8980 Slices
  Title Author Publisher Format Buy Remix
Medium 9781576753323

6. The House of Cards

Dee Hock Berrett-Koehler Publishers ePub

Taking a new step; uttering a new word is what people fear most.

—Fyodor Mikhailovich Dostoyevsky

Early in 1966, within months after Bank of America let it be known that it would license its BankAmericard program and five California banks announced a joint MasterCharge program, the banking industry was seething with speculation and rampant with rumors: “Citicorp has committed millions to develop proprietary card technology to force an industry standard controlled by them” — “American Express is buying a bank and will blanket the country with American Express bank cards” — “Bank of America’s licensing program is a cover-up they will use to promote deposit accounts nationwide” — “Citicorp and Chase Manhattan are going to license proprietary cards” — “Banks in a dozen different regions are forming groups modeled after the California MasterCharge association” — “Independent bank cards are forming a network using a common interbank logo” — “Legislation is being introduced to give the Federal Reserve System a monopoly for the clearing of sales drafts between banks” — “The federal government is going to pass a usury law to preempt all state laws governing credit card rates” — “The federal government is going to forbid mass mailing of unsolicited cards.”

See All Chapters
Medium 9781609949938

3 Organizing for sustainability

Marc J. Epstein Berrett-Koehler Publishers ePub

Once leadership commitment is established, corporations need to implement their sustainability strategy through appropriate organizational structures, performance measurement and reward systems, culture, and people. This alignment of strategy, structure, and management systems is essential for companies in both coordinating activities and motivating employees (see our model [Fig. 1.4] on page 29). In this chapter we discuss:

• The challenges for global corporations

• The integration of sustainability throughout the organization

• Information flow

• Outsourcing

• Collaboration with NGOs

The organizational structure around sustainability issues often entails organizing activities and resources spread throughout many locations.1 Corporations must consider whether key resources and activities should be centralized or decentralized and decide on a level of central control versus business unit autonomy. These decisions must be appropriately aligned with corporate culture. The decision to either centralize or decentralize an organizational structure can depend on several contextual factors, including:

See All Chapters
Medium 9781605093031

CHAPTER 2: ASIA

Edward E. Gordon Berrett-Koehler Publishers ePub

The tigers and dragons must make haste.

Surin Pitsuwan, Secretary General, Association of Southeast Asian Nations (ASEAN)

Asia today contains more than half the world’s population. The IT revolution’s collapse of communication and information costs, low sea and air transportation costs, and ongoing economic liberalization have again given Asia’s nations significant power in the world economy.

In the 1980s, “Japan, Inc.” was seemingly on the road to taking over the world’s economy. Faltering U.S. businesses enviously studied Japanese companies. (Remember the rage for Quality Circles?) Rockefeller Center in New York, Pebble Beach in California, and large chunks of Hawaii were purchased by titanic Japan. Land values in Japan soared, at one point reaching such a height that the acreage of Tokyo’s Imperial Palace was more valuable than the entire GDP of Canada. Then, in the early 1990s, Japan’s bubble burst, producing a dismal economy for the next decade. Now it is41 suddenly China and India’s turn to soar. Countless pundits predict that China’s ability to manufacture almost anything cheaply and India’s IT revolution will eclipse the U.S. economy. Distinguished economic historian Angus Maddison predicts that China’s economy will pass the United States by 2030, with India becoming the third-largest economy. But just as the Japanese bubble burst, there today are serious social, political, and economic challenges ahead in the future paths of China, India, and the other nations of Asia.1

See All Chapters
Medium 9781605094281

Chapter 1 Any Sector, Any Culture Future Search Cases from Everywhere

Marvin Weisbord Berrett-Koehler Publishers ePub

In 1953 our friend Bapu Deolalikar, then head of human resources for the parent company of Calico Mills in Amedabad, India, witnessed one of the world’s first participative work design projects. Uneducated loom-shed workers, faced with a new technology, implemented their own multiskilled teams in a few days after a briefing from A. K. “Ken” Rice of London’s Tavistock Institute (Weisbord, 2004, ch. 9).

Nearly 40 years later, having consulted to development projects on many continents, Bapu startled us when he called Future Search “culture free.” He pointed out that Future Search enables people to work entirely from their own experience and belief systems. “I could use this model with people anywhere,” he said. That day Bapu did for us what Ken Rice had done for the loom-shed workers. He opened us to a universe we did not know existed.

