3590 Posts Found

Neuroscience research shows how new organizational practices can shift ingrained thinking.

Content: Article | Authors: David Rock, Heidi Grant | Source: strategy+business | Subject: Organizational Behavior

As Lynn Sharp Paine noted […] most companies are simply not designed to remember commitments over time—let alone communicate them clearly, hand them off between departments, or adjust them effectively as priorities change.

Content: Quotation | Authors: Elizabeth Doty, Lynn Sharp Paine | Source: strategy+business | Subjects: Commitment, Organizational Behavior

Posing five questions can help start a challenging management conversation.

Content: Article | Author: Lareina Yee | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior, Women in Business

Bonus programs are effective for motivating sales people, but also costly for companies to maintain. Doug Chung and Das Narayandas study several compensation schemes to see which work best.

Content: Article | Author: Roberta Holland | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Marketing / Sales, Organizational Behavior

Inspired by the “trust equation” in the book The Trusted Advisor by David Maister, Robert Galford, and Charles Green, I’d like to propose an accountability equation, with a structure that illuminates the multiple elements involved and allows for differing relationships between them.

Content: Article | Author: Eric McNulty | Source: strategy+business | Subjects: Management, Organizational Behavior

After analyzing data from more than 15,000 interviews with CEOs and other business leaders, executives from management consulting company ghSMART found that three fundamental factors drive leadership success. In their book, Power Score: Your Formula for Leadership Success, Geoff Smart, Randy Street and Alan Foster describe what they learned.

In this interview with Knowledge@Wharton, co-authors Street and Foster talk about the formula for management success, the … [ Read more ]

Content: Multimedia Content | Source: Knowledge@Wharton | Subjects: Leadership, Management, Organizational Behavior

Managers are often chosen for reasons other than competence.

Content: Article | Authors: Elizabeth MacBride, Lindred Greer | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior

It isn’t enough just to hire the best. If you want to boost the productivity of your organization’s human capital, you also have to deploy those high performers effectively — put them to work so they can deliver the results they’re capable of. One of the most effective methods of deployment I’ve seen is to create all-star teams. Teams like these are a kind of … [ Read more ]

Content: Article | Author: Michael C. Mankins | Source: Harvard Business Review | Subjects: Human Resources, Organizational Behavior

If you have a team that you think has a lousy leader, the first question to ask is, Is the team too big? It’s amazing how crummy leaders become great when they go from leading, say, 11 people down to five. And the reverse is true as well. You may think someone has reached their limits as a manager when they’re asked to take on … [ Read more ]

Content: Quotation | Author: Robert I. Sutton | Source: strategy+business | Subjects: Leadership, Organizational Behavior, Teamwork

It’s not that I’m opposed to flatter organizations. It’s just that you have to be careful that you have enough layers to maintain some control. This is sort of unavoidable. Hierarchy is not an inherently evil concept; it’s gotten a bad name because it’s become associated with barriers and ineffectiveness.

Content: Quotation | Author: Robert I. Sutton | Source: strategy+business | Subject: Organizational Behavior

The traditional description of the firm – an organization run by top managers and monitored by a board of directors on behalf of public shareholders – falls short on three counts. First, control need not be exerted just top down, or from outside, it can also be asserted bottom-up. Put differently, the CEO has to give his subordinates a reason to follow, and this, implicitly, … [ Read more ]

Content: Quotation | Authors: Raghuram G. Rajan, Stewart C. Myers, Viral V. Acharya | Source: NYU Stern School of Business | Subjects: Corporate Governance, Organizational Behavior

A pioneer in mindfulness research says that companies can promote innovation and their own rejuvenation by setting the right context.

Content: Thought Leader | Authors: Art Kleiner, Ellen Langer | Source: strategy+business | Subjects: Management, Organizational Behavior, Personal Development

There are three legs to the leadership stool: experience, training and education. The seat of the stool is mentoring, which holds everything together. If you develop leaders with that process in mind and a base of articulated values, you start to build the right culture, remove the impediments and begin to have an organization with leaders that are focused on people who are inclusive and … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Culture, Leadership, Organizational Behavior

“Market-oriented” firms are better able to innovate consistently, but getting there requires complex and demanding organizational change.

Content: Article | Author: Hubert Gatignon | Source: INSEAD Knowledge | Subjects: Innovation, Management, Organizational Behavior, Strategy

We define character as an amalgam of traits, values and virtues. Traits, such as open-mindedness or extroversion, may be either inherited or acquired; they predispose people to behave in certain ways, if not overridden by other forces such as values, or situational variables such as organizational culture and rewards. Values, such as loyalty and honesty, are deep-seated beliefs that people hold about what is morally … [ Read more ]

Content: Quotation | Authors: Gerard H. Seijts, Jeffrey Gandz, Mark Reno, Mary Crossan | Source: Ivey Business Journal | Subjects: Character, Human Resources, Organizational Behavior, Personal Development, Personality / Behavior

Managers in different parts of the world are conditioned to give feedback in drastically different ways. Understanding why can help you critique more effectively.

Content: Article | Author: Erin Meyer | Source: INSEAD Knowledge | Subjects: International, Management, Organizational Behavior

A lot of organizations do behavioral interviews, where they’re backward looking and asking about your history, what you’ve accomplished, what challenges you’ve overcome. And those don’t turn out to be very effective if you look at the evidence, because they suffer from an apples-and-oranges problem: it’s very hard to compare two people’s work histories.

Instead, what you want to do is ask, “What would you do … [ Read more ]

Content: Quotation | Author: Adam Grant | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior

Stanford’s Robert Sutton discusses the mind-set and strategies of companies that are most adept at building and spreading high standards.

Content: Multimedia Content | Author: Robert I. Sutton | Source: strategy+business | Subjects: Management, Organizational Behavior, Strategy

Judgment is the ability to combine hard data, questionable data, and intuitive guesses to arrive at a conclusion that events prove to be correct. Judgment-in-action includes effective problem solving, the design of strategies, the setting of priorities, and intuitive as well as rational judgments. Most important, perhaps, it includes the capacity to appraise the potentialities of co-workers and opponents.

Content: Quotation | Source: McKinsey Quarterly | Subjects: Decision Making, Judgement, Management, Personal Development

In the contentious and at-times maddening public discussion about American women and their happiness, anecdotal evidence is abundant, particularly from and about superwomen who have had children and achieved high levels of professional success. But one thing is often missing: data. Marianne Bertrand has set out to correct this, replacing anecdotes with numbers, helping make possible a more data-driven, evidence-based discussion.

Content: Article | Authors: Emily Lambert, Marianne Bertrand | Source: Capital Ideas | Subject: Women in Business