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HBSP (USA)
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Designing a New Business Model: Finding an Ordered Structure to Unlock Creativity
Johnson, Mark W.Book Chapter HBS-5776BC-ELeadership and People ManagementWe're all familiar with stories of visionary leaders whose brilliant insights revolutionize the market. But all of these inspiring stories can be downright depressing. No one wants to depend on something as fickle as inspiration to create a new business. And you shouldn't have to, says strategic innovation expert Mark W. Johnson. Indeed, conceiving of a truly innovative new business model does not need to be a matter of imagination and serendipit...Starting at €8.20
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The New Management Imperative: The "Workforce of One" Approach
Cantrell, Susan; Smith, David Y.Book Chapter HBS-5950BC-ELeadership and People ManagementCompanies have excelled by treating customers as "markets of one," offering them personalized buying experiences. But in managing their own workers, most firms still use one-size-fits-all HR practices. A better approach, according to talent management experts Susan Cantrell and David Smith, is to treat each employee as a "workforce of one." What exactly does that mean? In this chapter, Cantrell and Smith explain the concept and, using electronics...Starting at €8.20
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Foster Employee-Defined Personalization: One Path to Executing the "Workforce of One" Approach to People Management
Cantrell, Susan; Smith, David Y.Book Chapter HBS-5954BC-ELeadership and People ManagementWhen it comes to crafting HR practices that are highly relevant and tailored to individuals, organizations can choose one of four different approaches to what talent management experts Susan Cantrell and David Smith call the "workforce of one." But no matter which approach you choose, the goal is the same: work that is sculpted to fit lives instead of lives that are sculpted to fit work. The reward? Lower employee turnover, greater productivity, ...Starting at €8.20
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Finding Ways to Make Scheduling Flexibility Feasible and Profitable: Create Value by Improving Conditions for Your Low-Level Workers
Heymann, JodyBook Chapter HBS-6028BC-ELeadership and People ManagementMany managers assume that a lack of work-related benefits such as paid sick leave, paid leave to care for family members, and scheduling flexibility are inherent in the type of work low-level employees perform, when in fact the opposite is true. Flexibility is not only important to the health and well-being of your workers and their families, but can provide valuable returns for your company. This chapter examines the experiences of factory line-...Starting at €8.20
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Offering Training Where It Is Valued Most: How Training Programs for Low-Level Employees Can Increase Your Firm's Productivity and Profits
Heymann, JodyBook Chapter HBS-6031BC-ELeadership and People ManagementCompanies can reap tremendous benefits by offering training to their employees, most directly by improving their workers' job-related skills and productivity. But worldwide, these opportunities are overwhelmingly offered to those who already have an advantage. By implementing successful training programs in your company for your low-level employees-like ESL or literacy training, technical skill building, internal advancement training, or even ext...Starting at €8.20
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Establishing Career Tracks for the Least-Advantaged Workers: How Your Company Wins by Making Advancement Accessible to All
Heymann, JodyBook Chapter HBS-6032BC-ELeadership and People ManagementOne of the most significant yet ironically least common ways of ensuring good working conditions for your lowest-level employees is to provide them with advancement opportunities. While near constant attention is devoted to the career paths of employees with a higher education, few companies pay similar attention to those with limited formal education. This chapter, culled from interviews with workers at all levels of the corporate ladder on six ...Starting at €8.20
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When Does Leadership Matter: A Contingent Opportunities View of CEO Leadership
Wasserman, Noam; Anand, Bharat N.; Nohria, NitinBook Chapter HBS-6122BC-ELeadership and People ManagementTo what extent does leadership influence organizational performance? In this chapter, Noam Wasserman, Bharat Anand, and Nitin Nohria try to provide a balanced answer to this question. Replicating the variance partitioning method used by Stanley Lieberson and James O'Connor in their 1972 study on leadership and organizational performance, they analyze the performance of more than 500 publicly held U.S. companies (across 42 industries) over a 20-ye...Starting at €8.20
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Revisiting the Meaning of Leadership
Podolny, Joel M.; Khurana, Rakesh; Besharov, MaryaBook Chapter HBS-6123BC-ELeadership and People ManagementThe authors of this chapter contend that the study of leadership in organizational theory went awry when interest in leadership became too tightly coupled with organizational performance. Leading organizational theorists in the latter part of the twentieth century, such as Max Weber, Chester Barnard, and Philip Selznick, were not concerned with leadership because of its ability to explain financial performance. Instead, they were concerned with l...Starting at €8.20
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What Is This Thing Called Leadership
Hackman, J. RichardBook Chapter HBS-6124BC-ELeadership and People ManagementIn the wake of the global economic crisis, society is demanding that the topic of leadership be given urgent attention because leadership strongly influences organizational behavior-not just financial performance. In this chapter, J. Richard Hackman, an expert on organizational psychology, argues that the role of leaders is best understood not in terms of their direct impact on organizational outcomes but through their indirect influence, which s...Starting at €8.20
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Classical Sociological Approaches to the Study of Leadership
Guillen, Mauro F.Book Chapter HBS-6133BC-ELeadership and People ManagementLeadership in organizations, political parties, and nation-states has been the subject of much sociological work since the very inception of the discipline, yet sociologists still disagree on the relationship between leaders and followers, whether leadership is about meaning or domination, and about the performance implications of different leadership styles. This chapter describes the theoretical assumptions and arguments of the four main school...Starting at €8.20