Articles in Organisational effectiveness
By and large, trust is a good thing. But there can also be too much of a good thing. One needs to look no further than the scandal involving disgraced Wall Street financier Bernard Madoff …
Many a times when there is an issue with an employee, people blame it on the employee and do not realise that their hiring process could be the root cause.
It has been demonstrated by research, …
Cutting back on headcount during hard times can be very draining for both the employer and the employee(s). The process should be handled gracefully and fairly by the company, to avoid unreasonable negative impact on …
For companies planning to lay-off employees, whether or not outplacement support should be provided is often a question. A recent survey conducted by Reed Consulting in the UK highlights some of the tangible benefits experienced …
Majority of companies typically report, that their organisation functions in a way that helps them achieve reasonable success. However, only a select few state that it helps them outperform.
The following are some of the most …
When companies look for a manager, they should look for experience, right?
Well, maybe not. INSEAD professors Kishore Sengupta and Luk Van Wassenhove say their research has revealed what they call the ‘experience trap.’
“Conventional wisdom holds that as we do more things more often, we learn from experience and get better and better, and what we found in our research was that actually some of it may not be the case,” Sengupta says.
Leadership has nothing to do with titles. J. Frank Brown, the Dean of INSEAD, has met a lot of CEOs in his two-and-a-half decades in business and many of them are little more than LINOs – Leaders In Name Only.
“A lot of people talk about leadership and not that many actually do it,” Brown said. Brown believes there are seven hallmarks of a great leader. In his book, The Global Business Leader: Practical Advice for Success in a Transcultural Marketplace, Brown lists the hallmarks of leadership: openness, integrity, humility, a view of the present and the future, an optimistic outlook, the proper use of authority, and an understanding of personal and organisational objectives.
Small and large businesses have been searching for decades for the holy grail of organisational change: the perfect way to motivate employees to change their old ways for what management (or consultants!) deem to be better, new ones.
INSEAD professors Stewart Black and Hal Gregersen take a fresh approach in their book ‘It Starts With One’, believing that an organisation changes only as fast and as far as the front-line individuals implementing that change. Therefore, they need to be considered first, in the change paradigm.
When entering into negotiations, we should always take into account cultural factors such as the educational or religious background of the person sitting across the table, but, says INSEAD professor Horacio Falcao, many people both underestimate and overestimate the cross-cultural aspects.