The editors and their contributors start from the premise that organizations are emotional places, that they use emotions to motivate employees to perform and customers to buy. Using quantitative as well as qualitative methods, and theoretical as well as methodological approaches, they show how events in organizations create emotions--how it is that we come to experience a sense of satisfaction or outrage. They explore how our sense of organizational identity is connected to how we feel; how rules about the display of emotions act as organizing forces within organizations, creating organizational structure and shaping behavior; how emotions can harm employees, how they react to pressures to feel, and how emotions are essential to inspirational leadership. Not just for theoreticians and academicians, the volume is also a rich source of advice for organizational management and for those who wish to influence how management is practiced.
Gary and Ruth Namie, pioneers of the Campaign Against Workplace Bullying, teach the reader personal strategies to identify allies, build their confidence, and stand up to the tormentor - or decide when to walk away with their sanity and dignity intact.
The Namies' expertise on workplace bullying has been featured in such media outlets as The Early Show, CBS Radio, The Howard Stern Show, CNN, PBS, NPR, USA Today, and theWashington Post.
"This is the best book on what workplace bullies do and how to stop them in their tracks. The Namie's remarkably useful and concrete advice has helped millions of people, and The Bully at Work will spread their tried-and-true wisdom to millions more."-Robert I. Sutton, Stanford Professor and author of The No Asshole Rule
"Sheds light on one of the business world's dirtiest secrets - corporate bullying." -Dayton Business Journal
"Filled with remedies for an ailment that is ravaging workplaces..."-Harvey A. Hornstein, PhD
Every year, thousands of visitors come from around the world to visit Menlo Innovations, a small software company in Ann Arbor, Michigan. They make the trek not to learn about technology but to witness a radically different approach to company culture.
CEO and “Chief Storyteller” Rich Sheridan removed the fear and ambiguity that typically make a workplace miserable. His own experience in the software industry taught him that, for many, work was marked by long hours and mismanaged projects with low-quality results. There had to be a better way.
With joy as the explicit goal, Sheridan and his team changed everything about how the company was run. They established a shared belief system that supports working in pairs and embraces making mistakes, all while fostering dignity for the team.
The results blew away all expectations. Menlo has won numerous growth awards and was named an Inc. magazine “audacious small company.” It has tripled its physical office three times and produced products that dominate markets for its clients.
Joy, Inc. offers an inside look at how Sheridan and Menlo created a joyful culture, and shows how any organization can follow their methods for a more passionate team and sustainable, profitable results. Sheridan also shows how to run smarter meetings and build cultural training into your hiring process.
Joy, Inc. offers an inspirational blueprint for readers in any field who want a committed, energizing atmosphere at work—leading to sustainable business results.
Woven throughout with fascinating case studies-including McDonald's, al Qaeda, the Baltimore City Police Department, Procter and Gamble, the island nation of Samoa, and Google--THE ORG reveals why the give-and-take nature of organizations, while infuriating, nonetheless provides the best way to get the job done.
The purpose of meetings and why they will never go awayWhy even members of al Qaeda are required to submit Travel & Expense reportsWhat managers are good forHow the army and other orgs balance marching in lockstep with fostering innovationWhy it's the hospital administration-not the heart surgeon-who is more likely to save your lifeThat CEOs often spend over 80% of their time in meetings-and why that's exactly where they should be (and why they get paid so much)
Looking at life behind the red tape, THE ORG shows why the path from workshop to corporate behemoth is pockmarked with tradeoffs and competing incentives, but above all, demonstrates why organizations are central to human achievement.
“ghSMART is the world’s top firm for helping leaders hire talented teams and run them at full power. Nothing is more important.”—Marshall Goldsmith, bestselling author of Mojo and What Got You Here Won’t Get You There
“The most useful book about leadership.” That is what we hope you and your team will say after finishing Power Score.
Is your team running at full power?
Only 10 percent of leaders run their teams at full power.
The formula you are about to learn is based on the most extensive research of its kind, spanning more than 15,000 careers with over 9 million data points. The idea has been battle-tested for more than two decades by leaders in every major industry. It works.
