224 results on '"COMMUNICATION in management"'
Search Results
2. Perceived Communication Barriers With Career Management: An Assessment in Terms of Demographic Variables.
- Author
-
ESEN, Emel, TAŞTAN, Seçil, BULGUR, Nazlı Ece, and GENÇOĞLU, Serap
- Subjects
- *
CAREER development , *COMMUNICATION barriers , *HEALTH Belief Model , *COMMUNICATION in management , *PERSONNEL management , *ORGANIZATIONAL effectiveness - Abstract
The aim of this study is to investigate the relationship between perceived communication and career management of employees working at various levels in different sectors in Turkey in terms of demographic variables. The research covers 260 employees working in the public and private sectors in Istanbul. Results showed that employees' perceived communication barriers have a significant negative and weak correlation with career management and also regression analysis indicated the same results. Further, differences were reported for participants' age and work experience in terms of perceived career management and no significant differences were found for the other demographic variables in terms of employee communication barriers and career management. Based on the findings, it is suggested that to increase the positive perceptions of career management of employees, communication barriers should be eliminated and organizational communication effectiveness should be improved. [ABSTRACT FROM AUTHOR]
- Published
- 2023
- Full Text
- View/download PDF
3. More effective solutions? Senior managers and non‐routine problem solving.
- Author
-
Decreton, Benoit, Tippmann, Esther, Nell, Phillip C., and Parker, Andrew
- Subjects
PROBLEM solving ,ORGANIZATIONAL effectiveness ,SENIOR leadership teams ,KNOWLEDGE-based theory of the firm ,COMMUNICATION in management ,SUBSIDIARY corporations ,CORPORATE headquarters ,STRATEGIC planning - Abstract
Research Summary: Solving non‐routine problems—problems for which current organizational, recurrent action patterns do not offer a predetermined, effective solution—can be an important source of value creation. When these problems occur in subsidiaries of multinational corporations, senior headquarters managers can potentially help solve them. However, whether their involvement is beneficial rests upon the assumptions that they know which knowledge is appropriate and that their involvement does not negatively influence the problem solving process. We challenge these assumptions and theorize that the involvement of senior headquarters managers is negatively related to solution effectiveness, unless senior subsidiary managers are also involved, and especially if problems have an external locus (i.e., primarily relate to the firm's products and services). Our robust results are consistent with our theory. Managerial Summary: Companies are often faced with new problems, which represent an opportunity for organizational improvements. But how different types of senior managers influence problem solving effectiveness has remained unclear. Studying problems occurring in foreign subsidiaries of multinational corporations, we find that the involvement of senior headquarters managers is negatively related to problem solving effectiveness. Two reasons explain this result: senior headquarters managers often lack necessary understanding of their subsidiaries' contexts; and their involvement diminishes active participation of subsidiary employees. The negative relationship is especially strong when problems relate to products and services (as opposed to internal processes). Furthermore, we find that senior subsidiary managers can mitigate the negative consequences related to senior headquarters managers' involvement. [ABSTRACT FROM AUTHOR]
- Published
- 2023
- Full Text
- View/download PDF
4. Straight Talk.
- Author
-
Brandon, Rick
- Subjects
INTERPERSONAL communication ,ORGANIZATIONAL effectiveness ,INTERPERSONAL relations ,COMMUNICATION in management ,INFLUENCE ,CONVERSATION - Abstract
In today's chaotic world, strong communication skills can help you thrive. In Straight Talk, global training leader Dr. Rick Brandon shares practical tips you can use to improve your interpersonal skills, increase collaboration, and gain commitment. His workshop-in-a-book format provides scenarios, practice activities, and engagement tasks you can use to grow your awareness of how you're living and relating with others. By applying Straight Talk skills in work and life, you can counteract miscommunication, optimize in-person contact, enrich virtual communication, and give you and your organization a competitive advantage.
- Published
- 2023
5. Leading the Listening Organisation : Creating Organisations That Flourish
- Author
-
Mike Pounsford, Kevin Ruck, Howard Krais, Mike Pounsford, Kevin Ruck, and Howard Krais
- Subjects
- Communication in management, Organizational change, Personnel management, Organizational effectiveness
- Abstract
How organisations listen, learn, and adapt to their environment drives success and long-term sustainability. This book focuses on internal stakeholders and how employers can use the voice of their people to improve decision-making, innovation, and performance. It is about why listening to employees matters and how to do it well.Leading the Listening Organisation reveals not just the practices and processes that underpin effective listening but also the leadership characteristics and mindsets necessary to create resilient organisations that feel fair to work in, where people want to speak up, and where new ideas can flourish. It is based on extensive international research with leaders across over 500 organisations before, during, and after the pandemic. The authors bring decades of international experience and expertise in communicating with employees across public, private, and third sector organisations. Rich in practical tools, processes, and working frameworks and brought to life with case studies and insights from leaders and communicators, this book provides a complete guide to understanding the barriers to, and implementation plans for, leading a listening organisation.This comprehensive guide will resonate with leadership, internal communications, human resources, and organisational development professionals.
- Published
- 2024
6. Influential Internal Communication : Streamline Your Corporate Communication to Drive Efficiency and Engagement
- Author
-
Jenni Field and Jenni Field
- Subjects
- Communication in organizations, Communication in management, Organizational effectiveness, Corporate culture
- Abstract
Streamline your organization's communication for happier employees, clients and customers, with this powerful and practical methodology featuring insight from experts Simon Sinek and Brené Brown. As the title suggests, Influential Internal Communication proves just how influential internal communications (IC) is, and the measurable impact it has on an organization's growth. For many organizations, IC often slips down the list of priorities when there are high pressure, high stakes business situations to cope with. This causes a sense of chaos and confusion within the organization that will - eventually - permeate to external customers and clients. Influential Internal Communication presents a clear, adaptable methodology that will help readers understand, diagnose and fix their own communication challenges, thereby transforming the chaos into calm.Backed up with data and statistics from industry reports on workplace culture, Influential Internal Communication is based on The Field Model and draws on research with CEO's, some of the best insights into people, organisations and chaos. The theory is backed up with real world case studies, showing how chaos can impact a range of organizations of varying size and industry. Written by the 2020 President of the Chartered Institute of Public Relations (CIPR), Influential Internal Communication will streamline any organization's IC practices, and help to drive engagement, efficiency and profit across the board.
