134 Posts found for Source: The Conference Board Review

What is it that makes luck so dominant in the determination of outcomes? Almost every system of even moderate complexity is subject to random variation. Because of this, in any system with a large number of players engaged in repeated attempts to win, some will pile up seemingly remarkable streaks simply as a consequence of that randomness. And the greater the randomness, the longer and … [ Read more ]

Content: Quotation | Author: Michael E. Raynor | Source: “The Conference Board Review” | Subject: Luck

In a crisis there’s a search for pragmatic answers and a sense that ideology is a luxury.

Content: Quotation | Author: Matt Miller | Source: “The Conference Board Review” | Subject: Crisis Management

May you have the good luck to realize its importance to success.

Content: Article | Author: Michael E. Raynor | Source: “The Conference Board Review” | Subject: Miscellaneous

Threatened egotism occurs when people or events undermine an individual’s high but unstable self-esteem. It doesn’t affect those with a stable self-esteem, since external threats are unlikely to faze such people. And those with a low self-esteem are unsusceptible to threatened egotism because external threats simply reinforce already low self-perceptions.

Millennials, then, are especially vulnerable to threatened egotism, because their inflated self-perceptions are generally grounded in … [ Read more ]

Content: Quotation | Author: E. L. Kersten | Source: “The Conference Board Review” | Subjects: Organizational Behavior, Personality / Behavior

When it comes to appraising performance-appraisal systems, why do so many companies score so low?

Content: Article | Author: Dick Grote | Source: “The Conference Board Review” | Subjects: Best Practices, Human Resources, Management

Who said conserving cash involves major sacrifices? How to cut costs without forgoing corporate performance.

Content: Article | Author: Andrew Wileman | Source: “The Conference Board Review” | Subject: Management

Forget all you know about workplace interplay. Today’s younger generations have rewritten the rules of the game.

Editor’s Note: a lot of what’s written in this article didn’t ring true to me and seemed pure conjecture and a bit cynical but I’m a bit removed from this particular topic so maybe you’ll find it more accurate?

Content: Article | Author: Marilyn Moats Kennedy | Source: “The Conference Board Review” | Subjects: Demographics, Human Resources, Organizational Behavior

A key myth of performance management is that the objective of the performance-appraisal discussion is to gain the employee’s agreement. It’s not. If the manager has applied tough-minded, demanding standards, it’s unlikely that the individual will agree. That’s OK—the objective of the meeting is not to gain agreement. The tougher the manager’s standards, the less likely it is that agreement will occur. The objective of … [ Read more ]

Content: Quotation | Author: Dick Grote | Source: “The Conference Board Review” | Subjects: Human Resources, Management

A common myth [of performance management] holds that asking the employee to complete a self-assessment using the company’s form, or including the perspectives of others gained through a 360-degree feedback system, is a good idea. It’s not. It’s a bad idea and needs to be stomped out.

Research consistently demonstrates that individuals are notoriously inaccurate in assessing their own performance, and the poorer the performer, the … [ Read more ]

Content: Quotation | Author: Dick Grote | Source: “The Conference Board Review” | Subjects: Human Resources, Management

Peter Drucker’s thirty-year-old concept of creating a “manager’s letter” probably remains the best performance-management technique to use with senior executives. Each executive writes an annual letter to her superior, spelling out the objectives of her own job and those of the superior’s job as she sees them. She then sets down the performance standards she believes are being applied to her. She lists the goals … [ Read more ]

Content: Quotation | Authors: Dick Grote, Peter F. Drucker | Source: “The Conference Board Review” | Subjects: Human Resources, Management

Although the actual results an individual produces may be quantifiable, the way she got those results, and the extent to which she modeled the organization’s values in generating them, aren’t subject to numerical measure. But behavior and adherence to values can certainly be described, and those descriptions of performance, supported by examples, are certainly objective.

Content: Quotation | Author: Dick Grote | Source: “The Conference Board Review” | Subjects: Human Resources, Management

Every person who works for an organization wants the answer to two questions. First, What is it that you expect of me? Second, How am I doing at meeting your expectations?

Content: Quotation | Author: Dick Grote | Source: “The Conference Board Review” | Subjects: Human Resources, Management, Organizational Behavior

A committee is a group of men who individually can do nothing, but as a group decide that nothing can be done.

Content: Quotation | Author: Fred Allen | Source: “The Conference Board Review” | Subjects: Bureaucracy, Decision Making

Excess cost can be created by indirect factors that aren’t immediately apparent. You can attack these costs only by getting to the real heart of the problem, rather than just bashing away at the cost itself. The three biggest indirect cost generators are time, complexity, and poor quality. And no savings-seeking manager should overlook the potential gains in turning customers into workers.

Content: Quotation | Author: Andrew Wileman | Source: “The Conference Board Review” | Subject: Management