Successful leadership starts with three key questions:
1. Priorities—Do we have the right priorities? (Only 24 percent of leaders do.)
2. Who—Do we have the right people on the team? (Only 14 percent of leaders do.)
3. Relationships—Do we have the right relationships that deliver results? (Only 47 percent of leaders do.)
Learn how to calculate your team’s Power Score, and how to improve each of the three key areas of leadership. Learn what to do, and what not do, from compelling statistics and inspiring stories of those leaders who have succeeded and those who have failed.
You may be surprised how easy it is to read this little book. And you may be even more surprised by how fast this approach will boost your team’s results.
When you dial up your team’s Power Score, you will make a greater impact as a leader, help your team earn more money for your cause (whatever your cause may be), and enjoy greater career success.
Praise for Power Score
“Shaking distrust out of an organization is hard. But the payoff is immense. Bravo to Smart, Street and Foster for sharing their ideas about how to make that happen.”—Forbes
“[Power Score] offers insights on improving in each dimension and inspiration. It’s written briskly, in a question-and-answer format that keeps ideas clear and concise. The book’s a winner and maybe you will be too if you try its approach.”—The Globe and Mail
“The power score is the secret sauce that gives the group the information needed to fix problems. The authors provide plenty of guidance presented in an accessible Q&A format.”—Success
“I wouldn’t be surprised if Power Score became the new go-to guide for leadership. Effective teams are key in everything from healthcare to business to government to nonprofits, and this book will help organizations change the conversation about getting results.”—Atul Gawande, New York Times bestselling author of Being Mortal and The Checklist Manifesto
“Smart, Street, and Foster have turned more than twenty years of research on leadership into a practical, systematic approach for getting results.”—Frederick W. Smith, chairman and chief executive officer of FedEx Corporation
“My entire team applied the principles of Power Score and has enjoyed explosive growth as a result. Even better, I am having more fun as a leader than ever before.”—Jeff Booth, chief executive officer and founder of BuildDirect
From the Hardcover edition.
In this book, John Wagner and John Hollenbeck make the key connection between theory and practice to help students excel as managers charged with the task of securing competitive advantage. They present students with a variety of helpful learning tools, including:Coverage of the full spectrum of organizational behavior topics Managerial models that are based in many instances on hundreds of research studies and decades of management practice Introductory mini-cases and current examples throughout the the text to help students contextualize organizational behavior theory and understand its application in today's business world
The ideal book for undergraduate and graduate students of organizational behavior, Organizational Behavior: Securing Competitive Advantage is written to motivate exceptional student performance and contribute to their lasting managerial success.
After the war, he came to the United States...As more and more cases of thought control, brainwashing, and mental coercion were disclosed - Cardinal Mindszenty, Colonel Schwable, Robert Vogeler, and others - his interest grew. It was Dr. Meerloo who coined the word menticide, the killing of the spirit, for this peculiar crime...
It is Dr. Meerloo’s position that through pressure on the weak points in men’s makeup, totalitarian methods can turn anyone into a “traitor.” And in The Rape of the Mind he goes far beyond the direct military implications of mental torture to describing how our own culture unobtrusively shows symptoms of pressurizing people’s minds. He presents a systematic analysis of the methods of brainwashing and mental torture and coercion, and shows how totalitarian strategy, with its use of mass psychology, leads to systematized “rape of the mind.” He describes the new age of cold war with its mental terror, verbocracy, and semantic fog, the use of fear as a tool of mass submission and the problem of treason and loyalty, so loaded with dangerous confusion. The Rape of the Mind is written for the interested layman, not only for experts and scientists.”-Print ed.
There is a simple practice that can improve nearly every component of leadership excellence and it doesn't require adding anything to your busy schedule. In The Mindfulness Edge, you'll discover how a subtle inner shift, called mindfulness, can transform things that you already do every day into opportunities to become a better leader. Author Matt Tenney has trained leaders around the world in the practice of mindfulness. In this book, he partners with neuroscientist Tim Gard, PhD, to offer step-by-step, practical guidance for quickly and seamlessly integrating mindfulness training into your daily life—rewiring your brain in ways that improve both the ‘hard' and ‘soft' skills of leadership.
