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In the contemporary modern world, sustainability is a major concern for human beings. Challenges such as climate change, global warming, resource scarcity, decreasing biodiversity, food shortage and an ever increasing resource-rich lifestyle have been challenging the human civilization's sustainability. However, issues such as increasing inequity, social cleavages, unequal distribution of wealth, information and influence makes it more challenging to maintain an equitable and sustainable balance. Not only the use of resources, but also every activity, practice, technology, and infrastructure has to be sustainable and equitable. This book focuses on various aspects of Economic Democracy, Social Empowerment, Sustainable Development, Inclusive Growth, Economic Development, Climate Change, Green Technology, Entrepreneurship, Leadership, Sustainable Management Practices and Policy, Socioeconomics, and Law that impact the equitable sustainability of the human civilization. In all, the book provides a diversified perspective on sustainability and equity keeping economic democracy and social empowerment at its centre.

Holacracy ist eine alternative Art zu arbeiten, eine Form von Selbstorganisation und Strukturierung von Organisationen mit dem Ziel Hierarchien abzubauen. Holacracy wird seit über 15 Jahren in Organisationen praktiziert und kritisch betrachtet. Dieses Buch ordnet die einseitige Kritik an Holacracy aus einer umfassenderen Perspektive und aus der Sicht eines erfahrenen Holacracy-Praktikers ein, beantwortet sie im Detail und hinterfragt dabei kritisch die Methoden der Wissenschaft selbst. Mithilfe des Polaritätsmanagements nach Barry Johnson und der integralen Theorie nach Ken Wilber werden Denkfiguren angeboten, mithilfe derer man systematisch vernachlässigte Perspektiven auf Managementpraktiken sinnvoll ergänzen kann. Somit liefert dieses Buch einen wertvollen Beitrag für einen konstruktiveren Dialog zwischen Organisationspraxis und Organisationsforschung.

Brave Together is a powerful book that can transform the lives of leaders, creators, or anyone looking to shape the future. It comes from the thought leaders who helped Apple shift the culture from “thinking different” to “working different together.” “Groundbreaking. Get ready to be inspired and join the co-creation movement.”—Marshall Goldsmith, Thinkers50 #1 Executive Coach and New York Times bestselling author of The Earned Life “Brave Together is an exhilarating exploration of genuine collaboration, where every voice matters and every idea is a potential catalyst for transformation.”—Daniel H. Pink, #1 New York Times bestselling author of Drive, To Sell is Human, and The Power of Regret How did Apple overcome a culture of secrecy? How did Pixar out-innovate Disney? Why do companies kill creativity? Does Shark Tank teach us something about the way we pursue success that isn't true? We've been told that working harder and smarter is the only way to succeed in business and life. But it's not true. Hustle culture is causing burnout and pain in our lives, making us feel divided. What if instead we focused on working creatively with others? And asked How can we shape cultures people love? There is hope in co-creation. Brave Together is a deep exploration into how we can live and lead as co-creators, filled with unexpected stories, powerful principles, and a future-oriented framework. The authors have pressure-tested this work with startups and Fortune 500s—including Apple. Coaching leaders how to reimagine their approach to culture, converting creative ideas into billion-dollar solutions with the help of these patterns: The Mirror Test: Take ownership of your reality and your creative identity. The Hero's Sacrifice: Break free of ego to connect with others in inspiring ways. Become the Future: Create a synthesis, manifesting the best in mind, heart, and spirit. Chris Deaver and Ian Clawson have written a handbook that challenges the status quo approach to leadership, work, and culture. It offers the path to a bright future that isn't self-made but shared.

Find out how bold actions by visionary leaders can inspire powerful stories that drive culture change.Data indicates that most strategic efforts to change a company's culture fail. So how do companies succeed in this endeavor? A top strategy professor and two highly successful CEOs found that, in companies that had successfully changed their culture, leaders had taken dramatic actions that embodied the new cultural values. These actions inspired stories that became company legends, repeated in every department and handed on to new employees. Through compiling and analyzing 150 stories from business leaders who have achieved change, they identified 6 attributes that every successful culture change story has in common:1.The actions are authentic2.They revolve around the CEO3.They signal a clean break with the past, and a clear path to the future4.They appeal to employee heads and hearts5.They're often theatrical or dramatic6.They're told, and re-told, throughout the organizationWith extensive and inspiring examples of stories containing these attributes, the authors illustrate how readers can harness the power of stories within their company in order to change or create a winning culture to align with any strategy.