Within a year Future Search Network members were taking FS everywhere. Over the next decade in Africa, Asia, and Europe, we learned firsthand what Bapu was talking about. People were using Future Search within and between diverse cultures, adapting the method to any sector, issue, or problem they chose. Nor was it necessary that facilitators be a part of the culture. They needed only to respect the traditions and the experiences of the people in the room.

See All Chapters
Medium 9781599964805

142—Work Pressures

TRC Interactive HRD Press, Inc. PDF

 

 

Session

Builders

142 – Work Pressures

 

Purpose/Objectives: Managers and supervisors must be able to recognize the causes of stress and its effects on performance and productivity. In this exercise, participants are asked to identify what things or activities on the job are stressful. Then, after dividing into two groups, the first group is asked to identify some psychological reactions to these stress factors, and the second group to identify some of the physical effects that develop from continued exposure to these stress factors. Then participants use a questionnaire to analyze their own work environments. This application exercise highlights areas of stress in participants’ jobs and how to minimize that stress. A bonus of this exercise is a greater appreciation of how stress affects others.

Type: Application

Time Required: 90 minutes

Group Size: 10 to 20

Use this Session Builder as: • A reinforcement exercise to illustrate key points on stress in the work environment.

• An application exercise to focus on each participant’s

See All Chapters
Medium 9781576754078

1 The Beardstown Ladies versus the Professionals

Michael Edesess Berrett-Koehler Publishers ePub

The Beardstown Ladies would have had it made for good if they hadn’t been so naive and honest.9

In the early 1980s, Mrs. Betty Sinnock, a grandmotherly woman of homespun wisdom, formed an investment club with fifteen other women—also senior citizens—in the town of Beardstown, Illinois, population 6,200. They called their club the Beardstown Business and Professional Women’s Investment Club.

They got together regularly to study public companies and to select some to invest in. They joined the National Association of Investors Corporation (NAIC), an organization of investment clubs. They researched stocks, looking for companies with a solid history of growth. They saved and invested diligently, contributing $4,800 a year to their joint portfolio.

They stuck to companies they knew. When one of them came to a club meeting and announced she had seen a lot of cars parked at Wal-Mart, they bought Wal-Mart. One member brought some Hershey Hugs to a meeting. The members decided they tasted good. They wound up buying Hershey stock.

See All Chapters
Medium 9781574411775

16. The Modern Cattle Business

John R. Erickson. Photographs by Kristine C. Erickson University of North Texas Press PDF

Chapter Sixteen

The Modern Cattle Business

Many colorful character-types entered the drama of American history and then disappeared when economic conditions changed. The fur trapper, the Indian trader, the buffalo hunter, the gold prospector, the riverboat pilot, and the traildriver all made glorious but brief appearances on the western stage. Not one of these characters exists today, and their demise can be explained in simple economic terms: they disappeared when their professions ceased to be profitable ventures.

Compared to the traildriver and the buffalo hunter, whose golden ages lasted about a decade, the cowboy has been a durable figure. Since he has lasted more than a hundred years through good times and bad, we might be tempted to say that he’s immune to the laws of economics and that he will always be with us. That may or may not be true. The working cowboy (as opposed to the “urban cowboy” or the cowboy-aslegend) functions in an economic milieu: ranching, the business of raising beef cattle for a profit. If ranching ever disappears from the scene, the working cowboy will go with it. Any discussion of the modern cowboy would be incomplete without some mention of ranch economics and a look at the bottom line.

See All Chapters
Medium 9781609945626

Seven Strength #4: Focused Conversations

Jennifer B. Kahnweiler Berrett-Koehler Publishers ePub

“And now whatever way our stories end I know you have rewritten mine.... Because I knew you, I have been changed for good

Steven Schwartz, Composer, Wicked

Haley Kilpatrick was an introverted fifteen-year-old in Albany, Georgia, when she was compelled to turn her frustration into action. Having felt out-of-place as a middle-school student, she wanted to help her younger sister get through those tough years with fewer challenges. Her solution: starting a mentoring program that paired middle-school girls with high-school students who had survived and thrived.

After sharing and shaping her vision with her supportive mom, Haley approached her school principal to propose a program in which high-school girls would meet for one hour weekly with interested middle-school girls. Together, they would tackle the middle-school girls’ problems. Her principal agreed. When 80 percent of the middle school’s girls came to the first meeting, Haley knew she had struck a chord. “That fall day in 2002 changed everything.... In that moment I realized just how much these girls needed support and guidance.” Girl Talk was born.