In this book, you'll learn how mindfulness training helps you:Quickly improve business acumen and your impact on the bottom line Become more innovative and attract/retain innovative team members Develop the emotional intelligence essential for creating and sustaining a winning culture Realize the extraordinary leadership presence that inspires greatness in others
The authors make a compelling case for why mindfulness training may be the 'ultimate success habit.' In addition to helping you improve the most essential elements of highly effective leadership, mindfulness training can help you discover unconditional happiness and realize incredible meaning—professionally and personally.
·clear and to the point Answer: False Make a change following the principles of Stephen Kosslyn:
·a world authority on the visual brain
·a clear and engaging writer Making PowerPoint presentations that are clear, compelling, memorable, and even enjoyable is not an obscure art. In this book, Stephen Kosslyn, a renowned cognitive neuroscientist, presents eight simple principles for constructing a presentation that takes advantage of the information modern science has discovered about perception, memory, and cognition. Using hundreds of images and sample slides, he shows the common mistakes many people make and the simple ways to fix them. For example, never use underlining to emphasize a word--the line will cut off the bottom of letters that have descending lines (such as p and g), which interferes with the brain's ability to recognize text. Other tips include why you should state your conclusion at the beginning of a presentation, when to use a line graph versus a bar graph, and how to use color correctly. By following Kosslyn's principles, anyone will be able to produce a presentation that works!
Overall, the collection provides a basic understanding of the different types of destructive communication in organizations, the processes through which these interactions occur, the consequences to individuals and organizations, and the potential for organizing in more constructive, civil ways. This volume will be an excellent resource for scholars and researcher studying organizational communication, and graduate and advanced undergraduate students in organizational communication. It will also resonate with managers dealing with hostile workplaces, and organizational members trying to understand their current experiences. The book will serve as an excellent textbook for advanced undergraduate and graduate courses in organizational communication.
But incentives per se are not really the culprit. Bowles shows that crowding out occurs when the message conveyed by fines and rewards is that self-interest is expected, that the employer thinks the workforce is lazy, or that the citizen cannot otherwise be trusted to contribute to the public good. Using historical and recent case studies as well as behavioral experiments, Bowles shows how well-designed incentives can crowd in the civic motives on which good governance depends.
We'd like to think that if we met someone who was completely without conscience -- someone who was capable of doing anything at all if it served his or her purposes -- we would recognize it. In popular culture, the image of the psychopath is of someone like Hannibal Lecter or the BTK Killer. But in reality, many psychopaths just want money, or power, or fame, or simply a nice car. Where do these psychopaths go? Often, it's to the corporate world.
Researchers Paul Babiak and Robert Hare have long studied psychopaths. Hare, the author of Without Conscience, is a world-renowned expert on psychopathy, and Babiak is an industrial-organizational psychologist. Recently the two came together to study how psychopaths operate in corporations, and the results were surprising. They found that it's exactly the modern, open, more flexible corporate world, in which high risks can equal high profits, that attracts psychopaths. They may enter as rising stars and corporate saviors, but all too soon they're abusing the trust of colleagues, manipulating supervisors, and leaving the workplace in shambles.
Snakes in Suits is a compelling, frightening, and scientifically sound look at exactly how psychopaths work in the corporate environment: what kind of companies attract them, how they negotiate the hiring process, and how they function day by day. You'll learn how they apply their "instinctive" manipulation techniques -- assessing potential targets, controlling influential victims, and abandoning those no longer useful -- to business processes such as hiring, political command and control, and executive succession, all while hiding within the corporate culture. It's a must read for anyone in the business world, because whatever level you're at, you'll learn the subtle warning signs of psychopathic behavior and be able to protect yourself and your company -- before it's too late.
Using examples from recent research and the author's own consultancy experience, this important volume offers a fresh exploration of the psychology of gender and power at work, from the development of gender identities and roles, to explanations of bullying and sexual harassment in the organization. It offers an accessible survey of the subject for professional managers and students of leadership, psychology, management, sociology, gender, and women’s studies.