If you have ever feared speaking up about your ideas or have done so but are frustrated by your lack of success, this book is for you.You'll learn from the stories of others who have been a “lone voice” or an “independent thinker” and their attempts at change—both successful and unsuccessful. By learning from their experiences, you'll gain insight into effective tactics and pitfalls to avoid. In addition, if you are a leader and afraid you are not hearing the best ideas from your team, you'll learn various tools and tactics to let the best ideas emerge.Along with stories ranging from CEOs to individual contributors, you'll learn insights from studies in psychology and management and what has been found through decades of research. Together the book offers an engaging portrait of when, why, and how to have your voice heard at work and in life.

This book is not about leadership, at least in the way we normally think about it.Leadership is not about position, or authority.It's not about big speeches or grand visions.Leadership is engaging others to solve daunting challenges. Those challenges appear in our professional lives, in our communities, our families—and they seem unsolvable, beyond our ability to see what needs to be done or outside our capacity to make the changes needed. They are not.Because, leadership is an activity—small actions taken in moments of opportunity. And as you start to look around, you can begin to see more of those moments, seize the opportunity in those moments. Most importantly, you can help others see those opportunities too.That's why everyone can lead and the real power to solve our most important challenges is when everyone leads.

In the countries of the global North, workplace democracy may be thought of as a thing of the past. Increasingly, working relations are regulated primarily by contract; workforces are fissured and fragmented. What are the consequences of this? How should we respond? Ruth Dukes and Wolfgang Streeck argue that the time is ripe to restate the principles of industrial democracy and citizenship for the post-industrial era. Considering developments within political economy, employment relations and labour law since the postwar decades, they trace the rise of globalization and the ‘dualization'of labour markets – the emergence of a core and periphery of workers – and the progressive insulation of working relations from democratic governance. What these developments amount to, they argue, is an urgent need for political intervention to tame the new world of ‘gigging'and other forms of highly precarious work. This, according to the authors, will require far-reaching institution-building designed to fill legal concepts such as ‘employment'with political substance. This eloquent call for a reimagining and renewal of the institutional and material conditions of freedom of association and the reinvention of industrial democracy will be crucial reading for anyone interested in work in the twenty-first century.

La démocratie nous échappe peu à peu, comme une poignée de sable entre les doigts. Voter ne permet plus d'influencer qu'à la marge la politique qui ne se décide pratiquement plus au niveau national, quant aux décisions prises dans les sphères opaques de la finance internationale, elles se jouent de la volonté des peuples. Il faut penser l'action politique à un autre niveau, dans un environnement plus immédiat, celui de l'entreprise où l'on travaille. C'est à ce niveau que se créent les inégalités, à ce niveau qu'il faut les combattre. Notre système économico-politique repose sur un ensemble de lois mises en place après la révolution, il n'est pas immuable. Partager le pouvoir est une idée simple et créer un nouveau consensus n'est pas facile, mais faisable : il faut juste le vouloir.

'You provide a red-carpet treatment for your employees and they'll reward you with their effort, time, and loyalty.'- Jeffrey W. Hayzlett The world is changing and it's time to reimagine and reshape your employee experience. Take care of the people who take care of your customers.How do we get an hourly employee who has never received red carpet customer service, to give it? The answer is obvious, isn't it? You roll out the red carpet for them, of course.Employees First! presents recognition strategies and appreciation techniques, but it goes deeper than that. You will learn how giving your team members a voice in your company, supporting them with knowledge and training, giving them purpose and equitable pay, translates into higher productivity and happier customers. Discover what real empowerment is, and why building a diverse culture of inclusion is beneficial to all involved. Donna shares many tried and true ideas for rolling out the red carpet for your new hires and keeping it out for the long term, as well as tips on how to foster a culture of kindness and create space for coworkers to lift each other up. Most of all, you'll gain strategies for honoring the very people who make your company what it is—your internal customers—your team.Employees First! will help you: Provide Your Team with a Sense of PurposeCultivate Kindness and Compassion at WorkImprove Informational, Interpersonal, and Inspirational CommunicationEncourage Diversity and InclusionCompensate Fairly without Breaking the BankKeep Your Remote Team Connected

