Read more ]

Content: Article | Author: Josh Bersin | Source: Harvard Business Review | Subjects: Best Practices, Leadership, Management, Organizational Behavior

You don’t want to be at a company where there is more candor in the hallways than in the rooms where fundamental ideas or policy are being hashed out. Seek out people who are willing to level with you, and […] hold them close.

Content: Quotation | Author: Ed Catmull | Source: ChangeThis | Subjects: Communication, Culture, Organizational Behavior

A resilient culture has a certain amount of resistance embedded in it. Not too much to capsize it, but enough so that it doesn’t atrophy. What happens when startups get successful and grow is that they become more and more vulnerable to the attraction-selection-attrition cycle, where people of the same stripes are increasingly drawn to the organization, chosen by it and retained at it. The … [ Read more ]

Content: Quotation | Author: Adam Grant | Source: First Round Review | Subjects: Culture, Entrepreneurship, Human Resources, Organizational Behavior

Managing your star performers should be no sweat, right? After all, they’re delivering results and exceeding targets. But don’t think you can just get out of their way and let them excel. They require just as much attention as everyone else. How do you manage someone who is knocking it out of the park? How do you keep stars excited about their work? And what … [ Read more ]

Content: Article | Author: Rebecca Knight | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

Are companies overlooking the skilled people in their own workforce? Perhaps. We see three common scenarios that can cause employers to recruit outside their ranks for talented people (albeit at their own risk).

Content: Article | Author: Wade Burgess | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

General Electric used to force out the bottom 10% because they believed it was the A-player, B-player, C-player model. If your company’s doing that, you might want to actually look to see whether it’s true that your bottom 10% this year are the same as your bottom 10% next year. The problem is, if you keep firing your bottom 10%, you’re never going to know … [ Read more ]

Content: Quotation | Author: Peter Cappelli | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior

Do people who perform well always perform well? And people who perform poorly, do they always perform poorly? The reason this matters is because there is a very prominent theory in the practice of management — something that Jack Welch made famous — about the A-player, B-player, C-player model. The folks at McKinsey & Co. were making a similar case that there are really good … [ Read more ]

Author: Peter Cappelli | Source: Knowledge@Wharton | Subjects: Human Resources, Management, Organizational Behavior

According to Professor of Organizational Behavior Shelley Correll, women are not seeing career advancement and opportunities they way they did in past decades. Despite good intentions by corporations and individuals, unconscious biases are holding women back. But it doesn’t have to stay that way.

Content: Multimedia Content | Author: Shelley Correll | Source: Stanford University | Subjects: Career, Women in Business

A few years ago, professor Eugene Soltes phoned convicted felon Bernie Madoff and asked him an important question: How would you explain your actions and misconduct to students? The recorded answer offers sobering lessons for anyone with business ambitions.

Content: Article | Author: Carmen Nobel | Source: Harvard Business School (HBS) Working Knowledge | Subject: Ethics

Intuition is very good — provided that you have [first] gone through the exercise of systematically and independently evaluating, the constituents of the problem. Then when you close your eyes and generate an intuitive, comprehensive image of the case, you will actually add information.

Content: Quotation | Author: Daniel Kahneman | Source: Knowledge@Wharton | Subjects: Decision Making, Management, Thought

Much of human error is not even attributable to a systematic cause, but to “noise.” When people think about error, we tend to think about biases. […] But in fact, a lot of the errors that people make is simply noise, in the sense that it’s random, unpredictable, it cannot be explained.

Content: Quotation | Author: Daniel Kahneman | Source: Knowledge@Wharton | Subjects: Organizational Behavior, Personality / Behavior, Thought

Conventional thinking […] confuses a good decision with a good outcome. Most will say, “We cannot know how good a decision is until we’ve seen the results.” That makes no sense in a world of uncertainty and unforeseeable events that decision makers cannot control. A good decision, for example, might be undermined by poor implementation. Or events on the far side of the world may … [ Read more ]

Content: Quotation | Authors: Carl Spetzler, Hannah Winter, Jennifer Meyer | Source: ChangeThis | Subjects: Decision Making, Management, Productivity / Work Tips

Content: Quotation | Author: Alex Charfen | Source: ChangeThis | Subjects: Entrepreneurship, Organizational Behavior, Personality / Behavior

What we were expecting to find is that we would have a long list of individual characteristics that would help us determine the composition of an effective team.

You would want a 10-year mix. You want to make sure you have gender diversity, you want extroverts, you want introverts, you want highly conscientious people — you want that whole mix. If we could quantify that mix, … [ Read more ]

Content: Quotation | Author: Brian Welle | Source: Knowledge@Wharton | Subjects: Organizational Behavior, Teamwork