In the age of Big Data we often believe that our predictions about the future are better than ever before. But as risk expert Gerd Gigerenzer shows, the surprising truth is that in the real world, we often get better results by using simple rules and considering less information.
In Risk Savvy, Gigerenzer reveals that most of us, including doctors, lawyers, financial advisers, and elected officials, misunderstand statistics much more often than we think, leaving us not only misinformed, but vulnerable to exploitation. Yet there is hope. Anyone can learn to make better decisions for their health, finances, family, and business without needing to consult an expert or a super computer, and Gigerenzer shows us how.
Risk Savvy is an insightful and easy-to-understand remedy to our collective information overload and an essential guide to making smart, confident decisions in the face of uncertainty.
Upon completing this book, readers will be able to:
* Connect psychological theory in the field of industrial/organizational psychology and apply the concepts to their everyday world of work
* Be familiar with "classic" theories and research along with the latest developments and innovations in the field
* Understand the overview of the world of work.
Sample Chapter available:
Chapter 24, Training Needs Assessment by Eric A. Surface is available for download.
The Mindful and Effective Employee offers an evidence-based workplace training program based on acceptance and commitment therapy (ACT). The program is specifically designed to improve employees’ psychological health—as well as their effectiveness at work and in their personal lives—through a combination of mindfulness and values-guided behavioral skills. This book is designed for use by psychologists, coaches, occupational health practitioners, and human resource professionals who are interested in improving employee well-being, performance, and quality of life.The training program described in this book is designed to:
• Promote employee self-awareness
• Help employees find purpose, direction, and meaning
• Offer new ways to improve work and life effectiveness
• Help employees identify and pursue valued goals and actions
Why do we work? The question seems so simple. But Professor Barry Schwartz proves that the answer is surprising, complex, and urgent.
We’ve long been taught that the reason we work is primarily for a paycheck. In fact, we’ve shaped much of the infrastructure of our society to accommodate this belief. Then why are so many people dissatisfied with their work, despite healthy compensation? And why do so many people find immense fulfillment and satisfaction through “menial” jobs? Schwartz explores why so many believe that the goal for working should be to earn money, how we arrived to believe that paying workers more leads to better work, and why this has made our society confused, unhappy, and has established a dangerously misguided system.
Through fascinating studies and compelling anecdotes, this book dispels this myth. Schwartz takes us through hospitals and hair salons, auto plants and boardrooms, showing workers in all walks of life, showcasing the trends and patterns that lead to happiness in the workplace. Ultimately, Schwartz proves that the root of what drives us to do good work can rarely be incentivized, and that the cause of bad work is often an attempt to do just that.
How did we get to this tangled place? How do we change the way we work? With great insight and wisdom, Schwartz shows us how to take our first steps toward understanding, and empowering us all to find great work.
The Mask of Sanity is distinguished by its central thesis that the psychopath exhibits normal function according to standard psychiatric criteria, yet privately engages in destructive behavior. The book was intended to assist with detection and diagnosis of the elusive psychopath for purposes of palliation and offered no cure for the condition itself. The idea of a master deceiver secretly possessed of no moral or ethical restraints, yet behaving in public with excellent function, electrified American society and led to heightened interest in both psychological introspection and the detection of hidden psychopaths in society at large, leading to a refinement of the word itself into what was perceived to be a less stigmatizing term, “sociopath”.
The First Edition of Sidney Dekker’s Just Culture brought accident accountability and criminalization to a broader audience. It made people question, perhaps for the first time, the nature of personal culpability when organizational accidents occur.
Having raised this awareness the author then discovered that while many organizations saw the fairness and value of creating a just culture they really struggled when it came to developing it: What should they do? How should they and their managers respond to incidents, errors, failures that happen on their watch?