Considered one of the first and most important ‘management gurus', the name Belbin is synonymous with Team Role theory, a familiar concept for managers and management trainers across the world. This fully updated third edition of Team Roles at Work provides the practical application of the theory in everyday work situations.This new edition has up-to-date practical examples and summaries to reflect contemporary scenarios, and a brand-new chapter on remote team working, an issue that has gained even greater significance in recent times. The book also includes a Foreword to capture the impact of Meredith's work in the field of management and team working. Further information accompanies the book on the Belbin website, www.belbin.com, including a summary of the nine Team Roles with their icons, descriptions, strengths, and allowable weaknesses.Team Roles at Work is the best-selling, second book written by Meredith Belbin, designed for any manager who wants to understand the practical application of Team Role theory.

In this inside look at worker cooperatives, Joan Meyers challenges long-held views and beliefs. From the outside, worker cooperatives all seem to offer alternatives to bad jobs and unequal treatment by giving workers democratic control and equitable ownership of their workplaces. Some contend, however, that such egalitarianism and self-management come at the cost of efficiency and stability, and are impractical in the long run. Working Democracies focuses on two worker cooperatives in business since the 1970s that transformed from small countercultural collectives into thriving multiracial and largely working-class firms. She shows how democratic worker ownership can provide stability and effective business management, but also shows that broad equality is not an inevitable outcome despite the best intentions of cooperative members.Working Democracies explores the interconnections between organizational structure and organizational culture under conditions of worker control, revealing not only the different effects of managerialism and'participatory bureaucracy,'but also how each bureaucratic variation is facilitated by how workers are defined by at each cooperative. Both bureaucratic variation and worker meanings are, she shows, are consequential for the reduction or reproduction of class, gender, and ethnoracial inequalities. Offering a behind the scenes comparative look at an often invisible type of workplace, Working Democracies serves as a guidebook for the future of worker cooperatives.

Transformational Collaborative Outcomes Management (TCOM) is a comprehensive, multi-level conceptual framework for system management and improvement. This book provides a comprehensive understanding of TCOM by using person-centered, collaborative processes for decision making.The issue with current human services systems is that there is a lack of access to care and that the system is focused on providing services as cheaply as possible. TCOM focuses on helping the greatest number of people while maximizing effectiveness. By fully understanding the nature of the business of helping, the author seeks to offer ways to create and sustain effective and positively evolving helping systems. He lays out a series of goal-directed social change processes which allow people at every level of a system to begin a shift towards transformational practice and the emergence of transformational systems.Building on three decades of work in a large community of scholars and practitioners, this book will represent the first full description of the conceptual framework and will appeal to an interdisciplinary group of scholars across nonprofit management, healthcare management, and social work.

Providing hope and direction to sustain commitment on the path to change, No Bosses is about winning a new world. Life under capitalism. Rampant debilitating denial for the many next to vile enrichment of the few. Material deprivation, denial, and denigration. Dignity defiled. Michael Albert's book No Bosses advocates for the conception and then organization of a new economy. The vision offered is called participatory economics. It elevates self-management, equity, solidarity, diversity, and sustainability. It eliminates elitist, arrogant, dismissive, authoritarian, exploitation, competition, and homogenization. No Bosses proposes a built and natural productive commons, self-management by all who work, income for how long, how hard, and the onerousness of conditions of socially valued work, jobs that give all economic actors comparable means and inclination to participate in decisions that affect them, and a process called participatory planning in which caring behavior and solidarity are the currency of collective and individual success.