- Published
- 2021
7. Leading at a Distance : Practical Lessons for Virtual Success
- Author
-
James M. Citrin, Darleen DeRosa, James M. Citrin, and Darleen DeRosa
- Subjects
- Leadership, Organizational effectiveness, Organizational change, Virtual work teams--Management, Communication in management
- Abstract
A timely and hands-on resource informed by lessons learned from Fortune 500 CEOs and executives Leading at a Distance provides executives with the necessary skills to successfully lead in the new virtual workplace, backed by the research and expertise of global leadership firm Spencer Stuart. Although working remotely is not new, the global pandemic has placed virtual work at the center of everyday life. And it has thrust workforce strategies to the core of business operations globally. As the shift towards large-scale virtual work continues to grow and become a permanent fixture—by some estimates, 30% of the workforce will be working virtually – leaders must understand how to build virtual work environments that foster connected, engaged, and high-performing teams. Although some forward-thinking companies and not-for-profit organizations have made significant investments in technology and virtual collaboration, many others have simply joined the “Zoom culture” without fully appreciating what it takes to operate effectively at a distance on a sustained basis. Leading at a Distance is a timely, research-based, and highly practical guide for developing and implementing strategies for conducting high-impact virtual work, building trust, and enhancing team unity. Designed to help leaders shape organizational culture remotely, this must-have resource demonstrates how to conduct virtual onboarding for senior leaders, build top teams from a distance, manage accountability in the new virtual environment, and much more. A hands-on toolkit filled with compelling examples, expert insights, and invaluable advice, this book: Provides clear guidance on establishing effective leadership in the virtual workplace Offers practical approaches for establishing strong relationships, increasing employee engagement, and coaching from a distance Addresses ways to keep geographically dispersed team members aligned and accountable Illustrates creative ideas for boosting team morale Features an overview of the unique challenges facing leaders in the virtual workplace Discusses often-overlooked topics such as virtual hiring and onboarding Leveraging the authors'in-depth research and consulting experience, Leading at a Distance is required reading for anyone needing to adapt to a virtual way of working and develop their virtual leadership skills to maximize organizational effectiveness and performance.
- Published
- 2021
8. Grow Leaders With a Virtual Development Program
- Author
-
Lindsay Fletcher, Gerhard Redelinghuys, Lindsay Fletcher, and Gerhard Redelinghuys
- Subjects
- Organizational effectiveness, Communication in management, Virtual work teams--Management, Leadership
- Abstract
Today's leaders—whether seasoned executives or first-time managers—need to be effective at guiding dispersed teams. That entails a new set of leadership capabilities for the virtual work environment. In this issue of TD at Work, Lindsay Fletcher and Gerhard Redelinghuys guide you in how to identify whether a virtual leadership development program is right for your organization and how to design a customized program for business impact.
- Published
- 2021
9. Story Dash : Find, Develop, and Activate Your Most Valuable Business Stories... In Just a Few Hours
- Author
-
David Hutchens and David Hutchens
- Subjects
- Storytelling, Organizational change, Communication in management, Organizational effectiveness, Leadership, Communication in organizations
- Abstract
Storytelling is humanity's oldest way of connecting to others. But for businesses and managers, it can also be a powerful tool to help organizations grow and thrive.A leader's role is to create engagement and belief so that people will act. And there's no more powerful way to grab attention, be remembered, and engage action than by telling stories—about who you are, what you do, and why you do it. Today, “storytelling” is a hot topic in organizations… but most leaders still struggle to act upon it. How do we find and tell our stories quickly, in an environment of urgency where we can hardly pause to catch our breath? For more than a decade Hutchens has tested his method of rapid and strategic story development with innovation teams in Silicon Valley, across global Fortune 100 leadership teams, and more. Hutchens has honed a unique process that is active, potent, and strategically focused... and also a lot of fun. In Story Dash, Hutchens shares a repeatable process to find, develop, and deploy your “narrative assets”—that is, your urgent core stories that hold value. Even better, he will help you do it FAST; often in less than a day. Story Dash will help you to:Access your natural capacity for storytellingFind your stories—and figure out which ones to tellBuild your narrative so it lands with unforgettable impactFind your own voice of authentic leadershipBring more of who you are to your teams and your marketsFully illustrated and written in a clear, sharp voice, Story Dash shares the fastest way to find lots of stories that will create action around the work you care about most.
- Published
- 2021
10. Fit to Compete : Why Honest Conversations About Your Company's Capabilities Are the Key to a Winning Strategy
- Author
-
Michael Beer and Michael Beer
- Subjects
- Trust, Organizational effectiveness, Honesty, Communication in management, Organizational behavior
- Abstract
Is Silence Killing Your Strategy?In his thirty years of working in corporations, Harvard Business School professor Michael Beer has witnessed firsthand how organizational silence derails strategic objectives. When employees can't speak truth to power, senior leaders don't hear what they need to hear about their company's fitness to compete, and employees lose trust in those leaders and become less committed to change.In Fit to Compete, Beer presents an antidote to silence--principles and a time-tested innovative process for holding honest conversations with everyone in your organization. Used by over eight hundred organizations across the globe, the strategic fitness process has helped leaders in a diverse range of industries--including medical technology, information technology, banking, restaurant chains, and pharmaceuticals--hear the raw but necessary truth about the sources of misalignment between their strategies and their organizations.In addition to step-by-step instructions, Beer offers detailed and illustrative case studies of companies that have conducted honest conversations to great effect. He also shows how to apply the process more broadly to a variety of strategic challenges and at multiple levels throughout the organization.Practical, enlightening, and comprehensive, Fit to Compete is the book you should turn to if you to want create winning strategies that your entire company will rally behind.
- Published
- 2020
11. Arbeitswelten transformieren - inkl. Arbeitshilfen online : Dynamischer Wandel durch neue Methoden
- Author
-
Heike Höf-Bausenwein and Heike Höf-Bausenwein
- Subjects
- Organizational change, Organizational effectiveness, Personnel management, Telecommuting, Communication in management
- Abstract
Sind Sie Entscheider, Geschäftsführerin, Projekt- oder Personalverantwortlicher und für den Wandel der neuen Arbeitswelten, z. B. mit Homeoffice oder mobiler Arbeit, oder für die Digitalisierung zuständig? Sobald Sie mit Menschen arbeiten, braucht es zeitgemäße Strukturen, Methoden, Kompetenzen und ein passendes Mindset. In diesem Buch erhalten Sie einen Überblick darüber, wie die Transformation der Arbeitswelt u. a. durch Sinn und Nutzen stiftende Geschäftsmodelle, Optimierung der Organisationsstruktur, im Personalwesen und in der Führung sicher gelingen kann. Mit der im Buch ausführlich dargestellten Methode'Faszination Metamorphose'vermeiden Sie Ängste, Sorgen und Widerstand sowie hohe Fehlzeiten. Die Methode für glückliche Arbeitswelten mit zufriedenen Menschen! Inhalte: - HR Transformation und Strategie - Kundenorientierte Personalarbeit, Employee Experience - Zukunft HR - der Success Faktor - Enterprise-Content Management - Führung digital und als Transformationsarbeit - Teams führen Teams - Neue Arbeitsformen integrieren und die Organisation transformieren - Faszination Metamorphose - neue Methoden der Transformation Arbeitshilfen online - Praxisbeispiele und Übungen - Checklisten - Kurzvideos
- Published
- 2020
12. New Insights Into Prognostic Data Analytics in Corporate Communication
- Author
-
Pragyan Rath, Kumari Shalini, Pragyan Rath, and Kumari Shalini
- Subjects
- Leadership, Organizational effectiveness, Communication in organizations, Communication in management
- Abstract
This book advances diagnosis-prognosis models that mark antecedent frames in various commercial forms of communication—annual reports, investigative fiction–Poirot series, Sci-Fi, and advertisements.The authors thereby develop a study of narrative markets by proposing the narrative of things as the next innovative mega trend in business analytics. A unique feature of the book is the special section dedicated to industry-academic practitioners, who have offered a bird's-eye view in the Review Speak section of every chapter of this book.