See All Chapters
Medium 9781576754726

Women, One Segment At a Time

Lisa Witter Berrett-Koehler Publishers ePub

Throughout this book, we’ve generalized about how and why “women believe this” or “women do that.” We’ve used these broad brushstrokes simply to highlight gender differences—differences between men and women’s thinking and doing. In this chapter, however, we put away generalizations to bring forward some of the finer details and differences among women themselves.

Women self-identify along many lines, not just their gender. Racial and ethnic differences, age differences, level of education, children or no children, religious affiliation, marital status, and differences in sexual orientation all contribute to creating sub-groups under the broader category of “women.” For the purposes of this chapter, we’ve chosen to focus on the groups that are most likely to be important “gets” for the majority of nonprofit organizations and political campaigns. Specifically, we look at married and single women, mothers, boomer generation women, and women of color. We recognize that this excludes certain segments, including women of other generations and lesbian, bisexual, and transgender people. Each of these groups is deserving of its own market research and we encourage our readers to explore the studies and books that have been written for and about these other segments, just as we plan to continue our own education.

See All Chapters
Medium 9789380856896

APP1.pdf

Dr. Mahendra Kumar Padhy Laxmi Publications PDF

APPENDIX�I

BIBLIOGRAPHY

Aaker, David A. and Myers, John G., Advertising Management, Prentice Hall of India Pvt.

Ltd., New Delhi, 1996.

Alderson, W., Dynamic Marketing Behaviour, Homewood III, Irwin, 1965.

Alderson, W., Marketing Behaviour and Executive Action, Homewood III, Irwin, 1957.

Alderson, Wroe, The Productivity of Advertising, 1960.

Alexander, R.S., Marketing Definitions: A Glossary of Marketing Terms, Chicago,

American Marketing Association, 1980.

Alexander, Ralph S. (ed.), Marketing Definitions, American Marketing Association, Chicago,

1964.

Allport, G., "Attitudes", C. Murchison (ed.), Handbook of Social Psychology, Worcester,

Mass., Clark University Press, 1935.

Anderson, Clinton, P., The New York Times, July 13, 1955.

Barden, Neil H. and Marshall, Martin V., Advertising Management—Text and Cases,

Taraporevala, Bombay, 1972.

Barton, R., Advertising Media, New York, McGraw Hill, 1984.

Bauer, R.A., “Consumer Behaviour as Risk Taking”, Robert S. Hancock (ed.), Dynamic

Marketing for a Changing World, Chicago, American Marketing Association, 1960.

See All Chapters
Medium 9781599961965

#45: In Your Sights

Marlene Caroselli HRD Press, Inc. PDF

#45: In Your Sights

Overview:

Starting with a problem best solved by actually envisioning the situations, participants will proceed to contemplate a work-related problem in the same fashion.

Objective:

To foster imaginative reasoning.

Supplies:

Time:

A “back-up” problem—in case some class members have seen the original sock problem before. This will suffice:

You have six matches and must form four equal-sided triangles from them.

When you are tutoring the “imagine” group, encourage them to think in three dimensions, not two. If they can, they will have a flat triangle and in the space above it, three intersecting matches meeting to make three additional triangles.

Approximately 20 minutes

Advance

Preparation:

If possible, arrange for a breakout room so that half the class can work with you in solving a problem and the other half can leave the room to work on the same problem collectively or individually.

Participants/

Application:

This exercise, suitable for any number of participants, works especially well as an ice-breaker, forcing communal effort and collegiality. It can also serve as a preview to the many times during the training to follow that participants will need to engage in this sort of reasoning as various issues are addressed.

See All Chapters
Medium 9781599960616

What if we need some ofthese people in nine months?

Terri A. Deems HRD Press PDF

MPG Downsizing wConfidence.qxd

Question

3/20/2007

7:36 AM

Page 107

11

What if we need some of these people in nine months?

The crunch for good people will increase in the coming years. Why? There simply aren’t enough good people to go around. If you read the earlier section on Future Recruiting Status

(see Question 1), then you understand why you need to be careful about how you do a downsizing. After all, you may well need some of those people down the road.