This book offers practical insight into the changing ways in which organizations operate today. Building on a groundbreaking concept of teal organizations, the book illustrates the practicality of advocating a lack of hierarchy of predetermined positions and the introduction of roles that come with clear responsibilities constantly defined according to current needs. First described by Frederic Laloux, a teal organization is a ground-breaking approach to managing organizations that is being adopted around the world, which turns everyone into a leader. This new paradigm rests on the ideas of wholeness, evolutionary purpose, employee autonomy, and self-management based on peer relationships. Its main assumption is the empowerment of the employee resulting in a change in workplace relationships and a more soulful and purposeful work environment.Drawing on the authors'research across six different countries, it presents the evolution of self-management and entrepreneurial culture in the current age of Economy 4.0 and examines how the teal concept has been implemented around the world. It examines misconceptions surrounding this novel approach and diagnoses the practical problems connected with implementing it in the current uncertain times. It will be of value to researchers, academics, managers, and students in the fields of management and organizational studies.

Get the Summary of Gino Wickman & Tom Bouwer's What the Heck Is EOS? in 20 minutes. Please note: This is a summary & not the original book. Original book introduction: Designed to engage employees in the EOS process and tools, What the Heck is EOS? uses simple, straightforward language and provides questions about each tool for managers and employees to discuss creating more ownership and buy-in at the staff level. After reading this book, employees will not only have a better understanding of EOS but they will be more engaged, taking an active role in helping achieve your company's vision.

Citizen development allows anyone to build applications without software expertise, significantly faster, and at a fraction of the cost. Unlock the value within your organization. Learn the tools and techniques needed to introduce and scale citizen development. This book brings together the latest thinking on citizen development from industry thought leaders, no-code/low-code vendors, transformation experts, and executives who oversee large technology investments. It guides organizations to deliver citizen development projects, design better apps, scale the operating model, align key stakeholders, and nurture and grow citizen development.

Get the Summary of Michael Albert's No Bosses in 20 minutes. Please note: This is a summary & not the original book.Original book introduction: Life under capitalism. Rampant debilitating denial for the many next to vile enrichment of the few. Material deprivation, denial, and denigration. Dignity defiled. Michael Albert's book No Bosses advocates for the conception and then organization of a new economy. The vision offered is called participatory economics. It elevates self-management, equity, solidarity, diversity, and sustainability. It eliminates elitist, arrogant, dismissive, authoritarian, exploitation, competition, and homogenization. No Bosses proposes a built and natural productive commons, self-management by all who work, income for how long, how hard, and the onerousness of conditions of socially valued work, jobs that give all economic actors comparable means and inclination to participate in decisions that affect them, and a process called participatory planning in which caring behavior and solidarity are the currency of collective and individual success.

Business Agility is an approach that gives the right business flexibility and fast decision-making in a volatile environment, providing a great capacity for innovation, adaptation and change. Businesses everywhere are trying to ‘get business agile'– but it's not easy to adapt to becoming this adaptive. How can conventional organisations succeed in this transformation? In this book, project and change management expert Peter Taylor walks you through the change process step by step, providing a tried and tested transformation roadmap: benefits are outlined, solutions to common challenges offered, and tried and tested methods and tools provided. He guides you towards a decentralised management style that offers more successful decision making through collaboration. By reducing processes, adjusting the governance and believing in ‘the power of the people'to deliver simple success in a time of complex demand, the guidance in this book will help any manager get Business Agile.

This book talks about how to engage today′s rarest resource: TALENT. It reveals the secrets for not only hiring and retaining top talent, but to build a deeply engaged workforce for organizational success. Winning with Employees unfolds the mantra of turning employee experience into fuel for customer satisfaction, profit, and growth of the organization. With deep industry insights, this book shows that before an organization can deliver a transcendent customer experience (CX), it must first build a superlative employee experience (EX). It will cover several aspects of execution of EX strategy across all facets of HR function. Touching upon managing multi-generational workforce, it talks about various aspects of change and transformation that an organization must undergo to become an ‘experience focused organization'. Last but not the least, this book guides readers on a journey of creating a place where people do not need to show up but want to show up to work.

Do what you love—with people you love. Make a huge difference. Get compensated accordingly. And still have time for other passions.The EOS Life will help you to discover, clarify, and customize the life you want to live: one where you do what you love every day, with the people you love doing it with—while at the same time making a huge difference and impact, getting compensated very well for doing it, and still having plenty of time to pursue other passions, hobbies, and interests that energize you. From Gino Wickman, creator of the Traction Library, TheEOS Life will give you practical, real-world, time-tested tools and insights to maximize your productivity, vitality, happiness, and work-life balance. This book is a must-read for all entrepreneurs and their leadership team members interested in living their ideal life.

