Engagement encompasses more than traditional notions of job satisfaction. It consists of an
active commitment to doing the job well and helping the organization achieve its goals and
strategies. Engaged employees take pride in their organization and work; take ownership of
their projects; talk positively about themselves, their employer, and the goods and services they
help deliver; view working for their organization as a career, not just a job; and, above all,
perform better. A growing body of evidence is emerging to show that engagement is one of the
essential levers of individual and organizational productivity and success.
Read the Article/Report: http://www.linkageinc.com/thinking/linkageleader/Documents/Deborah_Schroeder_Saulnier_Employee_Engagement.pdf?CC=TLL10-EM2
Showing posts with label corporate culture. Show all posts
Showing posts with label corporate culture. Show all posts
Wednesday, February 10, 2010
Monday, January 18, 2010
Fast Company-Carpet People and Tile People
The "Tile People" Versus the "Carpet People"
By Roberta Matuson
A while back I encountered an interesting phenomenon, while conducting employee focus group meetings. Employees kept talking about “the carpet people” and the “tile people.” At first I thought these terms were industry specific. However, after hearing several sarcastic comments, it became clear to me these terms were being used to differentiate between professional employees, who sat in nicely carpeted offices and cubicles, and manufacturing personnel, who had tile beneath them.
Confused, I probed further. It was then that one of the “tile people” informed me that there was a distinct line (a door) where the tile ended and the carpeting began. In management’s defense, the work space set up for those “tile people” assembling the product seemed in line with other light manufacturing environments that I’ve seen. It seems the real issue wasn’t the carpet or the tile. It was the door that had been put up between the two workspaces to insulate both areas from hall conversations.
Do you have barriers to productivity that you don't even know are there? Here's how you can find out and what you can do about it:
Read the Entire Article at: http://www.fastcompany.com/blog/roberta-matuson/management-escalator/tile-people-versus-carpet-people
By Roberta Matuson
A while back I encountered an interesting phenomenon, while conducting employee focus group meetings. Employees kept talking about “the carpet people” and the “tile people.” At first I thought these terms were industry specific. However, after hearing several sarcastic comments, it became clear to me these terms were being used to differentiate between professional employees, who sat in nicely carpeted offices and cubicles, and manufacturing personnel, who had tile beneath them.
Confused, I probed further. It was then that one of the “tile people” informed me that there was a distinct line (a door) where the tile ended and the carpeting began. In management’s defense, the work space set up for those “tile people” assembling the product seemed in line with other light manufacturing environments that I’ve seen. It seems the real issue wasn’t the carpet or the tile. It was the door that had been put up between the two workspaces to insulate both areas from hall conversations.
Do you have barriers to productivity that you don't even know are there? Here's how you can find out and what you can do about it:
Read the Entire Article at: http://www.fastcompany.com/blog/roberta-matuson/management-escalator/tile-people-versus-carpet-people
Saturday, January 16, 2010
About.com-How to Change Your Organizational Culture
By Susan M. Heathfield, About.com Guide
Changing your organizational culture is the toughest task you will ever take on. Your organizational culture was formed over years of interaction between the participants in the organization. Changing the accepted organizational culture1 can feel like rolling rocks uphill.
Organizational cultures form for a reason. Perhaps the current organizational culture matches the style and comfort zone of the company founder. Culture frequently echoes the prevailing management style. Since managers tend to hire people just like themselves, the established organizational culture is reinforced by new hires.
Organizational culture grows over time. People are comfortable with the current organizational culture. For people to consider culture change, usually a significant event must occur. An event that rocks their world such as flirting with bankruptcy, a significant loss of sales and customers, or losing a million dollars, might get people's attention.
Read the entire article: http://humanresources.about.com/od/organizationalculture/a/culture_change.htm?nl=1
Changing your organizational culture is the toughest task you will ever take on. Your organizational culture was formed over years of interaction between the participants in the organization. Changing the accepted organizational culture1 can feel like rolling rocks uphill.
Organizational cultures form for a reason. Perhaps the current organizational culture matches the style and comfort zone of the company founder. Culture frequently echoes the prevailing management style. Since managers tend to hire people just like themselves, the established organizational culture is reinforced by new hires.
Organizational culture grows over time. People are comfortable with the current organizational culture. For people to consider culture change, usually a significant event must occur. An event that rocks their world such as flirting with bankruptcy, a significant loss of sales and customers, or losing a million dollars, might get people's attention.
