3588 Posts Found

Gartner research has found that managers today are accountable for 51% more responsibilities than they can effectively manage — and they’re starting to buckle under the pressure: 54% are suffering from work-induced stress and fatigue, and 44% are struggling to provide personalized support to their direct reports. Ultimately, one in five managers said they would prefer not being people managers given a choice. Further analysis … [ Read more ]

Content: Article | Authors: Jonah Shepp, Vitorio Bretas | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

There are things the company needs to do. Those things are activities. Those activities convert to tasks. Previously, those tasks probably were grouped together into a set of responsibilities. We called that a role and drew a box around it. Now, we’re questioning all the tasks and asking what skills we need to feel confident that a person can accomplish the task. That’s matching task … [ Read more ]

Content: Quotation | Author: Bill Schaninger | Source: McKinsey Quarterly | Subjects: Human Resources, Organizational Behavior

Looking for a quick way to give your team a productivity boost? Start by eliminating negativity.

Content: Article | Author: Marshall Goldsmith | Source: Chief Executive | Subjects: Management, Organizational Behavior, Personal Development

People leverage 360-degree feedback systems and peer evaluations for personal gain.

Content: Article | Authors: Helge Klapper, Henning Piezunka, Linus Dahlander | Source: INSEAD Knowledge | Subjects: Human Resources, Management, Organizational Behavior

At companies with top-performing cultures, there’s actually slightly more tension because they’re turning toward problems together. In bad cultures, a problem comes up, and people kind of turn away from it, right? In good cultures, they get super interested and turn toward it. They will have vibrant arguments about which idea is best because those arguments are taking place in the bounds of safe connection. … [ Read more ]

Content: Quotation | Author: Daniel Coyle | Source: McKinsey Quarterly | Subjects: Culture, Organizational Behavior

Many think of burnout as if it’s solely related to how much we work — and that if we take time off, we’ll soon bounce back, born anew. But a vacation will not cure burnout. Burnout isn’t only about the hours you’re putting in. It’s also a function of the stories you tell yourself and how you approach what you do — in the office … [ Read more ]

Content: Quotation | Authors: Liz Fosslien, Mollie West Duffy | Source: First Round Review | Subjects: Human Resources, Organizational Behavior

McKinsey research suggests that society is a key source of meaning for employees, along with company, customer, team, and individual. Together, they make up a collective, integrated whole that leaders can address.

Content: Quotation | Authors: Brooke Weddle, Tera Allas | Source: McKinsey Quarterly | Subjects: Human Resources, Motivation, Organizational Behavior

Maslow’s famous hierarchy of needs was both right and wrong at the same time. On the one hand, it recognized that people have many desires in addition to basic bodily needs such as water, food, and shelter. On the other hand, it assumed a fixed hierarchy where psychological needs—such as belonging and self-esteem—became relevant only after basic physical and safety needs were met. However, modern … [ Read more ]

Content: Quotation | Authors: Brooke Weddle, Tera Allas | Source: McKinsey Quarterly | Subjects: Organizational Behavior, Personality / Behavior

Organizations should naturally ensure that their culture emphasizes both diversity and inclusiveness so that all its members feel included and valued for who they are. This satisfies the needs for both distinctiveness and belonging, ultimately benefiting organizations through novel ideas. And the considerations of fairness and attention to employees’ engagement and well-being as they relate to authentic self-expression must be acknowledged.

Content: Quotation | Author: Natalia Karelaia | Source: INSEAD Knowledge | Subjects: Culture, Diversity, Human Resources, Organizational Behavior

Adaptation doesn’t really exist as a quality on its own. Adaptation lies in having at the ready a repertoire of available responses… Adaptation means having a tool kit of backup preparedness: people, plans, responses, ideas, possibilities, attitudes, and equipment that allow you to construct solutions quickly.

[…]

Adaptation requires a mindset that deals with uncertainty. That’s not a mindset so much of seeking ever-increasing profits and … [ Read more ]

Content: Quotation | Author: W. Brian Arthur | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

In a world where we don’t trust the ground we stand on, what really counts is adaptation or resilience.

Content: Quotation | Author: W. Brian Arthur | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Many companies are concluding that classic operating-model interventions just won’t move the needle anymore. Rather than attempting yet again to optimize the matrix, they are looking for new solutions. The reasons include the need to drive digitization, build resilience, and win talent. These companies are turning to platforms.

Content: Article | Authors: Andrew Toma, Benjamin Rehberg, Jaap Backx, Julia Madden | Source: Boston Consulting Group (BCG) | Subjects: Organizational Behavior, Reorganization

The key to changing the culture of an organization is not to tell people what to do, but to make it easy for them to ask the questions that make them consider their current behavior. Only by making room for their colleagues, employees, and other stakeholders to ask their own questions and activate their own experience and insights can leaders ensure that people’s buy-in to … [ Read more ]

Content: Quotation | Author: Pia Lauritzen | Source: strategy+business | Subjects: Culture, Organizational Behavior

As you consider a past decision as a team, think about what you knew before you made it. What was revealed after the fact? Could you have known about it beforehand?

We tend to only review decisions that are associated with bad outcomes, like missing a sales target by 10%. But when you exceed that same target by 10%, there’s no meeting, no post-mortem. Just congratulations … [ Read more ]

Content: Quotation | Author: Annie Duke | Source: First Round Review | Subjects: Decision Making, Management, Organizational Behavior

To make great decisions, you need accountability, repeatability, and examinability. I always describe it like this: We need to create an evidentiary record, a way to Google our own decision-making.

Content: Quotation | Author: Annie Duke | Source: First Round Review | Subjects: Decision Making, Management, Organizational Behavior

While organization design gives your company structure, governance mechanisms are the crucial means by which it functions. They can either hinder or facilitate progress. For the best results, governance should be designed in a way that makes things clear and simple across the entire organization.

The first question to ask (and one of the most difficult to answer) is: who is ultimately responsible for making decisions? … [ Read more ]

Content: Quotation | Authors: Adithi Raju, Hagen Götz Hastenteufel, Luca Spring, Sarah Helm | Source: Kearney | Subjects: Corporate Governance, Organizational Behavior

Experts outline their roadmap for intentionally changing the culture of businesses, social networks, and beyond.

Content: Article | Authors: Alissa Greenberg, Hazel Rose Markus, Jennifer Eberhardt, MarYam Hamedani | Source: Stanford University | Subjects: Culture, Organizational Behavior

Wharton’s Matthew Bidwell shares tips on how to elevate employee engagement and maximize the talent of your workforce.

Content: Article | Author: Matthew Bidwell | Source: Knowledge@Wharton | Subjects: Human Resources, Motivation, Organizational Behavior

Overconfidence should actually be viewed as a warning sign that someone will turn out to be a poor leader — immune to feedback, resistant to change, and unlikely to consult others when making key decisions.

Content: Quotation | Author: Sally Helgesen | Source: strategy+business | Subjects: Human Resources, Leadership, Organizational Behavior

Studies confirm that both men and women tend to equate confidence with competence because they assume that those who do not question their own ability and who view themselves as destined for greatness must have good reason for doing so. In fact, inept individuals tend to be less accurate in evaluating their own talents for the simple reason that they lack the expertise to know … [ Read more ]

Content: Quotation | Author: Sally Helgesen | Source: strategy+business | Subject: Organizational Behavior