This book focuses on top-down and bottom-up antecedents for employee engagement. It combines Operations Management (OM) with elements from Human Resource Management (HRM) and Organizational Behavior (OB) to answer the overarching question: “How is operations strategy formation influenced by the individual employee?” Dedicated chapters investigate key research questions, closing the integration gap between OM and HRM/OB. The book develops and statistically analyzes an operations strategy opportunity-motivation-ability framework. In addition, it examines how basic need fulfillment and organizational fairness relate to job satisfaction and performance. By doing so, the book helps readers to better understand employees'preferences and enables operations managers to foster strategy-supportive behavior and job satisfaction more effectively in their workforces.

Love it? Hate it? Or, just don't care? How we feel about something dramatically affects how we interact with it. When we feel, we care. When we care, things happen. Companies that are thriving, not just surviving, are much more than a set of ruthlessly efficient and mechanistic processes – they are a social system operated by people for people. The quality of relationships, both inside and outside the organization is a far more important driver of sustainable success or failure than the quality of its control systems. The head is important, but it is the heart that matters most. If you want your customers to be brand ambassadors and your employees to brag about you to their friends, you need them to not just think you're great – you need them to feel you're great. You need them to love you – and for that, you need them to feel that you love them. For over a decade Marc Cox has been helping companies whose toxic cultures, miserable employees, and angry customers have all but destroyed them to rebuild their company spirit, discover the business case for love and build an organization that is wonderful to work for, brilliant to do business with and has the mindset of creating memorable employee and customer experiences. Underpinned by fresh insights and perspectives, robustly tested and refined by the real world experience of working with a wide range of companies and over 2,000 senior executives drawn from all parts of the world, and filled with fascinating and illustrative “love stories” the book will help you to make the business case for love. It will help you to find a more rewarding and invigorating way of working – both emotionally and financially. In short, it shows what happens when the love is put back into business.

This book revolves around the idea that capitalism is not a democratic system and that a system of producer cooperatives, or democratically managed enterprises, gives rise to a new mode of production which is authentically socialist in essence and fully consistent with the ultimate rationale underlying Marx's theoretical approach. The author argues that the cooperative firm system outlined in this book offers a rich array of non-economic benefits that justify its classification as a'genuinely socialist'entity, with real potential for achieving true economic democracy. This book will be required reading for all economists who are not content with the current capitalist economic system, and yet will still provide intriguing and thought-provoking insights for those who are.

Doctoral Thesis / Dissertation from the year 2019 in the subject Leadership and Human Resources - Miscellaneous, grade: 8.9,, course: PHD, language: English, abstract: This study is on the impact of employee participation in decision making on organizational productivity. The total population for the study is 200 staff of EMENITE PLC, Lagos state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made human processing engineers, electricians, senior staff and junior staff were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies

A l'heure des crises financières, de la crise des revenus agricoles, des burn out professionnels et de la délocalisation des emplois, les entreprises coopératives restent encore discrètes sur leur mode d'organisation. Pourtant, porter à la connaissance du grand public l'ancrage territorial, la prise de décision démocratique et l'appartenance à des membres plutôt qu'à des actionnaires semble apporter des réponses aux préoccupations actuelles des consommateurs et des employés. Cet ouvrage considère donc la question de la valorisation de la gouvernance des coopératives et mutuelles sur le marché de l'emploi et sur celui des biens et des services. C'est avec une approche de recherche visant à estimer de façon systématique et scientifique l'impact des actions de valorisation de la gouvernance coopérative que les différents chapitres de cet ouvrage sont organisés. Partant d'un état des lieux sur le sens donné à la gouvernance coopérative dans le monde et en France en particulier, les auteurs proposent d'identifier l'influence de la mention de la gouvernance coopérative de l'entreprise sur ses produits et services ou dans ses communications. Ensuite, des recherches portant plus précisément sur les membres des coopératives considérés comme une ressource permettant d'accroître leurs performances sur le marché sont présentées. Ainsi, les motivations des membres à s'engager dans la vie de ces entreprises puis la façon de les mobiliser au travers de l'innovation participative sont examinées. Tous les résultats présentés donnent lieu à un regard croisé entre chercheurs et managers afin de montrer l'actualité des thèmes traités. Les différents secteurs du mouvement coopératif sont étudiés au fil des sujets de recherche (coopératives agricoles, coopératives d'habitat, coopératives bancaires...).