- Published
- 2019
13. Asking the Right Questions : A Guide to Continuous Improvement with Stakeholder Input
- Author
-
Stu Silberman, Gay Burden, Stu Silberman, and Gay Burden
- Subjects
- Communication in management, Organizational effectiveness
- Abstract
This book outlines a practical, four-question model that school and business leaders can use to engage stakeholder feedback, determine the organization's DNA, and establish a collective vision for improvement. Stakeholder feedback is analyzed at both the focus- and whole-group level. Results are then woven into the organizational improvement plan. Practical examples of leadership experiences in implementing the four-question model are included as well as the theory behind why these four questions are the right questions to ask. Each chapter ends with a set of reflective questions that leadership teams can utilize individually or in an organizational book study or Professional Learning Community (PLC).
- Published
- 2019
14. Handbook of Research on Strategic Communication, Leadership, and Conflict Management in Modern Organizations
- Author
-
Anthony Normore, Mitch Javidi, Larry Long, Anthony Normore, Mitch Javidi, and Larry Long
- Subjects
- Communication in management, Communication in organizations, Conflict management, Leadership, Organizational effectiveness
- Abstract
As communication and leadership skills are both essential for personal and organizational success, new approaches and management styles are continuously being sought. Emerging technologies, automation opportunities, and a diverse workforce are just a few of the challenges business professionals must be prepared for in today's workplace environment. The Handbook of Research on Strategic Communication, Leadership, and Conflict Management in Modern Organizations provides emerging research exploring the theoretical and practical aspects of managing and solving conflicts, and introduces updated approaches for refining communication and leadership skills. Featuring coverage on a broad range of topics such as emotional intelligence, organizational crises, and virtual team management, this book is ideally designed for professionals, leaders, managers, and human resource specialists seeking current research on developing the skills and consciousness needed to effectively communicate, negotiate, and collaborate in diverse organizations.
- Published
- 2019
15. On the role of communication and management engagement for acquisition success: A study of Israeli startups.
- Author
-
Polowczyk, Jan, Zaks, Ofer, and Trąpczyński, Piotr
- Subjects
COMMUNICATION in management ,NEW business enterprises ,MERGERS & acquisitions ,ORGANIZATIONAL effectiveness ,INVESTORS - Abstract
Objective: The aim of this paper is to shed light on the effects of communication and management engagement on start-up acquisition success. Research Design & Methods: The present paper adopts a behavioural perspective and uses a set of quantitative data collected from start-up companies from Israel, which were taken over by international firms, in order to explore the role of acquired firm's management. Particular emphasis is put on communication and the managerial engagement in the post-acquisition stage. Findings: Partial empirical support for these relationships can be found. Subsequently, a number of avenues for future research are discussed. Implications & Recommendations: Specifically, it is argued that communication and management engagement mediates the influence of a number of employee-related and organisational factors on acquisition performance. Contribution & Value Added: Taking into account the significant failure rate of international acquisitions, the identification of their critical success factors is an important issue. This pertains also to the acquisition of startups by established firms, for which it is a strategy for enhancing their technological base. The paper also contributes to extant literature by adopting the acquired firm's perspective. [ABSTRACT FROM AUTHOR]
- Published
- 2021
- Full Text
- View/download PDF
16. High-Impact Tools for Teams.
- Author
-
Mastrogiacomo, Stefano and Osterwalder, Alex
- Subjects
MANAGEMENT of teams in the workplace ,COMMUNICATION in management ,TRUST ,ORGANIZATIONAL effectiveness - Abstract
Team alignment is a prerequisite to successful collaboration. With the right tools, business teams can systematically measure and promote alignment--ensuring everyone is on the same page before the project begins. In High-Impact Tools for Teams, Stefano Mastrogiacomo and Alex Osterwalder offer visual templates business leaders can use to align their teams, while promoting the respectful, open communication essential to effective teamwork.
- Published
- 2021
17. Giving Feedback to Subordinates (Spanish for Latin America)
- Author
-
Raoul Buron, Dana McDonald-Mann, Raoul Buron, and Dana McDonald-Mann
- Subjects
- Organizational effectiveness, Communication in management, Communication in personnel management, Feedback (Psychology), Teams in the workplace--Management
- Abstract
For whatever reason, managers find it hard to give feedback to their direct reports. To succeed in your leadership role, make feedback a part of developing your direct reports to their full potential. Learn how to provide effective feedback that is empowering, not damaging; that is constructive, not debilitating.
- Published
- 2017
18. Listening Leader, The : How to Drive Performance by Using Communicative Leadership
- Author
-
Emilio Galli Zugaro, Clementina Galli Zugaro, Emilio Galli Zugaro, and Clementina Galli Zugaro
- Subjects
- Leadership, Communication in management, Organizational effectiveness
- Abstract
••••The Listening Leader has been officially shortlisted in the'Leading the Team'category for The Business Book Awards 2018, as announced on 17th January 2018.•••• DISCOVER THE ART OF COMMUNICATIVE LEADERSHIP: HOW TO REALLY LISTEN SO YOU CAN WIN AND HOLD THE TRUST OF YOUR STAKEHOLDERS. Leaders often say ‘I communicate'when, in fact, they mean ‘I tell'. Yet being able to really listen is the key to growth and results. The Listening Leader provides a clear framework for taking action to implement a communicative leadership style By actively listening to your organisation and external stakeholders you will be able to better navigate today's VUCA (volatile, uncertain, complex and ambiguous) economy and digitally transparent world; make a genuine difference to the performance of your organization; better respond to the expectations and needs of their stakeholders and dramatically increase your competitiveness in the market. BECOME A GREAT LEADER, IMPROVE YOUR PERFORMANCE AND SUCCEED IN BUSINESS BY COMMUNICATING AND LISTENING MORE EFFECTIVELY.'If everything seems going too fast, it's all too hard, then grab this book, go off to a quiet corner, read some and you'll feel calmer: it reconnects the decent ones among us to things we always knew, but here is the hugely powerful evidence we've been right, and the clear ways we can do it even better. Let's hope the bad guys don't get anywhere near a copy.'Anne Scoular, Former diplomat and international banker; psychologist and writer; Co-Founder of Meyler Campbell'It might be an inconvenient truth for some: successful leaders have to be more than great managers. Communicative leadership, as shown in this excellent book, leads you there.'Joachim Faber, Chairman Deutsche Börse AG (German Stock Exchange).
- Published
- 2017
19. Handbook of Research on Effective Communication, Leadership, and Conflict Resolution
- Author
-
Anthony H. Normore, Larry W. Long, Mitch Javidi, Anthony H. Normore, Larry W. Long, and Mitch Javidi
- Subjects
- Organizational effectiveness, Communication in organizations, Conflict management, Leadership, Communication in management
- Abstract
In order for an organization to thrive, it is essential to develop key strategies for interaction, leadership, and management within diverse settings. Refining these skills ultimately aids in the arbitration of any potential conflicts that may arise during intra-organizational interactions. The Handbook of Research on Effective Communication, Leadership, and Conflict Resolution evaluates operational strategies and interpersonal skill development for the successful leadership and management of modern organizations. Highlighting various governance and interaction techniques that assist in mediating organizational controversies, this handbook of research is a vital source for professionals, leaders, managers, and human resource specialists interested in developing skills needed to efficiently communicate, collaborate, and negotiate across differences within an organization.
