Harvard business review最新文献_第9页

The art of developing truly global leaders. 培养真正的全球领导者的艺术。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

Beth Brooke

引用次数: 0

How hard should you push diversity? 你应该在多大程度上推动多样性?

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

Martin N Davidson

引用次数: 0

Does management really work? 管理真的有效吗?

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

Nicholas Bloom, Raffaella Sadun, John Van Reenen

{"title":"Does management really work?","authors":"Nicholas Bloom, Raffaella Sadun, John Van Reenen","doi":"","DOIUrl":"","url":null,"abstract":"HBR's 90th anniversary is a sensible time to revisit a basic question: Are organizations more likely to succeed if they adopt good management practices? The answer may seem obvious to most HBR readers, but these three economists cast their net much wider than that. In a decadelong study of thousands of organizations in 20 countries, they and their interview teams assessed how well manufacturers, schools, and hospitals adhere to three management basics: targets, incentives, and monitoring. They found that huge numbers of companies follow none of those fundamentals, that adopting the basics yields big improvements in outcomes such as productivity and longevity, and that good nuts-and-bolts management at individual firms shapes national performance. At 14 textile manufacturers in India, for example, an intervention--involving free, high-quality advice from a consultant who was on-site half-time for five months--cut defects by half, reduced inventory by 20%, and raised output by 10%. A control group saw no such gains. The authors' global data set suggests that implementing good management at schools and hospitals yields change more slowly than at manufacturers--but it does come eventually. And the macroeconomic potential--for incomes, productivity, and delivery of critically needed services--is huge. A call for \"better management\" may sound prosaic, but given the global payoffs, it's actually quite radical.","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":"31052555","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

Accelerate! 加速!

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

John P Kotter

{"title":"Accelerate!","authors":"John P Kotter","doi":"","DOIUrl":"","url":null,"abstract":"The old ways of setting and implementing strategy are failing us, writes the author of Leading Change, in part because we can no longer keep up with the pace of change. Organizational leaders are torn between trying to stay ahead of increasingly fierce competition and needing to deliver this year's results. Although traditional hierarchies and managerial processes--the components of a company's \"operating system\"--can meet the daily demands of running an enterprise, they are rarely equipped to identify important hazards quickly, formulate creative strategic initiatives nimbly, and implement them speedily. The solution Kotter offers is a second system--an agile, networklike structure--that operates in concert with the first to create a dual operating system. In such a system the hierarchy can hand off the pursuit of big strategic initiatives to the strategy network, freeing itself to focus on incremental changes to improve efficiency. The network is populated by employees from all levels of the organization, giving it organizational knowledge, relationships, credibility, and influence. It can Liberate information from silos with ease. It has a dynamic structure free of bureaucratic layers, permitting a level of individualism, creativity, and innovation beyond the reach of any hierarchy. The network's core is a guiding coalition that represents each level and department in the hierarchy, with a broad range of skills. Its drivers are members of a \"volunteer army\" who are energized by and committed to the coalition's vividly formulated, high-stakes vision and strategy. Kotter has helped eight organizations, public and private, build dual operating systems over the past three years. He predicts that such systems will lead to long-term success in the 21st century--for shareholders, customers, employees, and companies themselves.","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":"31053942","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

A campaign strategy for your career. 你职业生涯的竞选策略。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

Dorie Clark

{"title":"A campaign strategy for your career.","authors":"Dorie Clark","doi":"","DOIUrl":"","url":null,"abstract":"Organizations are inherently political, and pretending they're not is just plain impractical. But strategizing like a politician to advance your career doesn't have to mean compromising your integrity. You can craft a campaign plan that actually gets results without making you feel soiled. So argues Clark, who has worked with top-tier politicians and business executives as they strive to achieve their goals. She recommends that in business, as in politics, aspiring leaders choose their career milestones from the get-go and plan precisely what reaching each one will demand. That means taking inventory of the skills you'll need to acquire and figuring out exactly where and how you'll develop them. The best career planners work backward on the calendar: They start with the end points and carefully mark, in reverse, all the steps along the way. Then they set out on the course, identifying influential people whose favor they need to win and getting specific about how to garner it. They use power maps to home in on the most influential individuals and groups, and they aren't shy about courting votes. \"Being political\" still sounds negative to many people in business, but learning how to play the game doesn't have to be a Machiavellian endeavor. Indeed, harming people in the process won't help you at all, but if you eschew the political process altogether, you'll only harm yourself.","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":"31052557","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 management century. 管理世纪。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

Walter Kiechel

{"title":"The management century.","authors":"Walter Kiechel","doi":"","DOIUrl":"","url":null,"abstract":"In 1886, addressing the nascent American Society of Mechanical Engineers, Henry R. Towne proposed that \"the management of works\" be considered a modern art--thereby heralding the Management Century, when management as we know it came into being and shaped the world in which we work. Kiechel, a past editorial director of Harvard Business Publishing, elucidates the three eras that punctuate this period: the years leading up to World War II, during which scientific exactitude gave wings to a new managerial elite; the early postwar decades, managerialism's apogee of self-confidence and a time when wartime principles of strategy were adapted, sometimes ruthlessly, to the running of companies; and the 1980s to the present, years that saw fast-moving changes, disequilibrium, and a servitude to market forces but also ushered in globalism, unprecedented innovation, and heightened expectations about how workers are to be treated. Along the way he examines the contributions of thinkers such as Frederick Taylor, Elton Mayo, Peter Drucker, and Michael Porter. What lies ahead? Perhaps the biggest challenge facing the 21st-century company, Kiechel posits, is to truly free the spark of human imagination from the organization's tidal pull toward the status quo. There's almost always a better way, he concludes--and management will continue to seek it.","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":"31053943","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

Anniversaries are not to be wasted. 纪念日是不能浪费的。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-11-01

Judith Rodin

引用次数: 0

10 rules for managing global innovation. 管理全球创新的10条规则。

IF 14.7 4区管理学

Harvard business review Pub Date : 2012-10-01

Keeley Wilson, Yves L Doz

引用次数: 0

The unintended consequences of good ideas. 好主意带来的意想不到的后果。