Harvard business review最新文献_第8页

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-01-01

Christine Porath, Christine Pearson

{"title":"The price of incivility.","authors":"Christine Porath, Christine Pearson","doi":"","DOIUrl":"","url":null,"abstract":"We've all heard of (or experienced) the \"boss from hell.\" But that's just one form that incivility in the workplace can take. Rudeness on the job is surprisingly common, and it's on the rise. Whether it involves overt bullying or subtle acts of thoughtlessness, incivility takes a toll. It erodes productivity, chips away at morale, leads employees to quit, and damages customer relationships. Dealing with its aftermath can soak up weeks of managerial attention and time. Over the past 14 years the authors have conducted interviews with and collected data from more than 14,000 people throughout the United States and Canada in order to track the prevalence, types, causes, costs, and cures of incivility at work. They suggest several steps leaders can take to counter rudeness. Managers should start with themselves-monitoring their own behavior, asking for feedback on it, and making sure that their actions are a model for others. When it comes to managing the organization, leaders should hire with civility in mind, teach it on the job, create group norms, reward good behavior, and penalize bad behavior. Lest consistent civility seem an extravagance, the authors caution that just one habitually offensive employee critically positioned in an organization can cost millions in Lost employees, lost customers, and lost productivity.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":null,"pages":null},"PeriodicalIF":14.7,"publicationDate":"2013-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"31222076","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Making star teams out of star players. 用明星球员组建明星球队。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-01-01

Michael Mankins, Alan Bird, James Root

{"title":"Making star teams out of star players.","authors":"Michael Mankins, Alan Bird, James Root","doi":"","DOIUrl":"","url":null,"abstract":"Top talent is an invaluable asset: In highly specialized or creative work, for instance, \"A\" players are likely to be six times as productive as \"B\" players. So when your company has a crucial strategic project, why not multiply all that firepower and have a team of your best performers tackle it? Yet many companies hesitate to do this, believing that all-star teams don't work: Big egos will get in the way. The stars won't be able to work with one another. They'll drive the team Leader crazy. Mankins, Bird, and Root of Bain & Company believe it's time to set aside that thinking. They have seen all-star teams do extraordinary work. But there is a right way and a wrong way to organize them. Before you can even begin to assemble such a team, you need to have the right talent management practices, so you hire and develop the best people and know what they're capable of. You have to give the team appropriate incentives and leaders and support staffers who are stars in their own right. And projects that are ill-defined or small scale are not for all-star teams. Use them only for critical missions, and make sure their objectives are clear. Even with the right setup, things can still go wrong. The wise executive will take steps to manage egos, prune non-team-players, and prevent average coworkers from feeling completely undervalued. She will also invest a lot of time in choosing the right team Leader and will ask members for lots of feedback to monitor how that leader is doing.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":null,"pages":null},"PeriodicalIF":14.7,"publicationDate":"2013-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"31223234","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Four ways to reinvent service delivery 重塑服务交付的四种方法

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-12-04 DOI: 10.2139/SSRN.2335946

Kamalini Ramdas, E. Teisberg, A. Tucker

引用次数: 24

Your company's history as a leadership tool. 贵公司作为领导工具的历史。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-12-01 DOI: 10.1108/sd.2013.05629eaa.010

J. Seaman, G. Smith

{"title":"Your company's history as a leadership tool.","authors":"J. Seaman, G. Smith","doi":"10.1108/sd.2013.05629eaa.010","DOIUrl":"https://doi.org/10.1108/sd.2013.05629eaa.010","url":null,"abstract":"When the history of an organization comes up, it's usually in connection with an anniversary--just part of the \"balloons and fireworks\" (as one business leader characterized his company's bicentennial celebration, knowing that the investment of time and money would have little staying power). A fast-changing world leaves little time for nostalgia and irrelevant details--or, worse, strategies for winning the last war. But the authors, business historians at the Winthrop Group, assert that leaders with no patience for history are missing a vital truth: A sophisticated understanding of the past is one of the most powerful tools they have for shaping the future. The job of leaders, most would agree, is to inspire collective efforts and devise smart strategies for the future. History can be profitably employed on both fronts. As a leader strives to get people working together productively, communicating the history of the enterprise can instill a sense of identity and purpose and suggest the goals that will resonate. In its most familiar form, as a narrative about the past, history is a rich explanatory tool with which executives can make a case for change and motivate people to overcome challenges. Taken to a higher level, it also serves as a potent problem-solving tool, one that offers pragmatic insights, valid generalizations, and meaningful perspectives--a way to cut through management fads and the noise of the moment to what really matters.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":null,"pages":null},"PeriodicalIF":14.7,"publicationDate":"2012-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62344904","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 60