- Published
- 2016
20. The Dysfunctional Workplace : Theory, Stories, and Practice
- Author
-
Seth Allcorn, Howard F. Stein, Seth Allcorn, and Howard F. Stein
- Subjects
- Work environment--Psychological aspects, Psychoanalysis, Communication in management, Management, Organizational effectiveness, Organizational behavior, Corporate culture, Psychology, Industrial
- Abstract
This book explores an aspect of organizational life that is at times difficult to acknowledge and often painful to recall. Stories invite reflection and the development of greater understanding of organizational dynamics. This fresh scholarship provides a theoretical framework for discussion. Throughout this book, Allcorn and Stein utilize a psychoanalytically informed perspective to help readers understand why a leader, colleague or friend behaves in ways that are destructive of others and the organization and provides a basis for organizations to survive and thrive in a dysfunctional workplace.
- Published
- 2015
21. The Self-Evolved Leader.
- Author
-
McKeown, Dave
- Subjects
LEADERSHIP ,ORGANIZATIONAL effectiveness ,EXECUTIVE ability (Management) ,COMMUNICATION in management - Abstract
The business world is changing faster than ever before, and in this environment, traditional approaches to leadership won't lead to success. As an effective leader, you can help your team shift from yesterday's way of doing business to practices that reflect the realities of tomorrow. In The Self-Evolved Leader, Dave McKeown provides a road map that you, your teams, and your organization can use to find an authentic leadership calling and build an atmosphere of shared accountability.
- Published
- 2020
22. HBR’s 10 Must Reads for CEOs.
- Author
-
Harvard Business Review Press
- Subjects
CHIEF executive officers ,ORGANIZATIONAL effectiveness ,STRATEGIC planning ,INNOVATION management ,COMMUNICATION in management - Abstract
Chief executive officers (CEOs) face a host of challenges in their day-to-day work. They’re tasked with developing visions, forming strategies, establishing priorities, and setting the tone for their businesses, but they also spend time working through organizational challenges, championing change initiatives, investing in organizational talent, and hedging against risks. In HBR’s 10 Must Reads For CEOs from Harvard Business Review Press, 25 of the top minds in business and research help executives take on their challenges and lead their way to excellence. Covering topics like strategy, innovation, talent spotting, and stalled growth, these authors give leaders the insight and inspiration they need to succeed.
- Published
- 2019
23. Myths of Leadership.
- Author
-
Owen, Jo
- Subjects
LEADERSHIP ,ORGANIZATIONAL effectiveness ,TEAMS in the workplace ,COMMUNICATION in management - Abstract
Leadership myths abound, perhaps because demand is so high for them. While leadership theories don’t provide universal truths, they can be helpful if they’re viewed as a call to action. In Myths of Leadership, Jo Owen explores 56 leadership beliefs and suggests how they can be tailored to support leaders’ unique needs.
- Published
- 2019
24. Enablement Mastery.
- Author
-
Cohen, Elay
- Subjects
SALES management ,STRATEGIC planning ,COMMUNICATION in management ,TRAINING of sales personnel ,ORGANIZATIONAL effectiveness - Abstract
Sales enablement helps companies grow more rapidly through alignment of people, priorities, and processes. Most organizations, however, haven’t taken a company-wide approach to enablement, which extends from C-suite executives to employees, partners, and customers. In Enablement Mastery, Elay Cohen offers detailed and practical advice to help companies take sales enablement to the next level.
- Published
- 2019
25. Achieve with Accountability.
- Author
-
Evans, Mike
- Subjects
ORGANIZATIONAL effectiveness ,EMPLOYEE motivation ,COMMUNICATION in management ,SUPERVISION of employees ,RESPONSIBILITY ,ORGANIZATIONAL behavior - Abstract
Organizations thrive when every employee shares responsibility for success. In Achieve with Accountability, Mike Evans outlines how you can inspire your employees to adopt a mindset of accountability. By clarifying your purpose, communicating in a forthright manner, and focusing on must-achieve results, you can become a leader whose team will solve any problem and take whatever action is necessary to help your organization succeed.
- Published
- 2019
26. THE INTERFACE OF THE TOP MANAGEMENT TEAM AND MIDDLE MANAGERS: A PROCESS MODEL.
- Author
-
Raes, Anneloes M. L., Heijltjes, Mariëlle G., Glunk, Ursula, and Roe, Robert A.
- Subjects
MANAGEMENT ,EXECUTIVES ,MIDDLE managers ,COMMUNICATION in management ,ORGANIZATIONAL effectiveness ,ORGANIZATIONAL goals ,MANAGEMENT science - Abstract
The article discusses the interaction of top management and middle management in terms of organizational effectiveness, strategic business planning, and the formulation of organizational goals. The interactions between upper and middle management teams are defined in terms of an interface, and a series of propositions is formulated in order to better analyze this interface. Topics addressed include business communication, trust, and role behavior, as well as issues related to decision theory and the implementation of performance objectives.
- Published
- 2011
- Full Text
- View/download PDF
27. Organizational Trust : Measurement, Impact, and the Role of Management Accountants
- Author
-
Johannes Karl Mühl and Johannes Karl Mühl
- Subjects
- Managerial accounting, Communication in management, Organizational effectiveness, Trust, Psychology, Applied
- Abstract
Organizations consider trust as a pillar for successful operations in an increasingly global competitive environment. Some professionals go further and argue that in an economy trust is more important than natural resources. This book deals with ways to measure trust and its impact on organizational performance, as well as to understand the role of Management Accounting in creating trust. The author demonstrates that trust drives organizational performance, and reveals the key role of management accountants in facilitating the flow of trust between CEOs and line managers.
- Published
- 2014
28. Leadership by Choice : Increasing Influence and Effectiveness Through Self-Management
- Author
-
Eric Papp and Eric Papp
- Subjects
- Leadership, Organizational effectiveness, Communication in management, Decision making
- Abstract
Establish trust with your team by developing a clear decision-making strategy Do you have the opportunity to focus on each decision you make? Chances are, you don't. All too often, our choices are rushed and relationships are strained by not thinking clearly or communicating properly. We are all responsible for our own productivity. To be a strong leader, our challenge is to find creative ways to be productive and speak with influence. In Leadership by Choice, author Eric Papp looks at key strategies for leaders to excel not just through ability and smarts but connecting with others and establishing strong decision-making skills. The best leaders develop a system for reflecting on ideas and hold themselves accountable for their choices. Leadership by Choice provides you with applicable ideas in an entertaining manner with stories and pictures for all the areas in which you lead. Loaded with actionable strategies and compelling ideas, Leadership by Choice offers a new road map for becoming a leader people want to follow.