Read the entire article: http://humanresources.about.com/od/organizationalculture/a/culture_change.htm?nl=1
Tuesday, January 5, 2010
From CLO: The Power of Paradox
F. Scott Fitzgerald wrote, “The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.” In contrast to Fitzgerald, the polemical nature of today’s domestic and international political and social diatribe offers a cautionary tale for those of us who are leading the cultivation of intelligence in the corporate arena. It is painful to watch people suffer while their leaders defend self-interested, partisan positions. These leaders seem to have the inability or unwillingness to see beyond their position to a greater good.
More than a decade ago, Jerry Porras and Jim Collins cited research from which they concluded that leaders who last and make a lasting difference have the exceptional ability to deal with paradoxes and seeming contradictions rather than yielding to the “tyranny of the ‘or.’” This is the tyranny that pushes people to believe that things must be either A or B, but not both. They were speaking of conflict between notions such as the following:
You can have change or stability, but not both.
You can be conservative or bold.
You can have low cost or high quality.
You can have creative autonomy or consistency.
You can invest for the future or do well in the short term.
You can make progress by methodical planning or by opportunistic groping.
You can be idealistic (values-driven) or pragmatic (profit-driven).
Read the entire article: http://www.clomedia.com/columnists/2010/January/2841/index.php
More than a decade ago, Jerry Porras and Jim Collins cited research from which they concluded that leaders who last and make a lasting difference have the exceptional ability to deal with paradoxes and seeming contradictions rather than yielding to the “tyranny of the ‘or.’” This is the tyranny that pushes people to believe that things must be either A or B, but not both. They were speaking of conflict between notions such as the following:
You can have change or stability, but not both.
You can be conservative or bold.
You can have low cost or high quality.
You can have creative autonomy or consistency.
You can invest for the future or do well in the short term.
You can make progress by methodical planning or by opportunistic groping.
You can be idealistic (values-driven) or pragmatic (profit-driven).
Read the entire article: http://www.clomedia.com/columnists/2010/January/2841/index.php
Wednesday, October 14, 2009
Corporate Culture-A Straightforward Approach
Very nice white paper in simple and readable format about corporate culuture:
http://www.trainingindustry.com/media/2448202/meno-culture%20the%20forgotten%20element%20of%20business.pdf
http://www.trainingindustry.com/media/2448202/meno-culture%20the%20forgotten%20element%20of%20business.pdf
Friday, September 25, 2009
Companies that Headhunters Avoid-Business Week
When Revlon (REV) hired Jack Stahl as CEO in 2002, the board thought he'd be a boss who could turn the cosmetics giant around. In his 22 years at Coca-Cola (KO), where he rose to president, the telegenic executive had become a darling of Wall Street for his financial savvy and operational discipline.
Stahl stumbled, however, when he left Coke. While he managed to pare down Revlon's heavy debt load, he lost millions on failed campaigns for new products, most notably an "age-defying" makeup line called Vital Radiance. Industry consultants say he relied too heavily on finance types who made basic marketing errors: The line was overpriced, curiously didn't incorporate the vaunted Revlon name, and used no-name models in its campaign. After four years of losses during which the stock lost roughly two-thirds of its value, Stahl left in 2006. "He didn't know what he didn't know," says Suzanne Grayson, a consultant who worked for Revlon in the 1960s and '70s. "He brought in statisticians instead of marketers, and the decisions they made were atrocious." Stahl and Revlon didn't respond to requests for comment.
Read the Entire Article: http://www.businessweek.com/magazine/content/09_37/b4146042031508.htm
Stahl stumbled, however, when he left Coke. While he managed to pare down Revlon's heavy debt load, he lost millions on failed campaigns for new products, most notably an "age-defying" makeup line called Vital Radiance. Industry consultants say he relied too heavily on finance types who made basic marketing errors: The line was overpriced, curiously didn't incorporate the vaunted Revlon name, and used no-name models in its campaign. After four years of losses during which the stock lost roughly two-thirds of its value, Stahl left in 2006. "He didn't know what he didn't know," says Suzanne Grayson, a consultant who worked for Revlon in the 1960s and '70s. "He brought in statisticians instead of marketers, and the decisions they made were atrocious." Stahl and Revlon didn't respond to requests for comment.
