Organizational Behavior Management

If you cut off a spider's leg, it's crippled; if you cut off its head, it dies. But if you cut off a starfish's leg it grows a new one, and the old leg can grow into an entirely new starfish. The Starfish and the Spider argues that organizations fall into two categories: "spiders", which have a rigid hierarchy, and "starfish", which rely on the power of peer relationships.

The workplace is going through a large-scale transition with digitization, automation, and acceleration. Critical skills and expertise are imperative for companies and their employees to succeed in the future, and the most forward-thinking companies are being proactive in adapting to the shift in the workforce. Kelly Palmer, Silicon Valley thought leader from LinkedIn, Degreed, and Yahoo, and David Blake, cofounder of ed-tech pioneer Degreed, share their experiences and describe how some of the smartest companies in the world are making learning and expertise a major competitive advantage.

The transformative system that shows leaders how to rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success. Packed with relatable anecdotes and real-world examples, this unique resource walks you through every step of the unlearning process. You'll discover new ways of thinking and leading in every industry. You'll identify what you need to unlearn, what to stop, what to keep, and what to change.

For decades, Alan Siegel and Irene Etzkorn have championed simplicity as a competitive advantage and a consumer right. Consulting with businesses and organizations around the world to streamline products, services, processes and communications, they have achieved dramatic results.

This final essay for an organizational behavior 300-level class explains the basic concepts involved with organizational behavior. Organizational behavior is extremely important to understand, because the behavior of a business's employees, customers, or suppliers can make or break the business. There are various main concepts that are important to identify when understanding an organization's behavior.

We are living in an epidemic of disengagement and despair that calls us to action. Awakening Compassion at Work answers the call, showing us new ways to enliven the humanity of work and in so doing address the suffering of the world and create an innovative, optimistic, and engaged workforce.

Managers want to know how to lead virtually, how to keep their teams motivated, and how to keep employees productive. Providing compelling, evidence-based answers to these issues, Remote Work Revolution is essential for navigating the enduring challenges teams and managers face. Filled with specific actionable steps and interactive tools, this timely book will help team members deliver results previously out of reach. Employees will be able to break through routine norms to successfully use remote work to benefit themselves, their groups, and ultimately their organizations.

Cynthia Shapiro is a former human resources executive who's pulling back the curtain on the way that companies really work. In Corporate Confidential, she unmasks startling truths and what you can do about them. Shapiro pulls no punches, giving listeners an inside look at a secret world of hidden agendas they would never normally see: a world of insider information and insights that can save a career.

Based on real experiences that David Novak had as the Chairman and CEO of Yum! Brands, this parable will empower listeners to recognize the contributions of those around them in order to drive bigger and better results. It's not hard, it's not expensive, and you don't need an MBA or even a position of authority to do it. It's a deceptively simple principle that can have a huge impact on both your life and your business.

"Empowerment" can be a mind-numbing topic, but in The 3 Keys to Empowerment, Ken Blanchard and his coauthors use concrete examples, a Q&A format, case histories, and entertaining comments to keep the discussion lively. The authors show that empowerment is not about giving people power, it's about releasing the power they already have.

Creativity, new ideas, innovation - in any age they are keys to success. Yet, as Stanford Professor Robert Sutton explains, the standard rules of business behaviour and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instil a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight and pay them to defy convention and undermine the prevailing culture.

Unless you’re consciously including people, you’re almost certainly unconsciously excluding people. Discover 99 decisions and 5 simple habits for creating more inclusive organisations, inside and out. Rather than top-down change initiatives involving huge teams, Catherine Garrod advocates for combining skill and will to guide people in their everyday thinking. Then developing reporting to create social accountability and track departmental progress.

For 20 years, Great Place to Work has published its gold-standard list of the 100 Best Companies to Work For, which appears first in Fortune magazine. But its latest research shows that what was good enough to be a “great” workplace 10 or 20 years ago is not good enough now. Even at the best workplaces, leaders can - and must - do better. The vital differentiator for companies now is their people - all their people.

In The 4 Day Week, entrepreneur and business innovator Andrew Barnes makes the case for the four-day week as the answer to many of the ills of the 21st-century global economy. Barnes conducted an experiment in his own business, the New Zealand trust company Perpetual Guardian, and asked his staff to design a four-day week that would permit them to meet their existing productivity requirements on the same salary but with a 20 percent cut in work hours. The outcomes of this trial, which no business leader had previously attempted on these terms, were stunning.

It is commonly acknowledged that successful organizations adjust quickly and intelligently to shifts in consumer tastes, political climate, and economic opportunity. But how are some able to succeed at change while so many others fail?

Red teaming. It is a practice as old as the Devil's Advocate, the 11th-century Vatican official charged with discrediting candidates for sainthood. Today, red teams - comprised primarily of fearless skeptics and those assuming the role of saboteurs who seek to better understand the interests, intentions, and capabilities of institutions or potential competitors - are used widely in both the public and private sector.

For over a decade, Jaime Taets, chief vision officer and founder of Keystone Group International, has been the go-to consultant for executive teams hoping to untangle their issues and improve their businesses—profits, strategies, and services—along the way. And throughout that time, Jaime has learned that most business problems are actually people problems. To get at the root cause, leaders must go deeper than the business layer with questions that are rooted in culture and people.

This new edition of this best-selling guide offers an integrated approach to process improvement that delivers quick and substantial results in quality and productivity in diverse settings. The authors explore their Model for Improvement that worked with international improvement efforts at multinational companies as well as in different industries such as healthcare and public agencies. This edition includes new information that shows how to accelerate improvement by spreading changes across multiple sites.

In today's increasingly diverse, global, interconnected business world, diversity and inclusion is no longer just the right thing to do, it is a core leadership competency and central to the success of business. Working effectively across differences such as gender, culture, generational, race, and sexual orientation not only leads to a more productive, innovative corporate culture, but also to a better engagement with customers and clients.

In this timely and essential guide, McKinsey alumni Gaurav Bhatnagar and Mark Minukas present a proven approach to workplace anxiety that reduces stress, boosts well-being, and overcomes blocks that get in the way of success. It begins with changing our relationship with fear and then developing strategies that improve outlook and performance, leading to greater profits, sustainable growth, and personal rewards. It’s only possible with a culture of unfear.