From executives complaining that their teams don't contribute ideas to employees giving up because their input isn't valued--company culture is the culprit. Courageous Cultures provides a road map to build a high-performance, high-engagement culture around sharing ideas, solving problems, and rewarding contributions from all levels.Many leaders are convinced they have an open environment that encourages employees to speak up and are shocked when they learn that employees are holding back. Employees have ideas and want to be heard. Leadership wants to hear them.Too often, however, employees and leaders both feel that no one cares about making things better. The disconnect typically only widens over time, with both sides becoming more firmly entrenched in their viewpoints. Becoming a courageous culture means building teams of microinnovators, problem solvers, and customer advocates working together.In our world of rapid change, a courageous culture is your competitive advantage. It ensures that your company is “sticky” for both customers and employees.In Courageous Cultures, you'll learn practical tools that help you:Learn the difference between microinnovators, problem solvers, and customer advocates and how they work together.See how the latest research conducted by the authors confirms why organizations struggle when it comes to creating strong cultures where employees are encouraged to contribute their best thinking.Learn proven models and tools that leaders can apply throughout all levels of the organization, to reengage and motivate employees.Understand best practices from companies around the world and learn how to apply these strategies and techniques in your own organization.This book provides you with the practical tools to uncover, leverage, and scale the best ideas from every level of your organization.

The #1 New York Times bestselling author of Never Eat Alone redefines collaboration with a radical new workplace operating system in which leadership no longer demands an office, an official title, or even a physical workplace. “An actionable methodology for any team to thrive during the decade of exponential change ahead.”—Peter H. Diamandis, founder of XPRIZE and Singularity University, bestselling co-author of Abundance, Bold, and The Future Is Faster Than You ThinkIn times of stress, we have a choice: we can retreat further into our isolated silos, or we can commit to “going higher together.” When external pressures are mounting, and employees are working from far-flung locations across the globe, says bestselling author Keith Ferrazzi, we can no longer afford to waste time navigating the complex chains of command or bureaucratic bottlenecks present in most companies. But when we choose the bold new methodology of co-elevation as our operating model, we unlock the potential to boost productivity, deepen commitment and engagement, and create a level of trust, mutual accountability, and purpose that exceeds what could have been accomplished under the status quo. And you don't need any formal authority to do it. You simply have to marshal a commitment to a shared mission and care about the success and development of others as much as you care about your own. Regardless of your title, position, or where or how you work, the ability to lead without authority is an essential workplace competency.Here, Ferrazzi draws on over a decade of research and over thirty years helping CEOs and senior leaders drive innovation and build high-performing teams to show how we can all turn our colleagues and partners into teammates and truly reboot the way we work together.

Dit boek geeft inspiratie en ideeën en laat zien hoe je deze kan toepassen door zeven skills te beschrijven, die je als modern ondernemingsraadslid nodig hebt.

This thoroughly revised second edition presents up-to-date analysis from various academic streams and disciplines that illuminate our understanding of employee voice from a range of different perspectives. This wide-ranging Handbook demonstrates that research on employee voice has gone beyond union and non-union voices to build a wider and deeper knowledge base. Exploring the previously under-represented paradigm of the organizational behaviour approach, new chapters take account of a broader conceptualization of employee voice. Written by expert contributors, this Handbook explores the meaning and impact of employee voice for various stakeholders and considers the ways in which these actors engage with voice processes such as collective bargaining, individual processes, mutual gains, task-based voice and grievance procedures. This comprehensive Handbook will enable the reader to engage with the debates surrounding employee voice and help to extend our overall understanding of what goes on in workplaces at the heart of modern economies. This second edition of the Handbook of Research on Employee Voice will be a vital resource for academics and students researching human resource management, organizational behaviour and employment relations, while its forward-thinking approach will also appeal to policy makers, employers and union officials. Contributors include: M.M.C. Allen, A.C. Avgar, A. Barnes, M. Barry, C. Benassi, J. Benders, C.T. Brinsfield, A. Bryson, J.W. Budd, C. Casey, J. Chan, S. Chillas, N. Cullinane, T. Dobbins, V. Doellgast, J. Donaghey, T. Dundon, M. Edwards, R. Freeman, R. Gomez, J.A. Gruman, B. Harley, J. Harmer, E. Heery, P. Holland, J.A. Ingvaldsen, M. Irfan, S. Johnstone, S. Kaine, S. Kalfa, B.E. Kaufman, K. Kenny, B. Klaas, T. Kretschmer, D. Lewin, A.A. Luchak, M.M. Lucio, C. MacMillan, A. Marks, M.G. Menéndez, P. Mowbray, K.R. Murphy, W. Nienhüser, D. O Shea, G. Patmore, D.M. Pohler, S. Procter, A. Pyman, A.M. Saks, S. Sekwao, P. Strom, J. Syed, L. Thornthwaite, K. Townsend, W. Vandekerckhov, A. Wilkinson, S. Williams, P. Willman

