This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Frenzied executives who fidget through meetings, lose track of their appointments, and jab at the "door close" button on the elevator aren't crazy--just crazed. They suffer from a newly recognized neurological phenomenon that the author, a psychiatrist, calls atten...

What makes for sustainable individual and organizational performance? Employees who are thriving--not just satisfied and productive but also engaged in creating the future. The authors found that people who fit this description demonstrated 16% better overall performance, 125% less burnout, 32% more commitment to the organization, and 46% more job satisfaction than their peers. Thriving has two components: vitality, or the sense of being alive an...

The Uria Menendez C case describes the passing of the firm's founder, Rodrigo Uria, its continued success (including being one of the Top 10 MNA law firms in the world) and its decision to open an office in Warsaw.

The Uria Menendez (B) Cas describes the three major strategic options facing the firm. It can be used when the instructor wants to teach the case over two classes. The first class, based on the A case, explores the reason for the the firm's success. The B case describes the three main strategic options and the issues regarding each option. In the second class, students can debate each option.

Uria Menendez, the pre-eminent law firm in Iberia, is at a critical point in its long and distinguished history. Its newly appointed second generation co-managing Partners are facing some critical strategic decisions concerning how the firm should position itself in Iberia, geographical expansion to serve the needs of its clients, and its "Best Friends Network" with leading law firms in other countries. The firm must also address critical issues ...

HBR's editors searched for the best new ideas related to the practice of management and came up with a collection that is as diverse as it is provocative. The 2004 HBR List includes emergent concepts from biology, network science, management theory, and more. A few highlights: Richard Florida wonders why U.S. society doesn't seem to be thinking about the flow of people as the key to America's advantage in the "creative age." Diane L. Coutu descri...

For six years, Cynthia Cunningham and Shelley Murray shared an executive job at Fleet Bank: one desk, one chair, one computer, one telephone, and one voice-mail account. To their clients and colleagues, they were effectively one person, though one person with the strengths and ideas of two, seamlessly handing projects back and forth. Although their department was dissolved after the bank merged with Bank of America, the two continue to consider t...

A brand new hotel has opened with a new service strategy: import to America Asian-style service using a butler-like employee group called the personal valets. To achieve this high level of service, the hotel has paid great attention to its human resource policies, believing that the quality of its service will depend on the quality and motivation of the people, It articulates a series of employee "rights," which it tells employees are enforceable...

Provides a glossary of executive compensation terms. Rewritten by G.W. Baird, company partner.

Describes Hay Associates Climate Survey Questionnaire and the eight dimensions of organizational climate. Rewritten by G.W. Baird, company partner.