- Published
- 2012
29. Creating Sustainable Performance.
- Author
-
Spreitzer, Gretchen and Porath, Christine
- Subjects
ORGANIZATIONAL effectiveness ,PERFORMANCE management ,JOB satisfaction ,CAREER development ,COMMUNICATION in management ,PSYCHOLOGICAL feedback ,COURTESY ,EMPLOYEE empowerment - Abstract
What makes for sustainable individual and organizational performance? Employees who are thriving--not just satisfied and productive but also engaged in creating the future. The authors found that people who fit this description demonstrated 16% better overall performance, 125% less burnout, 32% more commitment to the organization, and 46% more job satisfaction than their peers. Thriving has two components: vitality, or the sense of being alive and excited, and learning, or the growth that comes from gaining knowledge and skills. Some people naturally build vitality and learning into their jobs, but most employees are influenced by their environment. Four mechanisms, none of which requires heroic effort or major resources, create the conditions for thriving: providing decision-making discretion, sharing information about the organization and its strategy, minimizing incivility, and offering performance feedback. Organizations such as Alaska Airlines, Zingerman's, Quicken Loans, and Caiman Consulting have found that helping people grow and remain energized at work is valiant on its own merits--but it can also boost performance in a sustainable way. INSETS: Idea in Brief;About the Research;Individual Strategies For Thriving. [ABSTRACT FROM AUTHOR]
- Published
- 2012
30. CONFIGURATIONS OF ORGANIZATIONAL EFFECTIVENESS AND EFFICIENCY.
- Author
-
OSTROFF, CHERI and SCHMITT, NEAL
- Subjects
ORGANIZATIONAL effectiveness ,ASSOCIATION management ,INDUSTRIAL efficiency ,SCHOOLS research ,ORGANIZATION ,CORPORATE culture ,MANAGEMENT ,DISCRIMINANT analysis ,ORGANIZATIONAL sociology ,STRATEGIC planning ,ORGANIZATIONAL goals ,COMMUNICATION in management - Abstract
This study examined the relationship between various characteristics of organizations-including resource inputs, context, rules and regulations, goals, climate, and informal systems-and the effectiveness and efficiency of organizations. Data were collected from 172 secondary schools. Discriminant analyses of the data with the organizations categorized along effectiveness and efficiency domains revealed that different sets or configurations of organizational characteristics were meaningfully related to the different organizational classifications. [ABSTRACT FROM AUTHOR]
- Published
- 1993
- Full Text
- View/download PDF
31. The Japanese Management Theory Jungle.
- Author
-
Keys, J. Bernard and Miller, Thomas R.
- Subjects
MANAGEMENT ,MANAGEMENT science ,INDUSTRIAL management ,QUALITY circles ,ORGANIZATIONAL effectiveness ,COMMUNICATION in management ,INDUSTRIAL efficiency ,PRODUCTION (Economic theory) ,MANAGEMENT styles - Abstract
Many competing hypotheses have been advanced to account for the apparent effectiveness of Japanese management practices. The present review of some of the leading theories attempts to classify and clarify the state of knowledge of Japanese management. Although each theory may be correct as a partial explanation of Japan's success, no single conceptualization has captured the complexity of Japan's managerial achievement. Further development of integrated, internally consistent models is needed. [ABSTRACT FROM AUTHOR]
- Published
- 1984
- Full Text
- View/download PDF
32. The Confusing Words of Business Policy.
- Author
-
Leontiades, Milton
- Subjects
BUSINESS planning ,TERMS & phrases ,BUSINESS communication ,COMMUNICATION in management ,INDUSTRIAL efficiency ,ORGANIZATION ,STRATEGIC planning ,SEMANTICS (Philosophy) ,GOAL (Philosophy) ,ORGANIZATIONAL effectiveness - Abstract
Language is very important in comprehending a subject as complex as business policy. Unfortunately, the lack of a widely shared and understood language is a liability that business policy has yet to overcome. In this paper some proposals are made that, it is hoped, will promote a consensus on the meaning of the bask concepts and terms in the field. [ABSTRACT FROM AUTHOR]
- Published
- 1982
- Full Text
- View/download PDF
33. Strategic Issue Management.
- Author
-
Ansoff, H. Igor
- Subjects
MANAGEMENT styles ,BUSINESS planning ,STRATEGIC planning ,RESEARCH management ,ORGANIZATIONAL effectiveness ,OFFICE management ,LEADERSHIP ,COMMUNICATION in management ,EXECUTIVE ability (Management) - Abstract
The paper presents a systematic approach for early identification and fast response to important trends and events which impact on the firm. Two versions of such an approach are described: a strong signal and a weak signal strategic issue management system. Strategic issue management, which responds to signals in 'real time', is compared to periodic strategic planning, and criteria for choice among the three are proposed. [ABSTRACT FROM AUTHOR]
- Published
- 1980
- Full Text
- View/download PDF
34. What's Needed Next: A Culture of Candor.
- Author
-
O'Toole, James and Bennis, Warren
- Subjects
CORPORATE culture ,ORGANIZATIONAL transparency ,COMMUNICATION in management ,LEADERS ,DISCLOSURE ,ORGANIZATIONAL effectiveness - Abstract
If there's one thing that the past decade's business disasters should teach us, it's that we need to stop evaluating corporate leaders simply on the basis of how much wealth they create for investors. A healthier yardstick would be this: the extent to which leaders create firms that are economically, ethically, and socially sustainable. The first step toward accomplishing that task is to create a culture of candor. Companies can't innovate, respond to stakeholder needs, or run efficiently unless the people inside them have access to timely, relevant information, point out professors O'Toole, of the University of Denver's Daniels College of Business, and Bennis, of the University of Southern California. Increasing transparency can be an uphill battle against human nature, however. The obstacles are numerous: macho executives who don't listen to their subordinates or punish them for bringing bad news; leaders who believe that information is power and hoard it; groupthink among team members who don't know how to disagree; boards that fail to question charismatic CEOs. Nevertheless, leaders can take steps to nurture transparency. By being open and candid, admitting their errors, encouraging employees to speak truth to power, and rewarding contrarians, executives can model the kind of conduct they want to see. Training employees to handle unpleasant conversations with grace also will break down barriers to honest communication. To avoid being blinded by biases, leaders can diversify their sources of information -- an obvious measure that's rarely taken. Perhaps the biggest lever for cultural change is the executive selection process -- choosing leaders for their transparent behavior, not just their ability to compete. And a few companies have even gone so far as to share all relevant information with every employee. [ABSTRACT FROM AUTHOR]
- Published
- 2009
35. Making Judgment Calls.
- Author
-
Tichy, Noel M. and Bennis, Warren G.
- Subjects
DECISION making ,EXECUTIVE ability (Management) ,JUDGMENT (Psychology) ,LEADERSHIP ,CRITICAL thinking ,LEADERS ,COMMUNICATION in management ,STRATEGIC planning ,ORGANIZATIONAL effectiveness ,CONTINGENCY theory (Management) ,CRITERION (Theory of knowledge) - Abstract
According to the traditional view, judgment is an event: You make a decision and then move on. Yet Tichy, of the University of Michigan's Ross School of Business, and Bennis, of the University of Southern California's Marshall School of Business, found that good leadership judgment occurs not in a single moment but throughout a process. From their research into the complex phenomenon of leadership judgment, the authors also found that most important judgment calls reside in one of three domains: people, strategy, and crisis. Understanding the essence of leadership judgment is crucial. A leader's calls determine an organization's success or failure and deliver the verdict on his or her career. The first phase of the judgment process is preparation -- identifying and framing the issue that demands a decision and aligning and mobilizing key stakeholders. Second is the call itself. And third is acting on the call, learning and adjusting along the way. Good leaders use a "story line" -- an articulation of a company's identity, direction, and values -- to inform their actions throughout the judgment process. Boeing CEO Jim McNerney, for instance, focused on a story line of Boeing as a world-class competitor and ethical leader to make a judgment call that launched the company's recovery from a string of ethical crises. Good leaders also take advantage of "redo loops" throughout the process, reconsidering the parameters of the decision, relabeling the problem, and redefining the goal in a way that more and more people can accept. Procter & Gamble's A.G. Lafley and Best Buy's Brad Anderson have both used redo loops -- in preparation and execution, respectively -- to strengthen not only support for their calls but also the outcomes. [ABSTRACT FROM AUTHOR]
- Published
- 2007
36. Using the Balanced Scorecard as a Strategic Management System.
- Author
-
Kaplan, Robert S. and Norton, David P.