Qu'est-ce que l'empathie? D'où vient-elle et comment la cultive-t-on au quotidien dans le travail? Comment sortir des situations complexes de conflit en utilisant l'empathie?On utilise souvent le terme empathie comme synonyme de bienveillance mais c'est un peu restrictif! L'empathie, c'est comme la sympathie une relation d'ouverture à l'autre mais c'est surtout une manière de connaître là où la sympathie est une manière d'être en relation.'L'empathie est en somme la capacité à se mettre à la place de l'autre pour ressentir ce qu'il ressent.Aussi, c'est un matériau énergétique complexe et le lien empathique est chez chacun plus ou moins développé.Depuis plus de 30 ans, l'auteur s'appuie sur l'empathie pour mener ses séances de coaching auprès de dirigeants, et son objectif ici est de transmettre une pratique aux dirigeants, managers et à tous les acteurs de l'entreprise pour qu'ils comprennent et accompagnent l'humain (les collaborateurs) et ainsi :dénouent les nœuds entre les personnes, développent le travail en équipe, trouvent des solutions à des situations managériales complexes;développent leurs soft skills ;proposent une voie nouvelle pour comprendre et accompagner, aujourd'hui et demain, en s'appuyant à la fois sur l'expérience pratique et la recherche scientifique (neurosciences, psychologie, nouvelles technologies).La structure du livre est pensée à partir d'une métaphore filée, celle d'une maison que l'on visite étape par étape, des fondations, en passant par les différents étages jusqu'à la toiture, car l'empathie se pense sur plusieurs niveaux ou'étages'. Cette approche permet de saisir ce phénomène complexe et subtil. Un livre à la fois réflexif et pratique, qui donne aux managers toutes les clés pour développer leur capacité au « co ».'

Comprising the study, documentation, and comparison of plant-level workers'participation around the world, this volume meets the challenge of offering a global perspective on workers'participation, representation, and models of social partnership. Value chains, economic life, inter-cultural exchange and knowledge, as well as the mobility of persons and ideas increasingly cross the borders of nation-states. In the knowledge age, the active participation of workers in organizations is crucially important for sustainable and long-term growth and innovation. This handbook offers lessons from historical, global accounts of workers'participation at plant level, even as it looks forward to predict forthcoming trends in participation.

Viele Menschen sind heutzutage gestresst und beschäftigt. Im Durchschnitt arbeiten wir nur noch elf Minuten konzentriert an einer Sache am Stück. Gründe dafür sind Smartphone, Outlook, WhatsApp und Co., die häufig eher zu Produktivitätsverhinderung führen, anstatt das Leben zu erleichtern. Der erfahrene Trainer und Coach Hartmut Sieck fasst Techniken, Werkzeuge und Tipps zusammen, die ihm helfen, sich auf die wesentlichen Dinge zur richtigen Zeit zu konzentrieren. Nach der Lektüre von Zeit- und Selbstmanagement weiß der Leser: - Warum er zwar viel macht, aber wenig schafft.- Welche Produktivitätskiller es gibt.- Wie er effektiv und effizient wird. Das Ziel des Buches ist es, den Leser in die Lage zu versetzen, um produktiver zu werden: weniger Aufwand, mehr Erfolg, mehr Glück und Zufriedenheit. Über den Autor: Hartmut Sieck ist seit 2002 international als Unternehmensberater, Trainer, Redner und Umsetzungscoach aktiv.