In this Second Edition, Dekker expands his view of just culture, additionally tackling the key issue of how justice is created inside organizations. The new book is structured quite differently. Chapter One asks, ‘what is the right thing to do?’ - the basic moral question underpinning the issue. Ensuing chapters demonstrate how determining the ‘right thing’ really depends on one’s viewpoint, and that there is not one ‘true story’ but several. This naturally leads into the key issue of how justice is established inside organizations and the practical efforts needed to sustain it. The following chapters place just culture and criminalization in a societal context. Finally, the author reflects upon why we tend to blame individual people for systemic failures when in fact we bear collective responsibility.
The changes to the text allow the author to explain the core elements of a just culture which he delineated so successfully in the First Edition and to explain how his original ideas have evolved. Dekker also introduces new material on ethics and on caring for the’ second victim’ (the professional at the centre of the incident). Consequently, we have a natural evolution of the author’s ideas. Those familiar with the earlier book and those for whom a just culture is still an aspiration will find much wisdom and practical advice here.
Are you one of those organized people who always complete your projects before they are due? Or do you put off getting the job done until the very last possible moment? Is your boss someone who readily lets you know how you are doing? Or does she always leave you unsure of precisely where you stand? Do you find that a few people on your team are incredibly creative but can never seem to get to a meeting on time? Do others require a specific agenda at the meeting in order to focus on the job at hand?
Bestselling authors Otto Kroeger and Janet Thuesen make it easy to recognize your own type and those of your co-workers in Type Talk at Work, a revolutionary guide to understanding your workplace and thriving in it. fully revised and updated for its 10th anniversary, this popular classic now features a new chapter on leadership, showing you how to be more effective on the job. Get the most out of your employees—and employers—using the authors’ renowned expertise on typology. With Type Talk at Work, you’ll never look at the office the same way again!
From the Trade Paperback edition.
Janice Marturano, a senior executive with decades of experience in Fortune 500 corporations, explains how Mindful Leadership training integrates the practice of mindfulness-meditation and self-awareness-with the practical tools of management, enabling leaders to bring a wider range of their capacities to the challenges at hand. We already know from scientific research that mindfulness practices enhance mental health and improve clarity and focus. FINDING THE SPACE shows how this training has specific value for leaders.
This is not a new "leadership system†? to add to the burden of already overworked people. It brings the concepts of mindfulness into the everyday life of anyone in a leadership role, through specific exercises that address practical issues-the calendar, schedule, phone usage, meetings, to-do list, and strategic planning, as well as interpersonal challenges such as listening and working with difficult colleagues.
Leaders who have experienced mindfulness training report that it provides a "transformative experience†? with significant improvements in innovation, self-awareness, listening, and making better decisions. In FINDING THE SPACE TO LEAD, Marturano masterfully lays out her proven techniques for promoting mindfulness in the busy executive's working life.
In an age when teams have become critical to successful problem solving, Adaption-Innovation (A-I) theory is a model in this field, which aims to increase collaboration and reduce conflict within groups. A-I Theory and associated inventory (KAI) have been extensively researched and are increasingly used to assist teambuilding and personnel management.
In the context of the management of diversity and change, Dr Kirton outlines the central concepts of the theory, including the processes of problem solving, decision making and creativity as well as explanatory concepts such as the paradox of structure; coping behaviour; the distinction between how teams collaborate on the common task and how teams manage their own diversity.
In addition, Dr Kirton focuses on the positive side of managing a wide diversity within teams that has the potential to lead to the highest levels of problem solving, creativity and effective management of change. The book offers practical information for those helping diverse teams succeed in today's demanding climate. In this fresh context, leadership theory is explored, suggesting a new and interesting approach in use of different styles.
For those working with diverse, problem solving teams managing complex change, this is a must have book. It will appeal to a broad range of people, from practitioners such as human resource managers, psychologists, business consultants, and group trainers, to academics studying and doing research in disciplines such as psychology, business, management, sociology, education and politics and the practical use of the hard sciences.
*This reprint contains some new insights by Dr. Kirton into the theory. A small number of critical key changes have been made: a new diagram showing the difference between decision making and problem solving; some tightening of some sentences to show that leadership style should be treated as roles; the addition of the Glossary of Terms.