- Subjects
BALANCED scorecard ,STRATEGIC planning ,MANAGEMENT by objectives ,ORGANIZATIONAL effectiveness ,PERFORMANCE management ,ORGANIZATIONAL learning ,MANAGEMENT styles ,COMMUNICATION in management - Abstract
The balanced scorecard revolutionized conventional thinking about performance metrics. When Kaplan and Norton first introduced the concept, in 1992, companies were busy transforming themselves to compete in the world of information; their ability to exploit intangible assets was becoming more decisive than their ability to manage physical assets. The scorecard allowed companies to track financial results while monitoring progress in building the capabilities needed for growth. The tool was not intended to be a replacement for financial measures but rather a complement--and that's just how most companies treated it. Some companies went a step further, however, and discovered the scorecard's value as the cornerstone of a new strategic management system. In this article from 1996, the authors describe how the balanced scorecard can address a serious deficiency in traditional management systems: the inability to link a company's long-term strategy with its short-term financial goals. The scorecard lets managers introduce four new processes that help companies make that important link. The first process--translating the vision--helps managers build a consensus concerning a company's strategy and express it in terms that can guide action at the local level. The second--communicating and linking--calls for communicating a strategy at all levels of the organization and linking it with unit and individual goals. The third--business planning--enables companies to integrate their business plans with their financial plans. The fourth--feedback and learning--gives companies the capacity for strategic learning, which consists of gathering feedback, testing the hypotheses on which a strategy is based, and making necessary adjustments. [ABSTRACT FROM PUBLISHER]
- Published
- 2007
37. The NEW DEAL at the Top.
- Author
-
Doz, Yves L. and Kosonen, Mikko
- Subjects
CHANGE management ,STRATEGIC planning ,LEADERSHIP ,TEAMS in the workplace ,ORGANIZATIONAL structure ,MANAGEMENT styles ,COMMUNICATION in management ,BUSINESS planning ,ORGANIZATIONAL effectiveness ,ORGANIZATIONAL communication ,GROUPTHINK theory - Abstract
What makes a company strategically agile--able to alter its strategies and business models rapidly in response to major changes in its market space, and to do so repeatedly without major trauma? Three years of in-depth case research on a dozen large companies worldwide showed the authors that one key factor is a new leadership model at the top. Senior executives at agile companies assume collective rather than individual responsibility for results. They build interdependencies among units and divisions, motivating themselves to engage with one another, and carefully manage their dealings to promote collaboration that is frequent, intense, informal, open, and focused on shared issues and the long term. Challenges to conventional thinking are encouraged. This is the new deal, and it's not easy to strike, because it requires executives to act in ways that are far from comfortable. After all, the corporate ladder at most firms favors independent types with a deep need for power and autonomy. At executive meetings, disagreement is suppressed or expressed passive-aggressively, eroding any real sense of belonging to a team. Switching to the new deal almost always requires a huge shift in the company's culture, values, and norms of interaction. The authors describe three approaches to making the shift: Executives can be given formal responsibility not for a business unit but for different stages in the company's value chain. This worked well for SAP, which has a relatively focused business portfolio. When a company's portfolio is less uniform, like Nokia's, business and functional units can be organized to crisscross on a matrix. And when a company is widely diverse, like easyGroup, it can emphasize the learning opportunities that units with common business models may share. [ABSTRACT FROM PUBLISHER]
- Published
- 2007
38. What Your LEADER Expects of You And What you should expect in return.
- Author
-
Bossidy, Larry
- Subjects
ORGANIZATIONAL effectiveness ,MANAGEMENT styles ,PERFORMANCE evaluation ,RATING of executives ,BUSINESS success ,LEADERSHIP ,COMMUNICATION in management ,CHIEF executive officers ,EMPLOYEES - Abstract
The success of an executive team depends heavily on the relationships the boss has with his or her direct reports. Yet the leadership literature has had little to say about what is expected in those relationships – on either side. Larry Bossidy, formerly the chairman and CEO of Honeywell, and before that of AlliedSignal, shares what he calls “the CEO compact,” detailing the behaviors a leader should look for in subordinates and what they should be able to expect in return. A CEO’s best people, he says, know when a situation calls for them to get involved. They generate ideas – remembering that some of the best ones may sound crazy at first. They are willing to collaborate, putting the long-term good of the company above short-term goals of their divisions. They step up to lead initiatives, even if the outcome is uncertain. They develop leaders among their people, especially through direct involvement in performance appraisals. They stay current on world events and anticipate how those events may affect the company and its competition. They drive their own growth by exposing themselves to new people and ideas and by accepting demanding assignments. And they sustain these behaviors in bad times as well as good. On the other side of the compact, the boss should provide clarity of direction; set goals and objectives; give frequent, specific, and immediate feedback; be decisive and timely; demonstrate honesty and candor; and offer an equitable compensation plan. Executives who aren’t lucky enough to have such a boss can create a compact with their own subordinates, Bossidy says, and demonstrate by example. The result will be to improve team and company performance and accelerate individual growth. [ABSTRACT FROM AUTHOR]
- Published
- 2007
39. WHAT EXECUTIVES SHOULD REMEMBER.
- Author
-
Drucker, Peter F.
- Subjects
ORGANIZATIONAL effectiveness ,COMMUNICATION in management ,EXECUTIVES ,INDUSTRIAL relations ,STRATEGIC planning ,NONPROFIT organizations ,ORGANIZATIONAL communication ,ORGANIZATIONAL sociology ,MANAGEMENT styles - Abstract
In more than 30 essays for Harvard Business Review, Peter Drucker (1909-2005) urged readers to take on the hard work of thinking--always combined, he insisted, with decisive action. He closely analyzed the phenomenon of knowledge work--the growing call for employees who use their minds rather than their hands--and explained how it challenged the conventional wisdom about the way organizations should be run. He was intrigued by employees who knew more about certain subjects than their bosses or colleagues but who still had to cooperate with others in a large organization. As the business world matured in the second half of the twentieth century, executives came to think that they knew how to run companies--and Drucker took it upon himself to poke holes in their assumptions, lest organizations become stale. But he did so sympathetically, operating from the premise that his readers were intelligent, hardworking people of goodwill. Well suited to HBR's format of practical, idea based essays for executives, his clear-eyed, humanistic writing enriched the magazine time and again. This article is a compilation of the savviest management advice Drucker offered HBR readers over the years--in short, his greatest hits. It revisits the following insightful, influential contributions: "The Theory of the Business" (September-October 1994) "Managing for Business Effectiveness" (May-June 1963) "What Business Can Learn from Nonprofits" (July-August 1989) "The New Society of Organizations" (September-October 1992) "The Information Executives Truly Need " (January-February 1995) "Managing Oneself" (March-April 1999, republished January 2005) "They're Not Employees, They're People" (February 2002) "What Makes an Effective Executive" (June 2004). [ABSTRACT FROM AUTHOR]