First published in 2000, this volume, along with its counterpart, consist of contributions to the history of management and management thought which ask and assess how important managing democratic organizations is today, and how important it will prove to be moving forward, presenting both optimistic and pessimistic interpretations. This collection describes three interrelated research programmes in the form of 38 classic essays and lists 21 authors.

Self-leadership has emerged as an important theory to substitute for designated leaders through utilizing the potential of every single employee. Studies that investigate the antecedents of this concept have generally focused on dispositional factors and neglected the contextual influences. This research aims to fill this gap by conducting two sequential studies. The quantitative part focuses on transformational leadership and high-performance work systems as situational and also on proactive personality as a dispositional antecedent of self-leadership. As outcomes, work engagement and organizational citizenship behavior are investigated. For the second part, in-depth interviews are conducted to broaden the set of possible antecedents and consequences of self-leadership.

Employee participation and voice (EPV) concern power and influence. Traditionally, EPV has encompassed worker attempts to wrest control from employers through radical societal transformation or to share control through collective regulation by trade unions. This book offers a controversial alternative arguing that, in recent years, participation has shifted direction.In Employee Voice and Participation, the author contends that participation has moved away from employee attempts to secure autonomy and influence over organisational affairs, to one in which management ideas and initiatives have taken centre stage. This shift has been bolstered in the UK and USA by economic policies that treat regulation as an obstacle to competitive performance. Through an examination of the development of ideas and practice surrounding employee voice and participation, this volume tracks the story from the earliest attempts at securing worker control, through to the rise of trade unions, and today's managerial efforts to contain union influence. It also explores the negative consequences of these changes and, though the outlook is pessimistic, considers possible approaches to address the growing power imbalance between employers and workers.Employee Voice and Participation will be an excellent supplementary text for advanced students of employment relations and Human Resource Management (HRM). It will also be a valuable read for researchers, policy makers, trade unions and HRM professionals.

This title, originally published in 1986, explores the political and economic conditions of the 1980s, and reflects the world-wide interest in industrial democracy. Each chapter analyses the main adaptations in policy, theory and experimentation that have occurred in industrial democracy in the 1980s. In particular, the role of managers is examined in depth and detail, since these personnel have been responsible for a number of recent initiatives. The themes covered are vital for all those seeking new directions in the reform of modern industrial relations in the late 1980s and into the 1990s.

This handbook is based on the premise that there can be no organizational transformation without personal transformation. Anything else is just moving the chairs around on the deck of the Titanic, and we see that all too often in organizations today. Einstein said that we cannot solve problems from the same mindset that created the problems. In order to see positive change occur in the world, we must shift our consciousness to a high level of thinking and being, but we must also have systems or approaches that scale up, so that there is a collective shift in consciousness in groups, work teams, villages, governments, and corporations. This handbook aims to draw the best and most creative thinking about the field of transformation in one place, to present a comprehensive overview of leading edge transformation theories and approaches for both the academic and the practitioner. In fact, the lines between academic and practitioner are becoming more and more blurred these days. Many management faculty also consult to organizations, a practice that deeply enriches their teaching and research. And many successful full-time consultants conduct high quality research to support their approaches and change initiatives. This Handbook aims to be a creative dialogue in this space that integrates transformation theory and practice. The Handbook of Personal and Organizational Transformation acknowledges the classic literature and principles that have informed the field to date, but primarily showcases authors who are on the cutting edge of new theories and new approaches to give us their latest thinking. Some of these ideas are conjecture about what is possible in human and organizational development. Some of these approaches are currently being tested in the field and may not yet have scientific results. And some of these theories and models have stunning results, but may nothave been published in academic journals because the author is a practitioner instead of an academic, or because the concepts are a little too far out of the mainstream. The aim of this book is to expand the reader's thinking and to encourage readers to be courageous about their involvement in creating transformation, at whatever level they feel called to do so. It will serve as an essential resource for researchers and students of organizational culture, leadership, and change management, as well as consultants, business and team leaders, and anyone interested in global trends and their impact on corporate culture.