417 Posts found for Source: Ivey Business Journal

We spend four months per year on the budget process, but we hardly spend any time talking about our talent, our strengths and how to leverage them, our talent needs and how to build them. Everyone is held accountable for their budget. But no one is held accountable for the strength of their talent pool. Isn’t it the talent we have in each unit that … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Human Resources, Management

When it comes to ethics in business, many accept that standards can not only be different from, but even lower than, ethics in everyday life. That should definitely not be so, argues this author. In fact, he says, a corporation’s obligations to its stakeholders bind it to those stakeholders, in turn creating new and specific moral obligations.

Content: Article | Author: Robert Phillips | Source: Ivey Business Journal | Subjects: Ethics, Social Responsibility (ESG)

That the terrain of decision making is mined with moral hazards has never been much in doubt. But the real question for executives is this: Just how can you make your conscience your guide? This author has suggestions and strong advice that, when taken, can help restore public confidence in business leaders.

Editor’s Note: discusses the author’s concept of teleopathy…

Content: Article | Author: Kenneth E. Goodpaster | Source: Ivey Business Journal | Subjects: Ethics, Organizational Behavior

Strategy and structure are fundamentally about attention. After all, in the world of everyday decision-making, what are strategy and structure? Both strategy and structure are mental constructs, important not in themselves, but for their impact on the people in the organization. There is no absolute reality of a firm’s strategy or its structure, or at least not one that we can all agree on. Rather, … [ Read more ]

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

Organizational structure is the plan for, and the reality of, how power and responsibility are distributed across an organization. We humans are social animals. So, inside our groups, we focus on hierarchy; outside, we focus on the identifiable groups or individuals who represent opportunity or threat. Thus, organizational structure is a powerful vehicle for focusing employees’ and external stakeholders’ attention on a particular aspect of … [ Read more ]

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

I don’t know whether to call it hypocritical or a crime or simply being blind, but the one thing I’m certain of is that the developed countries must open up their markets. It makes no logical sense to try and help developing countries develop their productive capacity and then deny them access to markets. It makes no sense to spend $300 billion a year on … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Economics, Politics

In pursuit of leadership talent, organizations tend to hire for knowledge, train for skills, develop for judgment – and hope for wisdom. When wisdom does not materialize, they are forced to hire it.

Content: Quotation | Source: Ivey Business Journal | Subjects: Human Resources, Training & Development

In addition to compensation that reflects the market, companies need to focus on what I call the “Three Ms”… Mastery, Membership and Meaning. They have to offer people Mastery, that is challenging jobs, where they have a chance to grow their skills; they have to offer Membership, which is a feeling of belonging to a community and of being treated as a whole person with … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Human Resources, Management

There are usually two implicit assumptions in the most enthusiastic proposals for embracing CRM: that the customer wants a relationship with the company, and that this system will make the customer better off. Neither assumption is accurate.

Content: Quotation | Source: Ivey Business Journal | Subjects: Customer Related, Marketing / Sales

Just as negotiating has become an ongoing process, so too has learning new negotiating techniques. “Improving your negotiation skills,” write the co-authors of this article, “is a long journey that involves constant reflection, awareness, and openness to feedback.” In the article, a valuable and extremely useful primer for negotiators, they describe and outline the preparation, value-claiming and value-creating strategies that are the foundation of any … [ Read more ]

Content: Article | Authors: Geoffrey J. Leonardelli, Leigh Thompson | Source: Ivey Business Journal | Subjects: MBA Related, Negotiation

In an important new book, Value Shift, Lynn Sharp Paine discusses the rise in importance and institutionalization of ethics in decision-making. She elaborates on her views in this interview.

Content: Thought Leader | Source: Ivey Business Journal | Subject: Management

Yes you can look at your counterpart across the negotiating table and infer “when to hold them and when to fold them.” But negotiating successfully very much involves what you also do away from the table. These co-authors, widely experienced in international business negotiation, describe the importance of a Best Alternative To Negotiated Agreement, (BATNA), and a critical tactic that every successful negotiator must understand … [ Read more ]

Content: Article | Authors: David A. Lax, James K. Sebenius | Source: Ivey Business Journal | Subject: Negotiation

Erudite and engaging, the world’s greatest living economist and one of the 20th century’s great intellectuals ranges far and wide in this interview.

Content: Thought Leader | Author: Stephen Bernhut | Source: Ivey Business Journal | Subject: Management

“More independent directors” and “separate the role of chairman and CEO” have become the rallying cries – and many believe, panaceas – that will lead to fixes for what’s wrong with corporate governance. The problem, argues this leading governance authority, is that independence and separation are not nearly as important as a director’s competence and behaviour, and how the directors on a particular board interact … [ Read more ]

Content: Article | Author: Richard LeBlanc | Source: Ivey Business Journal | Subject: Corporate Governance

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Emotions such as happiness, sadness, anger, and fear refer to feelings that signal information about relationships. For example, happiness signals harmonious relationships, whereas fear signals being threatened. Intelligence refers to the capacity to carry out abstract reasoning, recognize patterns, and compare and contrast. Emotional intelligence, then, refers to the capacity to understand and explain emotions, on the one hand, and of emotions to enhance thought, … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Organizational Behavior, Personal Development

When two people in business always agree, one of them is unnecessary.

Content: Quotation | Source: Ivey Business Journal | Subject: Communication

There is much evidence that being upbeat rather than unhappy, or optimistic rather than pessimistic, is a personality characteristic that is stable throughout one’s life. One study that followed people over a 50-year period, for example, showed that having an upbeat personality as an adolescent was a strong predictor of job satisfaction decades later. Hiring such upbeat people is one of the best ways to … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Human Resources, Organizational Behavior

There are a number of key questions board selection committees should be asking. The most important is: What risks does the company face? An understanding of a company’s business environment and the potential risks it could face is essential to ensuring the board’s ability to detect trouble sooner rather than later.

Following an assessment of a company’s risks, the next question is an obvious one: Are … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Corporate Governance

Management cannot solve strategic or operating problems without undertaking adaptive work, that for which no satisfactory response has yet been developed, no plan of action specified, no technical expertise shown to be fully adequate. These are problems that require new adaptations and the learning of new organizational roles. Adaptive work is challenging because it requires that we relinquish some of our deeply held beliefs and … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subject: Leadership