- Published
- 2006
40. How to Build Your Network.
- Author
-
Uzzi, Brian and Dunlap, Shannon
- Subjects
BUSINESS networks ,INDUSTRIAL management ,INFORMATION-seeking behavior ,GROUP process ,INDUSTRIAL clusters ,ORGANIZATIONAL effectiveness ,MANAGEMENT ,INFORMAL organization ,DIVERSITY in the workplace ,COMMUNICATION in management ,STRATEGIC alliances (Business) ,GROUPTHINK theory - Abstract
Many sensational ideas have faded away into obscurity because they failed to reach the right people. A strong personal network, however, can launch a burgeoning plan into the limelight by delivering private information, access to diverse skill sets, and power. Most executives know that they need to team about the best ideas and that, in turn, their best ideas must be heard by the rest of the world. But strong personal networks don't just happen around a water cooler or at reunions with old college friends. As Brian Uzzi and Shannon Dunlap explain, networks have to be carefully constructed through relatively high-stakes activities that bring you into contact with a diverse group of people. Most personal networks are highly clustered--that is, your friends are likely to be friends with one another as well. And, if you made those friends by introducing yourself to them, the chances are high that their experiences and perspectives echo your own. Because ideas generated within this type of network circulate among the same people with shared views, though, a potential winner can wither away and die if no one in the group has what it takes to bring that idea to fruition. But what if someone within that cluster knows someone else who belongs to a whole different group? That connection, formed by an information broker, can expose your idea to a new world, filled with fresh opportunities for success. Diversity makes the difference. Uzzi and Dunlap show you how to assess what kind of network you currently have, helping you to identify your superconnectars and demonstrating how you act as an information broker for others. They then explain how to diversify your contacts through shared activities and how to manage your new, more potent, network. INSET: Case Study: How to Fix a Networking Slump. [ABSTRACT FROM AUTHOR]
- Published
- 2005
41. Defensive Marketing.
- Author
-
Roberts, John H.
- Subjects
MARKETING strategy ,BEST practices ,MARKET repositioning ,BARRIERS to entry (Industrial organization) ,MARKETING management ,STRATEGIC planning ,COMPETITIVE advantage in business ,BUSINESS planning ,ORGANIZATIONAL effectiveness ,COMMUNICATION in management - Abstract
There has been a lot of research on marketing as an offensive tactic--how it can help companies successfully launch new products, enter new markets, or gain share with existing products in their current markets. But for nearly every new product launch, market entrant, or industry upstart grabbing market share, there is an incumbent that must defend its position. And there has been little research on how these defenders can use marketing to preemptively respond to new or anticipated threats. John H. Roberts outlines four basic types of defensive marketing strategies: positive, inertial, parity, and retarding. With the first two, you establish and communicate your points of superiority relative to the new entrant; with the second two, you establish and communicate strategic points of comparability with your rival. Before choosing a strategy, you need to assess the weapons you have available to protect your market position--your brand identity, the products and services that support that identity, and your means of communicating it. Then assess your customers' value to you and their vulnerability to being poached by rivals. The author explains how Australian telecommunications company Telstra, facing deregulation, used a combination of the four strategies (plus the author's customer response model) to fend off market newcomer Optus. Telstra was prepared, for instance, to reach deep into its pockets and engage in a price war. But the customer response model indicated that a parity strategy--in which Telstra would offer lower rates on some routes and at certain times of day, even though its prices, on average, were higher than its rival's--was more likely to prevent consumers from switching. Ultimately, Telstra was able to retain several points of market share it otherwise would have lost. The strategies described here, though specific to Telstra's situation, offer lessons for any company facing new and potentially damaging competition. [ABSTRACT FROM AUTHOR]
- Published
- 2005
42. Managing Your Boss.
- Author
-
Gabarro, John J. and Kotter, John P.
- Subjects
MANAGING your boss ,SUPERIOR-subordinate relationship ,LEADERSHIP ,PSYCHOLOGY of executives ,COMMUNICATION in management ,ORGANIZATIONAL effectiveness - Abstract
In this classic HBR article, first published in 1980, Cabarro and Kotter advise readers to devote time and energy to managing their relationships with their bosses. The authors aren't talking about showering supervisors with flattery; rather, they ask readers to understand that the manager-boss relationship is one of mutual dependence. Bosses need cooperation, reliability, and honesty from their direct reports. Managers, for their part, rely on bosses for making connections with the rest of the company, for setting priorities, and for obtaining critical resources. It only makes sense to work at making the relationship operate as smoothly as possible. Successfully managing your relationship with your boss requires that you have a good understanding of your supervisor and of yourself, particularly strengths, weaknesses, work styles, and needs. Once you are aware of what impedes or facilitates communication with your boss, you can take actions to improve your relationship.You can usually establish a way of working together that fits both of you, that is characterized by unambiguous mutual expectations, and that makes both of you more productive and effective. No doubt, some managers will resent that on top of all their other duties, they must also take responsibility for their relationships with their bosses. But these managers fail to realize that by doing so, they can actually simplify their jobs, eliminating potentially severe problems and improving productivity. [ABSTRACT FROM AUTHOR]
- Published
- 2005
43. Success of Chain-Of-Command Oral Communication In A Manufacturing Management Group.
- Author
-
Davis, Keith
- Subjects
BUSINESS communication ,COMMUNICATIONS research ,MANUFACTURED products ,ORAL communication ,WRITTEN communication ,COMMUNICATION in management ,MANUFACTURING industries ,ORGANIZATIONAL effectiveness ,EVALUATION of organizational effectiveness ,COMMUNICATION methodology ,MANAGEMENT - Abstract
Oral chain-of-command communication in a manufacturing management group was surveyed using ecco analysis. Routine information was blocked by operating management, but production information was effectively communicated, it is suggested that in a manufacturing environment certain information is more appropriate for written communication than for oral communication, because oral communication in these instances requires uneconomic use of valuable management time. [ABSTRACT FROM AUTHOR]
- Published
- 1968
- Full Text
- View/download PDF
44. Horizontal Information Flow: An Exploratory Study.
- Author
-
Albaum, Gerald
- Subjects
ORGANIZATIONAL communication ,INFORMATION resources management ,INFORMATION sharing ,MANAGEMENT ,BUSINESS communication ,COMMUNICATION in management ,BUSINESS enterprises ,PRODUCT lines ,PRODUCT management ,ORGANIZATIONAL effectiveness - Abstract
The article discusses a study which examined the extent to which information, particularly the unsolicited type, flows freely and accurately within a business firm. The experiment was conducted in a highly diversified multi-product electrical manufacturing company which was decentralized along product lines. The study used six items of information that were subsequently transmitted to the company's various units. A discussion is presented about the possible distortion of information found during the process of transmission. The experiment appeared to have value beyond showing how unsolicited information is handled. It indicates that there is not a free flow of unsolicited information within the test company.
