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Boundaries Need Not Be Barriers: Leading Collaboration Among Groups in Decentralized Organizations
Caruso, Heather M.; Rogers, Todd; Bazerman, Max H.Capítulo de Libro HBS-3793BC-EEmployees in decentralized organizations often note that it is harder to work with other divisions or departments within their own organization than it is to work with outside suppliers or customers. Instances of coordination failure often stem from the failure to structure the organization appropriately according to the key interdependencies in the organization, whether that suggests organization by function, by product group, or by region. But ...Desde 8,20 €
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Behavior Change for Good, Teaching Note
Luca, Michael; Bazerman, Max H.Nota del Instructor HBS-920041-ETeaching note for case 920049.Desde 0,00 €
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Organization Behavior Reading: Negotiation, Teaching Note
Bazerman, Max H.; Gino, Francesca; Shonk, KatherineNota del Instructor HBS-8409-ELiderazgo y Dirección de personasTeaching note for product #8408.Desde 0,00 €
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Organizational Behavior Reading: Decision Making, Teaching Note
Gino, Francesca; Bazerman, Max H.; Shonk, KatherineNota del Instructor HBS-8384-ELiderazgo y Dirección de personasTeaching note for product 8383.Desde 0,00 €
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A New Model for Ethical Leadership
Bazerman, Max H.Artículo HBS-R2005G-ERather than try to follow a set of simple rules ("Don't lie." "Don't cheat."), leaders and managers seeking to be more ethical should focus on creating the most value for society. This utilitarian view, Bazerman argues, blends philosophical thought with bDesde 8,20 €
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Ethical Breakdowns (Spanish version)
Bazerman, Max H.; Tenbrunsel, Ann E.Artículo HBS-R1104CÉtica empresarial y Responsabilidad Social Corporativa(1) Ill-conceived goals may actually encourage negative behavior. Brainstorm unintended consequences when devising them; (2) Motivated blindness makes us overlook unethical behavior when remaining ignorant is in our interest. Root out conflicts of interest; (3) Indirect blindness softens our assessment of unethical behavior when it's carried out by third parties. Take ownership of the implications when you outsource work; (4) The slippery slope ...Desde 8,20 €
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Ethical Breakdowns
Bazerman, Max H.; Tenbrunsel, Ann E.Artículo HBS-R1104C-ECompanies are spending a great deal of time and money to install codes of ethics, ethics training, compliance programs, and in-house watchdogs. If these efforts worked, the money would be well spent. But unethical behavior appears to be on the rise. The authors observe that even the best-intentioned executives may be unaware of their own or their employees' unethical behavior. Drawing from extensive research on cognitive biases, they offer five r...Desde 8,20 €
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Investigative Negotiation
Malhotra, Deepak; Bazerman, Max H.Artículo HBS-R0709D-EThis 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. Negotiators often fail to achieve results because they channel too much effort into selling their own position and too little into understanding the other party's perspective. To get the best deal--or, sometimes, any deal at all--negotiators need to think like dete...Desde 8,20 €