The CEO of Novartis on growing after a patent cliff. 诺华首席执行官谈专利悬崖后的发展。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-12-01

Joseph Jimenez

引用次数: 0

Your company's history as a leadership tool. 贵公司作为领导工具的历史。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-12-01

John T Seaman, George David Smith

{"title":"Your company's history as a leadership tool.","authors":"John T Seaman, George David Smith","doi":"","DOIUrl":"","url":null,"abstract":"When the history of an organization comes up, it's usually in connection with an anniversary--just part of the \"balloons and fireworks\" (as one business leader characterized his company's bicentennial celebration, knowing that the investment of time and money would have little staying power). A fast-changing world leaves little time for nostalgia and irrelevant details--or, worse, strategies for winning the last war. But the authors, business historians at the Winthrop Group, assert that leaders with no patience for history are missing a vital truth: A sophisticated understanding of the past is one of the most powerful tools they have for shaping the future. The job of leaders, most would agree, is to inspire collective efforts and devise smart strategies for the future. History can be profitably employed on both fronts. As a leader strives to get people working together productively, communicating the history of the enterprise can instill a sense of identity and purpose and suggest the goals that will resonate. In its most familiar form, as a narrative about the past, history is a rich explanatory tool with which executives can make a case for change and motivate people to overcome challenges. Taken to a higher level, it also serves as a potent problem-solving tool, one that offers pragmatic insights, valid generalizations, and meaningful perspectives--a way to cut through management fads and the noise of the moment to what really matters.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":null,"pages":null},"PeriodicalIF":14.7,"publicationDate":"2012-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"31112346","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The primacy of personality. 人格的首要地位。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-12-01

Jeff Kehoe

引用次数: 0

Reclaim your creative confidence. 重拾你的创造性自信。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-12-01

Tom Kelley, David Kelley

引用次数: 0

Train your people to take others' perspectives. 训练你的员工接受他人的观点。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

Pino G Audia

引用次数: 0

Deal making 2.0: a guide to complex negotiations. 交易制定2.0:复杂谈判指南。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

David A Lax, James K Sebenius

{"title":"Deal making 2.0: a guide to complex negotiations.","authors":"David A Lax, James K Sebenius","doi":"","DOIUrl":"","url":null,"abstract":"Most big deals--megamergers, major sales, infrastructure projects--are built on a series of smaller ones. Each component deal presents a tactical challenge, but sequencing the parts in a way that achieves the target outcome is a strategic challenge that can unfold over months or years. This process, which the authors call a negotiation campaign, must generally be conducted on several fronts, each involving multiple parties. A multifront campaign can be much more effective than direct negotiation. After failed talks between Longshoremen and the Pacific Maritime Association--a group of shippers and port operators--the PMA's president turned away from the bargaining table and embarked on a campaign to align member-firms, the business community, the U.S. government, and the public around his target outcome: the deployment of new information technologies to help unclog busy ports. The result was an agreement that was ultimately mutually beneficial. Designing and executing a negotiation campaign involves identifying the relevant parties, grouping them into fronts according to shared interests, determining whether to combine fronts (if, for instance, doing so would unite your allies), and deciding which fronts to approach early on and which to engage only after you've made progress elsewhere. The deal between the PMA and the Longshoremen involved high stakes, but many small-scale deals--such as gaining approval for a new product--also play out on multiple fronts. Going straight to a key decision maker often makes sense, but in many cases a multifront campaign is the only way.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":null,"pages":null},"PeriodicalIF":14.7,"publicationDate":"2012-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"31052556","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0