- Published
- 1964
- Full Text
- View/download PDF
45. Some Effects of Organization Structure on Group Effectiveness.
- Author
-
Carzo, Rocco
- Subjects
ORGANIZATIONAL structure ,GROUP decision making ,ORGANIZATIONAL communication ,GROUP problem solving ,ORGANIZATIONAL effectiveness ,GROUP process ,COMMUNICATION in management ,SOCIAL group structure ,ORGANIZATIONAL sociology research ,MATHEMATICAL models of decision making - Abstract
This paper reports on experimental research conducted with small groups performing under three different organization structures--tight, loose-written, and loose-oral. The purpose of this experiment was to examine the effects of structure on groups required to make decisions on relatively complex problems. Further refinements were made on work previously done on the effects of structure. The refinements consisted of an organizational structure and a problem which were more complex and more representative of industrial organizations. Another objective was to investigate and compare the performance of groups organized under a highly restricted (tight) structure against groups organized under loose (loose-written and loose-oral) structures. The evidence indicates that different structures will initially have different effects on groups exposed to the same problem. Eventually, however, all groups, regardless of structure will reach a level of performance that is approximately the same. [ABSTRACT FROM AUTHOR]
- Published
- 1963
- Full Text
- View/download PDF
46. Comments on a General Theory of Administration.
- Author
-
Green, Edward J. and Redmond, Gomer H.
- Subjects
BUSINESS communication ,PUBLIC administration ,COMMUNICATION ,COMMUNICATION in management ,ORGANIZATIONAL communication ,ORGANIZATIONAL effectiveness ,INTERORGANIZATIONAL relations ,BUSINESS conditions ,GOVERNMENT policy - Abstract
The article presents comments on the June 1956 article entitled "Notes on a General Theory of Administration" by Dr. Edward H. Litchfield. The article uses outlines of Litchfield's article to add to and argue his ideas. The article argues that the administrative process is a progression of specific and general activities, using the verb 'progression' instead of 'cycle,' as Litchfield does, because the author believes the term 'cycle' presents conceptual limitations. Litchfield stated that there are three primary responsibilities to administrative communication, and the author argues that there are four, adding that it is important for administrators to ensure channels of communication are kept open to provide employees with information to correctly perform job functions.
- Published
- 1957
- Full Text
- View/download PDF
47. Setting Goals In Management By Objectives.
- Author
-
Tosi, Henry L., Rizzo, John R., and Carroll, Stephen J.
- Subjects
MANAGEMENT by objectives ,ORGANIZATIONAL effectiveness ,SUPERIOR-subordinate relationship ,COMMUNICATION in management ,JOB descriptions ,SPAN of control ,GOAL setting in personnel management ,EMPLOYEE participation in management ,ORGANIZATIONAL communication ,MANAGEMENT styles - Abstract
The article discusses Management by Objectives (MBO), a management system which is used in complex organizations, is based on statements of purpose that direct the activities of organizations, organizational units, or individuals, and emphasizes change and future goals. Phases in implementing the MBO process include the development of goal statements, performance and personal objectives, procedures for participation in decision making, and action plans. Seven characteristics of MBO, means-end analysis in MBO, three sources of management problems, three areas for developing personal objectives, and ten points to consider in developing criteria for evaluation, appraisal, and feedback are mentioned.
- Published
- 1970
- Full Text
- View/download PDF
48. Clarifying Responsibility Relationships.
- Author
-
Hamilton, T. M.
- Subjects
MATRIX organization ,ORGANIZATION charts ,ORGANIZATIONAL effectiveness ,ORGANIZATIONAL structure ,INDUSTRIAL management ,COMMUNICATION in management ,GRAPHIC methods ,FLOW charts ,FORMAL organization - Abstract
The article discusses the analytical tool called the Management Responsibility Matrix (MRM) designed by the Douglas Aircraft Company to help design or streamline industrial and corporate operations easily. The MRM offers three aspects of usefulness: it highlights potential difficulties within the managerial process, clarifies issues relating to conflicts of responsibilities, and it serves as a guideline for operations and administration. The organizational chart offers both an internal and external understanding of management responsibilities.
- Published
- 1968
- Full Text
- View/download PDF
49. The Human Element in Communications.
- Author
-
Geneen, Harold S.
- Subjects
COMMUNICATION in management ,ORGANIZATIONAL effectiveness ,BUSINESS education ,COMMUNICATION planning ,INDUSTRIES & society ,ORGANIZATIONAL communication ,DIALOGIC theory (Communication) ,COMMUNICATION theory of identity ,CRITICAL theory of communication approach to organizations (Communication) - Abstract
The article refers to a business-educator-student communications triangle and explains communications management at International Telephone and Telegraph. Quality management depends on knowing, understanding, and communicating the facts. Five rules for effective communication in organizations include: limiting the number of people between the problem and decision levels; communicating common goals; encouraging feedback; and constantly reviewing the process to maintain a flow of information. Characteristics of the "superior communicator," reasons why the relationship between business and education is not working, the lack of interest in business careers that results in a leadership gap, and the need for business-oriented motivation in education are mentioned.
- Published
- 1966
- Full Text
- View/download PDF
50. Creativity Is Not Enough.
- Author
-
Levitt, Theodore
- Subjects
COMMUNICATION in management ,INNOVATION adoption ,STRATEGIC planning ,CONFORMITY in the workplace ,PROPOSAL writing in business ,CREATIVE ability in business ,CORPORATE culture ,BUSINESS planning ,BUSINESS presentations ,ORGANIZATIONAL communication ,ORGANIZATIONAL effectiveness ,GROUP decision making - Abstract
Creativity is often touted as a miraculous road to organizational growth and affluence. But creative new ideas can hinder rather than help a company if they are put forward irresponsibly. Too often, the creative types who generate a proliferation of ideas confuse creativity with practical innovation. Without understanding the operating executive's day-to-day problems or the complexity of business organizations, they usually pepper their managers with intriguing but short memoranda that lack details about what's at stake or how the new ideas should be implemented. They pass off onto others the responsibility for getting down to brass tacks. In this classic HBR article from 1963, the author, a professor emeritus at Harvard Business School and a former HBR editor, offers suggestions for the person with a great new idea. First, work with the situation as it is--recognize that the executive is already bombarded with problems. Second, act responsibly by including in your proposal at least a minimal indication of the costs, risks, manpower, and time your idea may involve. Extolling corporate creativity at the expense of conformity may, in fact, reduce the creative animation of business. Conformity and rigidity are necessary for corporations to function. The purpose of organization is to achieve the order and conformity necessary to do a particular job; without it there would be chaos and decay. And large companies have important attributes that actually facilitate innovation. For one thing, big businesses distribute risk, making it safer for individuals to break new ground. For another, bigness and group decision making function as stabilizers, and stability encourages people to risk presenting ideas that might rock the boat. [ABSTRACT FROM PUBLISHER]
- Published
- 2002
Catalog
Discovery Service for Jio Institute Digital Library
For full access to our library's resources, please sign in.