If you didn’t read Future Recruiting Status in the Question 1 discussion, then turn to it now and read it. Then return to Question 11.

Downsizings are temporary actions. They are conducted to reduce costs so that your organization can continue to be healthy. If you lead well, then you may need some of these people you’re letting go at some point in the future—maybe in six months, nine months, or two years. But unless you really messed it up, your drive to make the organization successful will put you back in the growth mode. Then you’ll be competing for an increasingly shrinking pool of real talent.

See All Chapters
Medium 9781605093109

Ten Rooted Membership: Ownership in Living Hands

Marjorie Kelly Berrett-Koehler Publishers ePub

“I was at my old job at Safeway for 18 years, and I had one bonus in those 18 years, for 50 pounds (US$82),” Emma tells me. When that store closed a few years back, this 30-something woman, mother to one young daughter, took a job down the street at a Waitrose near King’s Cross station. She and I are standing inside that store and talking on this particular day, not far from the queen’s palace in London. The store is part of a chain of UK supermarkets owned by the John Lewis Partnership (JLP). Emma works as a clerk on the floor, tending the cash register and straightening shelves. For that job at Waitrose, she gets a bonus every year; a recent one totaled 2,000 pounds (US$3,264). “I spent some on a holiday in the Canary Islands,” she tells me. “It was my first holiday in four years.”

The butcher at the meat counter who steps aside to talk with me—a middle-aged gentleman named John*—wears a white linen fedora, a crisp white shirt beneath a green-striped apron, and a bow tie. He explains that they are all required to wear a hat. But wearing a tie every day is his choice. “I just feel more dressed,” he tells me. People notice touches like that at Waitrose, where pay raises are given for performance, including things such as “being a tidy person,” John says. He tells me about his sister, Carol, who also works at Waitrose and has just been diagnosed with cancer. “They’ve been really good,” he says, referring to the company. “There’s a budget set aside for people like this. She’s been off for three months, and they’re holding her job. They tell me to tell her not to worry.”

See All Chapters
Medium 9780856832543

PART V - The Reckoning

Fred Harrison Shepheard-Walwyn (Publishers) Ltd ePub

BANKS NO longer lend money. They sell products. Subliminally, this is calculated to create the illusion that, like manufacturers, they sell something solid. Money-lenders have a psychic need to feel they are adding to the wealth of nations. So when house prices began to escalate in the 1990s, people were encouraged to believe (as Time was to declare): The boom created wealth throughout the economy.1

Families, after all, appeared to be getting wealthier without having to expend energy. As the price of their homes rose, they borrowed their way into previously out-of-reach lifestyles. New cars in driveways and dream holidays reassured them that homes were wealth-creating machines. In fact, their dwellings were depreciating with wear and tear. The rise in prices was attributable to the locational value of the plots beneath their homes.

This was the economics of real estate that the policy-makers had suffused with metaphysics, so that now not even they appeared to understand the nature of value. One of them was Alan Greenspan, who claimed that Even in a digital age, bricks and mortar (or plywood and Sheetrock) are what stabilize us and make us feel at home.2 In the virtual world occupied by conventional economists, land lurked invisible, below the statistical radar screen, a load-bearing debt that would one day buckle

See All Chapters
Medium 9781576751107

chapter 23 Myths of Team Leadership

Harvey Robbins Berrett-Koehler Publishers ePub

Leadership is the vessel for many of the worst team myths, for a logical reason. As keepers of the team vision, leaders make up a lot of stuff. Here are some of the worst illusions foisted on us by leaders about leadership.

Finally, there is the seriously mistaken notion that senior teams function like other teams, just in a more senior way. That teams at the top—teams comprised of board members, CEOs, presidents, vice presidents and other senior level execs—roll up their sleeves and collaborate in the same way that grunt teams do. They dont.

Anyone who has been on a senior team knows how rare true camaraderie is. The senior team table more closely resembles a play from the Renaissance, with dukes and earls and grand viziers jockeying for advantage, than the kind of team we have been talking about. At the top levels, politics reigns supreme, and team members are there less to cooperate on joint action than to pursue constituent agendas.209

This is partly because of the personality type that tends to rise to the top of organizations—Drivers with a bullet. Hard-charging executives prefer disposing to proposing, and they are typically rewarded for superior top-down, command-and-control performance. Except perhaps for the Vatican, large organizations do not turn to pastoral types for leadership.

See All Chapters

Load more