Read the Entire Article: http://www.businessweek.com/magazine/content/09_37/b4146042031508.htm
Friday, July 10, 2009
Social Media Finding It's Way Into Corporate Strategy and Culture
This article is directed at C-Suite leadership including Human Resources leaders engaged in
formulating or managing your company’s social media strategy.
Social media is explained in only moderate technical depth with greater emphasis placed upon
the design and implementation of a social media game plan within your company. Considerable
attention is placed upon ethical conduct and statutory compliance by employees using social
media.
Read the rest of this report: http://www.linkageinc.com/thinking/linkageleader/Documents/Patrick_Dailey_Social_Media_Finding_Its_Way.pdf?CC=TLL09-EM7
formulating or managing your company’s social media strategy.
Social media is explained in only moderate technical depth with greater emphasis placed upon
the design and implementation of a social media game plan within your company. Considerable
attention is placed upon ethical conduct and statutory compliance by employees using social
media.
Read the rest of this report: http://www.linkageinc.com/thinking/linkageleader/Documents/Patrick_Dailey_Social_Media_Finding_Its_Way.pdf?CC=TLL09-EM7
Thursday, May 7, 2009
How to Build a Winning Organizational Culture
By Dr. Michael J. O’Connor
Founder, The Center For Managing By Values
In my work with organizations of all sizes, types, and industries I have discovered 11 Best Practices across organizations to date. This article identifies these practices and describes each based on one or more actual client cases. These practices are consistent with the model and process for building and sustaining Winning Cultures that are also further discussed in the book I co‐authored with Dr. Ken Blanchard entitled Managing By Values: Becoming A Fortunate 500 Organization and the services we continue to provide for organizations directly through certified external and internal consultants. This book has been printed in 23 different languages around the world and sold more than 250,000 copies to date as a best seller.
Read the rest of the article: http://www.trainingindustry.com/media/1935379/mbv%2011%20best%20practices%20stories%20-%20how%20to%20build%20a%20winning%20organization%20-%20final.pdf
Founder, The Center For Managing By Values
In my work with organizations of all sizes, types, and industries I have discovered 11 Best Practices across organizations to date. This article identifies these practices and describes each based on one or more actual client cases. These practices are consistent with the model and process for building and sustaining Winning Cultures that are also further discussed in the book I co‐authored with Dr. Ken Blanchard entitled Managing By Values: Becoming A Fortunate 500 Organization and the services we continue to provide for organizations directly through certified external and internal consultants. This book has been printed in 23 different languages around the world and sold more than 250,000 copies to date as a best seller.
Read the rest of the article: http://www.trainingindustry.com/media/1935379/mbv%2011%20best%20practices%20stories%20-%20how%20to%20build%20a%20winning%20organization%20-%20final.pdf
Wednesday, April 15, 2009
In-N-Out Burger: Stressing Team Member Retention
By Stacy Perman
If you live in California or Arizona, you know In-N-Out Burger. Otherwise, the 232-restaurant chain may ring a bell only because of Paris Hilton. She was famously on her way to satisfy an In-N-Out urge when she was charged with DUI in 2006. Foodies may be aware that star chefs Daniel Boulud and Thomas Keller are big fans. But even devotees may not know that the company, founded in 1948, has resisted both franchising and going public, and beats Burger King (BKC) and rivals McDonald's (MCD) on per-store sales. BusinessWeek writer Stacy Perman brings the secretive company to light with In-N-Out Burger: A Behind-the-Counter Look at the Fast-Food Chain That Breaks All the Rules. This excerpt tracks how Rich Snyder, son of founders Esther and Harry Snyder, expanded the chain, focusing closely on the quality of the food—and the staff—before he was killed in a plane crash in 1993.
Rich Snyder was 24 when he became president of In-N-Out Burger after his father, Harry, died in 1976. He shared Harry's belief that running a successful fast-food business wasn't about cutting corners or using the right equipment. What it boiled down to was the people on the front lines.
Where the two differed, however, was that Harry had hoped his "associates," as he and Esther insisted on calling employees, would work hard, save money, and leave. Rich had another idea: "Why let good people move on when you can use them to help your company grow?" Rich also wanted to establish a much bigger footprint for In-N-Out Burger.
Read the rest of the article at: http://www.businessweek.com/magazine/content/09_16/b4127068288029.htm
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