Search results for ‘Publisher:"harvard business school publishing"’ Sort:
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Transformations of leadership
- Authors:
- ROOKE David, TORBET William R.
- Journal article citation:
- Harvard Business Review, April 2005, pp.66-76.
- Publisher:
- Harvard Business School Publishing
The authors draw on 25 years of consulting experience to present a typology of leadership based on the way managers personally make sense of the world around them. The authors classify leaders into seven distinct action-logic categories: Opportunists, Diplomats, Experts, Achievers, Individualists, Strategists, and Alchemists - the first three associated with below-average performance, the latter four with medium to high performance. The authors comment that leadership styles are not fixed, and leadership styles can be adapted through hard work.
What great managers do
- Author:
- BUCKINGHAM Marcus
- Journal article citation:
- Harvard Business Review, 83(3), March 2005, pp.70-79.
- Publisher:
- Harvard Business School Publishing
Explains that great leaders tap into needs and fears we all share, while great managers discover, develop and celebrate what's different about each person who works for them.
The nonprofit sectors $100 billion opportunity
- Authors:
- BRADLEY Bill, JANSEN Paul, SILVERMAN Les
- Journal article citation:
- Harvard Business Review, 81(5), May 2003, pp.94-103.
- Publisher:
- Harvard Business School Publishing
Reports on an American study which found that charitable organisations could become far more productive by making five changes in the way they operate. The five changes identified were: reduce funding costs; distribute holdings faster; reduce programme service costs; trim administrative costs; and improve sector effectiveness.
Personalize your management development
- Author:
- GRIFFIN Natalie Shope
- Journal article citation:
- Harvard Business Review, 81(3), March 2003, pp.113-119.
- Publisher:
- Harvard Business School Publishing
Reports on an American company's management development programme . By identifying four different types of people encountered in management development programmes: reluctant leaders; arrogant leaders; unknown leaders; and workaholics, the company have tailored a specific development path for each type of manager. The programme focuses on their unique personalities and circumstances, and adapts the programme accordingly.
Power is the great motivator
- Authors:
- McCLELLAND David C., BURNHAM David H.
- Journal article citation:
- Harvard Business Review, 81(1), January 2003, pp.117-126.
- Publisher:
- Harvard Business School Publishing
This article looks at the motivation of managers within organisations. It draws on the findings of an American study which examined individuals in different large US corporations who were participating in management workshops designed to improve their managerial effectiveness. The workshops were attended by over 500 managers from 25 US corporations. The authors found that managers fell into three motivational groups. Affiliative managers, who need to be liked more than to get things done; managers motivated by the need to achieve and focus on their own achievement and recognition first; and institutional managers who are interested in power, and concentrate on influencing the people around them. The authors highlight the third type of manager, those interested in power, as the most effective.
How to motivate your problem people
- Author:
- NICHOLSON Nigel
- Journal article citation:
- Harvard Business Review, 81(1), January 2003, pp.56-65.
- Publisher:
- Harvard Business School Publishing
Provides some tips for motivating difficult staff towards organisational goals.
Management by whose objectives
- Author:
- LEVINSON Harry
- Journal article citation:
- Harvard Business Review, 81(1), January 2003, pp.107-116.
- Publisher:
- Harvard Business School Publishing
The author discusses the difficulties of staff appraisal systems. Managers are often forced to commit to goals they dont believe are realistic, and obsession with objectivity and quantiative measures mean that quality is often neglected. In addition, an individuals needs and desires are often absent from the performance measurement system, and there is an assumption that these should be the same as organisational goals. The author argues that as most people are deeply motivated by work that stretches and excites them, while also advancing organisational goals, these factors should be incorporated into any peformance assessment
The competitive advantage of corporate philanthropy
- Authors:
- PORTER Michael E., KRAMER Mark R.
- Journal article citation:
- Harvard Business Review, 80(12), December 2002, pp.57-68.
- Publisher:
- Harvard Business School Publishing
When it comes to philanthropy, executives increasingly see themselves as caught between critics demanding ever higher levels of "corporate social responsibility" and investors applying pressure to maximize short-term profits. Increasingly, philanthropy is used as a form of public relations or advertising, promoting a company's image through high-profile sponsorships. But there is a more truly strategic way to think about philanthropy. Corporations can use their charitable efforts to improve their competitive context--the quality of the business environment in the locations where they operate. Using philanthropy to enhance competitive context aligns social and economic goals and improves a company's long-term business prospects. Addressing context enables a company not only to give money but also leverage its capabilities and relationships in support of charitable causes. Taking this new direction requires fundamental changes in the way companies approach their contribution programmes.
Arm yourself for the coming battle over social security
- Author:
- POZEN Robert C.
- Journal article citation:
- Harvard Business Review, 80(11), November 2002, pp.52-62.
- Publisher:
- Harvard Business School Publishing
This article argues that unless it is reformed the American social security system will become insolvent around 2041. Around 2017 the annual social security surplus will change from positive to negative on a cash flow basis. . A new flood of retirees will substantially alter the employment market and the political dynamic throughout the country. Policy options include increasing contributions to social security, slowing down the growth of benefits and raising returns on assets.
Change the way you persuade
- Authors:
- WILLIAMS Gary A., MILLER Robert B.
- Journal article citation:
- Harvard Business Review, 80(5), May 2002, pp.65-73.
- Publisher:
- Harvard Business School Publishing
Looks at the findings of research which shows that the best way to get proposals heard and accepted is to tailor your arguments to one of five distinct decision-making styles. The research found that executives have a default style of decision making that is in one of five styles: the charismatics, thinkers, skeptics, followers and controllers.